Vufriends 20100905070321 Bpoicrnbxuripdpiz

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MGT501- Human Resource Management

Organizational Behavior is a study of investigating
the imact of!
" #mloyees$ %ehavior in an organization
Societal behavior on an organization
Country's culture on an organization
Country's economy on an organization

&hich of the follo'ing term is used to identify(
)'hat the *o% holder does)+ )ho' it is done)+ ,
)'hy it is done)+
Job specification
Job evaluation
" -o% descrition
Job title

&hich of the follo'ing term is used to identify the
hysical , mental s.ills( re/uired to erform %y an
individual 'ithin a articular osition in an
organization+
Job title
Job specification
" -o% descrition
Job evaluation

-o%s are comensated on the %asis of!
" -o% analysis
Job specification
Job worth
Job description

000000000000 is the main source of innovations1
Upgraded technology
" Human mind
Competitors' pressure
Research & evelopment

&hich of the follo'ing HR function is the %asic
element of recruitment+
" 2ttract the *o% alicants for the articular
ost
Select the best one among all applicants
!rain the people as per organizational
re"uirements
#ire the non$performing employees

32 erson is .no'n %y the comany he4she .ees56
is 'ell descri%ed %y 'hich of the term+
%re&udice
7tereotye
'ntroversion
()troversion

Terms )8nterersonal s.ills) and )Human s.ills)
are used for!
!wo different s*ills
ifferent managerial s*ills
+perational s*ills
7ame managerial s.ills

&hich of the follo'ing a%ilities are categorized as
the Technical s.ill of an individual+
Judgment & creativity
,nalysis & communication
" 9no'ledge , roficiency
'nnovation & advancement

The intellectual , mechanical rocess used %y an
organization to transform inuts into oututs is
termed as!
!as*
%eople
Structure
" Technology

:nder 'hich of the follo'ing authority( an HR
manager too. the decision to rovide training to its
emloyees regarding the oerations of ne'ly
installed machine+
Staff
#unctional
" ;ine
'mplied

&hich one of the follo'ing is <OT the %enefit of
ma.ing teams+
" #very mem%er is mutually accounta%le
'ithin a team
!eams enable organizations to better utilize
employees' talents http-..vuattach/ning/com.
!eams create trust and a collaborative culture
!eams always perform better than individuals
in all situations

&hich one of the follo'ing is <OT the
characteristic of a =irtual Team+
0ac* of nonverbal signals
0imited social contact
" 8ncreased social relationshi
,bility to overcome time and space constraints

&hich of the follo'ing functions of HRM deals
'ith $>ollective Bargaining$+
Staffing
#orcasting
(mployee$assistance management
" #mloyee-relations management

$There is no need to ma.e any ne' aointment$6
therefore( the organization has transfered Mr1
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2zam to another %ranch1 This ste of the
organization is ta.en to!
'ncrease the labor supply than demand
1aintain the balance of labor supply and demand
?ecrease the la%or suly than demand
evastate the balance of labor supply and demand

2 test conducted to ensure the %iological fitness of
an individual %y identifying the resence of any
inherited diseases li.e dia%etese( heart diseases(
neurological disorders etc( is termed as!
2ereditary testing
" Gene testing
'nstinct testing
3enetic testing

&hich of the given emloyment testing aroach
re/uires individuals to erform activities similar to
those they might encounter in an actual *o%+
'n$bas*et techni"ue
" Role laying
'nterview simulations
Case study
4 Role laying
, !raining method in which participants are re"uired
to respond to specific problems they may actually
encounter in their &obs/

2ccording to 'hich of the follo'ing intervie' tye(
several alicants are %eing intervie'ed %y one or
more comany reresentatives+
+ne$to$one interview
%anel interview
" Grou intervie'
Stress interview

$Material 'astage has increased to greater e@tent
due to using outdated machinery$1 This issue can %e
resolved %y!
!rain machine operators regarding its
operations
"Relacing the e@isting machinery 'ith the ne' one
Using new raw material in production
5o action is re"uired as it is not a noticeable issue

Arevious comany records , customer satisfaction
surveys may serve as a source for!
Cultivating learning culture within the
organization
?etermining deficiencies that re/uire
training
eveloping career development plans for
employees
'dentifying training outcomes through
evaluation

#valuation of training rogram is conducted!
,t the initial stage while design a training
%rior to need assessment phase
%arallel to design a training content
" 2t the last stage of training

