MCQs

1. A horizontal extension of the object to increase task variety is called:

A: Job evaluation B: Job enrichment

C: Job enlargement D: Job rotation

2. The 360 degree appraisal:

A: works best in large organizations. B: provides feedback from a verity of

individuals.

C: aids in developing competitive D: diminishes the effect of development in

intelligence. the appraisal process.

3. Total compensation constitutes of

A: direct rewards B: indirect rewards

C: both of the given options D: none of the given options

4. ________________ is solely responsible for managing individuals career.

B: Team
A: Individual

C: Organization D: HR Manager

5. Which has an impact on job pricing and the ultimate determination of an individuals
financial compensation?

B: The Job
A: The Organization

C: The Employee D: All of the above options

6. Recognition, positive reinforcement and employees empowerment can be used to avoid

the
 A: Turnover B: Conflict

C: Accident D: Frustration

7. Rewards offered to labors involved in production, are categorized as:

A: Salary B: Fringe benefits

C: Wage D: Commission

8. The point method to evaluate job is an extension of;

A: Ranking method B: Factor comparison method

C: Classification method D: Point factor method

9. Which of the following reflects the relationship between MIS & HRIS?

A: Both are same B: MIS is one aspect of HRIS

C: HRIS is one aspect of MIS D: No relationship exists

10. Which of the following is a stated outcome of 'Job Analysis'?

A: Job description B: Job specification

C: Job evaluation D: All of the given options

11. The first Factories Act was enacted in

a),1881
b),1895
c),1897
d),1885

12. Who is an adult as per Factories Act, 1948 ?

a. Who has completed 18 years of age
b. who is less than 18 years
c. who is more than 14 years
d. who is more than 15 years

13. The term Sabbatical is connected with

a) Paid leave for study
b) Paternity leave
c) Maternity leave
d) Quarantine leave

14. Which of the following is Not an external source of Recruitment?

a) Advertisement

b) Promotion
c) Employment Agencies
d) Employee Referrals

15. The term Training indicated any process by which the aptitudes skills and abilities of
employees to perform specific jobs are ___________

(i) Evaluated

(ii) Rated

(iii) Decreased
(iv) Increased

16. The reporting relationships and working conditions related to job is stated in
a) Job descriptions
b) Job analysis
c) Job specifications
d) Both job description and job specification

17. Job enrichment is a way to

a) motivate employees

b) compensate employees

c) staffing new employees

d) all of the above

18. The personal qualities and traits required for job is stated in

a) job descriptions

b) job analysis

c) job specifications

d) Both A and C

19. The relationships section of job description defines who would you

a) Supervises

b) Reports to

c) Works with

d) All of the above

20. The 'job enlargement' means

a) redesigning jobs of workers

b) assigning additional activities to workers

c) moving workers from one job to the other

d) none of the above

21. Job analysis is must for employees

a) training

b) performance appraisal

c) compensations

d) All of the above

22. Redesigning a business process for more efficient and effective results is called

a) redesigning jobs of workers

b) assigning additional activities to workers

c) moving workers from one job to the other

d) reengineering

23. The job analysis information can be collected through

a) Interviews

b) Questionnaires

c) Both A and B

d) None of the above

24. Determining the duties and characteristics of positions to be staffed is

a) job descriptions

b) job analysis

c) job specifications
d) Both (a) and (c)

25. Interviews can be

a) structured only

b) unstructured only

c) both structured and unstructured

d) None of the above

26. While writing job description, the 'job title' is written in the section of

a) job summary

b) responsibilities and duties

c) job identification

d) both b and c

27. While writing job description, the major functions or activities are written in

a) job summary

b) responsibilities and duties

c) job identification

d) both b and c

28. Determine the type of people company needed for job is referred as

a) job descriptions

b) job analysis

c) job specifications

d) Both A and C

29. The 'job rotation' means

 a) redesigning jobs of workers

b) assigning additional activities to workers

c) moving workers from one job to the other

d) None of the above

30. what does the acronym SHRM stands for:

a. Sophisticated human resource management
b. Strategic human resource management
c. Superior human resource management
d. None of the above

31. The first phase of a training programme is a training needs analysis. What does this aim
to do ____________
a) Identify the training objectives c) Produce selection criteria
b) Establish the training resources required d) All of the above

32. What is the term used to describe the process of helping a new employee to settle quickly
into their job so they become efficient and productive workers?

a) action learning c)discovery learning

b) retraining d) induction

33. Which of the following is not a stage in the systematic training cycle

a)Evaluation c) assessing training needs

b)planning the training d)job instruction on a one to one basis

34. Which of the following is the best term to describe people who guide and suggest suitable
learning experiences for their proteges?

a) human resource directors c)line managers

b) coaches d)mentors

35. The process of enhancing the technical skills of worker in a short period is called

a) Training c)development
b) Education d)none of the above

36. The planned use of networked information and communications technology for the
delivery of training is called

a) E-learning c) role playing

b) Case study d) programmed learning
37. Which of the following is a source of assessing training needs

a) Performance evaluation c) attitude survey

b) Advisory panel d) all of the above

38. Laboratory training is also known as:

a) Sensitivity training c) job instruction training

b) Apprenticeship training d)none of the above

39. ________ method creates a situation that is far as possible as a replica of the real
situation for imparting training

a) The programmed learning c) The simulation

b) The case study d) The lecture

40. Training need analysis takes place during which phase of the training process

a) deciding what to teach

b) deciding how to maximize participant learning
c) choosing appropriate instructional methods
d) determine whether training programmes are effective

41. _____________ is one of the acceptable method for obtaining feedback in training

a) Structured interview c)Improvement after training

b) Performance after training d)Employee turnover rate

42. Employees are designing _________ programs to increase employee productivity,

control
Attrition, prevent job burnout and obsolescence and improve the quality of employees
work lives

a) Employee growth c) Recruitment

b) Selection d)Appraisal

43. Which of the following is not a recruitment technique

a) Performance appraisal c)Ability test

b) Psychometric testing d)interviews

44. Which of the following is not a common criticism of using personality test in selection
a) Good performers in the same job may have different personalities
 b) An individuals personality vary with circumstances
c) Candidates can fake the answers, so giving a misleading impression
d) There are no reliable instruments with which to assess personality

45. The interview which consists of a group of interviewers asking question from a group o
interviewee is called
a) Panel interview c) mass interview
b) Computer interview d) none of the above

46. The interview in which interviewer writs questions and answer before time is called

a) Unstructured interview c) structured interview

b) Both a & b d) none of the above

47. The analysis to identify specific skills needed for specific job is called

a) Need analysis competency model c) competency model

b) Task analysis d) both a& c

48. Measuring performance on job task actually done is called

a) Sampling technique c)work sampling technique

b) Work sample d) all of the above

49. The test in which examinees respond to situations representing jobs is called

a) Situational test c)reasoning test

b) Video simulation test d)job training

50. The first step in training process is called

a) Need analysis c)instructional design

b) Implement d)evaluate

CASE STUDY
Case Study1: (2*5marks=10)

A large, well known Canadian company had found full depreciation of the equipment which was
used to make specialized automobile companies for north-American automobile producers.
Although the equipment had been well maintained and worked well, it required to be handled by
a large number of laborers. The result was the high labor costs that made the companys brake
assemblies, manufacturer, and related products unprofitable. A decision was made to replace the
equipment with more highly automated, numerically controlled machine tools. Since the
economic value of the old equipment exceeded its value as scrap, the equipment was shipped to
the companys Brazilian operations, where labor costs were considerable lower.

Upon arrival and after the setting up of a new facility, the company received numerous profitable
orders from Brazils rapidly growing automobile industry. Though the labor hours per product
remained about the same the lower Brazilian labor rates allowed the new facility to be profitable.
Soon a second shift was added and with it problems began.

The equipment began to experience a growing downtime because of machine failures and
quality- particularly on part dimensions- declined dramatically.

At a staff meeting the Brazilian plant manager met his staff, including several industrial
engineers who had been trained in Canada and the United States. The engineers argued that the
problems were almost certainly caused by maintenance since the machinery had worked well in
Canada and initially in Brazil. The HR director agreed that it was perhaps the question of
maintenance of the old machinery but be also noted that many of the on-machine instructions
and maintenance manuals had not been translated into Portuguese. He also observed that the
problems began after the second shift was hired.

Questions:

1. From the discussion of job analysis information and job design, what actions would you
recommend to HR department?

2. Given the problems associated with the second shift, what differences would you look for
between first shift and second shift workers?

3. Since the Canadian workers had considerable experience with the equipment but the
workers particularly in second shelf in Brazil had very little experience, what implications do
you see for the job design?