HR managers lay vital role in!
7etting roduction targets
#ormulating strategies
%ublishing financial statements
%reparing reports for shareholders

&hich of the follo'ing are the grous of social
nature that are formed around friendshi and
common interests+
#ormal
Structured
'nformal
" :nstructured

8nitially the ersonnel deartment 'as only
involved in!
Recruitment & selection
Compensation & benefits
!raining & development
" 7cheduling vacations

$>areer counseling$ is art of 'hich of the follo'ing
functions of HRM+
%lanning & selection
" Training , develoment
1aintainence of 2R'S

$Bair emloyment legislation$ is alica%le to 'hich
of the follo'ing+
Collective bargaining
Alanning , selection
3rapevine networ*

&hich one of the follo'ing is <OT included in
$Training and ?eveloment$+
+rientation
Career development
(mployee education
" Recruitment

-amal #nterrises$ to management refused to
consider its female mar.eting manager for the ost
of =ice Aresident1 This action of the comany is
reresenting 'hich of the follo'ing+
" Gender discrimination
0egal consideration
Reverse discrimination
3lass ceiling effect

The rocess of discovering otential candidates for
actual or anticiated organizational vacancies is
.no'n as!
2R planning
Job analysis
Recruitment
" 7election

The hiring rocess comrises 'hich of the follo'ing
stes+
Selection6 Recruitment & performance
appraisals
Recruitment( 7election , 7ocialization
Selection6 +rientation & evelopment
Job analysis6 Selection & !raining

&hich of the follo'ing defines the rocess of
$Recruitment$+
#orecasting the demand of human resources
#orecasting the supply of human resources
?iscovering otential *o% candidates for a
articular osition
1a*ing a 7hire8 or 7no hire8 decisions

The num%er of eole hired for a articular *o%
comared to the num%er of individuals in the
alicant ool is often e@ressed as!
,pplication ratio
Recruitment ratio
7election ratio
(mployment ratio

The e@tent to 'hich an emloyment selection test
rovides consistent results is .no'n as!
Relia%ility
ependability
Consistency
!rustworthiness

&hich of the follo'ing test indicates the ersonCs
inclination to'ards a articular occuation that
rovides satisfaction to that individual+
=ocational interest test
Cognitive aptitude test
%ersonality test
psychomotor abilities test

2ll of the follo'ing areas are covered in an
emloyee orientation rogram( #D>#AT!
+rganizational history
(mployee benefits
+rganizational issues
" Organizational olitics

&hich of the follo'ing term reflects the rocess of
rearing organizational eole according to the
future needs+
0earning
Training
evelopment
5eed analysis

&hich of the follo'ing term %est reresents the
individuals 'ho have interests in an organization
and are influenced %y it+
9or*force
" 7ta.eholders
Customers
Stoc*holders

Mr1 2hmed 'as 'or.ing as a comuter oerator(
%ut he 'as una%le to 'or. in Ms #@cel 'ith the
re/uired seed1 ?ue to this reason management has
forcefully retired him , aointed a ne' erson to
relace him( the comany is said to %e indulged in!
" Rightsizing
,ffirmative action
ownsizing
iscrimination

37elf-motivated , result oriented individuals 'ith
sound .no'ledge of com%ined cycle gas tur%ine
o'er lant oerations and ractical e@erience of
mechanical( electrical and 8,> maintenance of
lant15
This section of *o% advertisement reresents 'hich
of the given term+
Job analysis
Job description
" -o% secification
Job evaluation

&hich of the follo'ing statement reresents
)effectiveness)+
,chieve most output in less time
,chieve mass production
,chieve most output with least input
" 2chieve organizational goals

Ho' hesitation among ne'ly hired emloyees can
%e eliminated through socialization 'ithin an
organization+
7ocialization! 'n order to reduce the an)iety that new
employees may e)perience6 attempts should be made
to integrate the person into the informal organization/
2R1 department can conduct the orientation in order
to socialize http-..vuattach/ning/com.
the newly hired employees with the wor*ing
environment of the organization/ 2R1 plays
a ma&or role in new employee orientation$the role of
coordination6 which ensures that the
appropriate components are in place/ 'n addition 2R1
also serves as a participant in
program/ ,s &ob offers are made and accepted6 2R1
should instruct the new employee
when to report to wor*/ 2owever6 before the employee
formally arrives6 2R1 must be
prepared to handle some of the more routine needs of
these individuals/

the imact of!
(mployees' behavior in an organization

&ith the emergence of 8nformation Technology
E8TF( organizations are needed to erform 'hich of
the follo'ing activity in resonse to this ne'
technological trend+
Job evaluation
Job specification
Job description
" -o% analysis