CASE 2

The executive vice presidents of two corporations were exchanging ideas concerning the
efficiency of management education and development within their companies. Both had had
considerable experience with various types of formal training. They had experimented over a 10-
year period with sending selected people to universities for both individual courses and degree
work. They had extensive and costly internal programs under their personal guidance, directed
by their chief training officers. At one time or another, representatives of the various approaches
to management theory were employed to present a series of conferences and seminars in a
program and make individual speeches on the subject.
"I must say," said Michael, "that our experience may be summed up as very expensive in time
and fees and no improvement in management skills has appeared beyond those that one would
see in any able manager who is ambitious. It is not that the 'trainers' were incompetent, or
uninteresting. It is not that they didn't have something to say. In fact, our people had a good time
and the reports they turned in were highly complementary. But I really don't think we made a
nickel."

"A year ago I would have said the same thing," observed Jim. "We had the same results, thouah
we fried everything. And the funny thing about it was tha- our oeftple thought every program
was great. They were unable to discern quality and productivity. I guess this was because they
could see little relevance of anything to their jobs. But we changed that."

"What did you do?" inquired Michael.

"One thing we did was to stop these, programs that wander all over human experience, on the
one hand, and on the other we dropped those interminable lectures. We decided to identify a
particular aspect of managing that was rather poorly practiced. For instance, we thought our
coaching of subordinates was being neglected, or at least poorly done. We called together a
group ol department heads, explained why we wanted a better coaching job done, explained how
to go about it, and asked them all to confer with their managers concerning the need for coaching
individual supervisors, the techniques to be used, and a later review of results. This way, we
thought we had a direct line on a management need, and we insisted that the line managers do
the training. On the whole, we feel we have got something that will work."

"I see," said Michael, who was now in a thoughtful mood. "It is not enough for top managers to
show an interest in the development program. They actually have to train their own
subordinates."

"That is right," concluded Jim. "If there is to be training, we have to do it. The manager is the
great teacher in organized enterprise."

Q1. Can any manager be "trained" to manage better?

Q2. What should be done to get the most out of university programs?

Q3. Briefly describe your learning philosophy. If you were the director of training and
development in a large company, what kind of an approach would you take?

CASE 3
Berkely Investments is a reputed finance company having 15 branches in different part of the
country. In the home office there are more than 200 employees. This company has a performance
rating under which the employees are rated at six months intervals by a committee of two
executives. Graphic scales have been used as means of appraisal. The qualities considered are
responsibility, initiative, and interest in work, leadership potential, co-operative attitude and
community activity. After the performance is evaluated, the ratings are discussed with the
concerned employees by their immediate boss who counsels them. The ratings aroused to
influence promotions and salary adjustments the employees and also as a criterion for assigning
further rating for them.

Recently three employees of the company called on the companys president to express their
dissatisfaction with the ratings they had received. Their scores and composite ratings had been
discussed with them. Because their ratings were comparatively low, they had been denied annual
increments in salary. Approximately, two thirds of all the employees received such increments.
The aggrieved employees argued that their ratings did not accurately represent their
qualifications or performance. They insisted that community activity was not actually a part of
their job and that what they do off the job is none of the companys business. They expressed
their opinion that employees should organize union and insist that salary increase be automatic.

The threat of a union caused concern to the officers of the company. This particular experience
convinced the top officers that ratings may represent a serious hazard to satisfactory relationship
with employees. Even the chief executive finds that performance appraisal is a dangerous source
of friction and its hazards outweigh its values; so it should be discontinued altogether.

Questions:
1. How far do you agree with the management that performance appraisal should be
discontinued?
2. If you were the HR manager, how would you tackle the situation?
3. What modifications would you suggest in the performance appraisal system of the company

DIFFERENCE BETWEEN
i. Mentoring and Coaching.
ii. Performance appraisal and potential appraisal
iii. Training and Development
iv. HRM and SHRM
 v. Social and Cultural Environment of Business
vi. HRM and HRP
vii. Base and supplementary compensation.
viii. I.Q. and E.Q

SHORT NOTES
(i) importance of job analysis
(ii) components of employee compensation
(iii) Role of HRM in a global environment.
(iv) Internal sources of Recruitment
(v) Benefits of flexi-time as a practice
(vi) Training Need Analysis
(vii) Social Security Schemes in India.
(viii) Methods of training.

LONG QUESTIONS

1. Critically review the social security system in India for the welfare of workers.
2. What are methods of job evaluation? Explain.
3. Suppose you are the manager of a five star hotel and are required to ensure that all your
employees perform at a high level to ensure customer satisfaction. Design a training
programme for the front desk staff. How would you measure the effectiveness of
training?
4. Compare and contrast the advantages and disadvantages of internal and external sources
of recruitment.
5. What are the five traditional career stages? Which one of these is least relevant to HRM?
Justify your opinion.
6. Define strategic HRM and examine the role of HR manager in developing corporate
strategy.