&hich of the follo'ing is said to %e the main focus
of Organization Behavior+
2ow to become more effective in society
" Ho' to %est utilize human resource
2ow to become environmental friendly
2ow to become a mar*et leader

$-o% secification$ is said to %e an outcome of 'hich
of the given term+
" -o% analysis
Job title
Job evaluation
Job worth

" -o% analysis
Job specification
Job worth
Job description

Technically HR87 is a4an!
" 7ystem soft'are
System hardware
atabase system
+perating system

HR87 is used to facilitate the decisions related to!
+verall organization
" #mloyment lanning
Sales forecasting
Resource allocation

2s a result of 'hich of the follo'ing activity( HR87
is gaining oularity day %y day+
" Generating organizational reorts
1anaging resources effectively
Retrieving timely information
2andling bundles of data

HR deartment maintains
000000000000000 records1
" #mloyee
Sales
%rodction
'nventory

&hy organizational goals should %e measura%le+
(nsure goal ambiguity
" #nsure goal attainment
%ut high effort
(ncourage employee participation

0000000 is the main source of innovations1
Upgraded technology
" Human mind

&hich of the follo'ing emerged 'hen individuals
realized the strength they could gain %y *oining
together to negotiate 'ith emloyers+
" Trade unions
2uman relation movement
(mployment legislations
5one of the given options

&ho is resonsi%le to ta.e corrective actions in
resonse to unforeseen ro%lems+
0iaison
" ?istur%ance-handler
#igurehead
Spo*esperson

&hich of the follo'ing role a manager erforms as
a Resource allocator+
'nterpersonal role
" ?ecisional role
'nformational role
Supportive role

:nder 'hich of the follo'ing role( manager
discusses issues and %argains 'ith other units to
gain advantages for their o'n unit+
" <egotiator
Spo*esperson
isseminator
(ntrepreneur

Organization is said to %e an oen system( %ecause!
" 8t oerates 'ithin an environment
't operates in isolation
'ts activities are random
'ts activities are independent

&hich of the follo'ing aroach emhasizes the
effect of sychological , social factors on
emloyeesC erformance+
Scientific approach
Rational approach
" Human relations aroach
Systematic approach

Ho' often HR lanning rocess is imlemented
'ithin an organization+
" >ontinuously
,nnually
:i$annually
;uarterly

The %est hiring occurs 'hen the goals of 'hich of
the follo'ing should consistent to each other+
2R managers6 #inance managers
2ead office6 :ranch
" Organization( 8ndividual
0ower managers6 !op managers

&hy organizations rovide attractive salaries(
fringe %enefits( career develoment oortunities
and resect to their emloyees+
" To retain valua%le human resource
!o be the mar*et leader in the future
!o attract more and more people
!o enforce government regulations

2n organization osts advertisement in the ne's
aer as!
32ro@imate Gross salary is Rs1 GH(0004 er
month1 8n addition to a%ove salary the candidate on
aointment 'ill also %e entitled for other
attractive %enefits4facilities li.e ic. and dro(
indoor medical facility( housing su%sidy etc51
This reresents!
" The organizationCs olicy for attracting
more otential candidates
!he organization is creating its positive image
in the mar*et
!he organization is clearly defining the &ob
position
!he organization<s policy to retain valuable
employees

2ereditary testing
" Gene testing
'nstinct testing
3enetic testing

2 ractice used %y different comanies to reduce
costs %y transferring ortions of 'or. to outside
rovider rather than comleting it internally is
termed as!
%lanning
ecentralization
Restructuring
" Outsourcing

Aeole 'ithin a grou 'ho initiate the 'or.( give
ne' ideas and also collect information a%out the
tas.( are actually erforming!
'nformation collector roles
" Tas. oriented roles
Relationship oriented roles
'ndividual roles

Organizations started emhasizing on ma.ing rules
and regulations during!
1echanistic period
" ;egalistic eriod
Catalytic period
Strategic period

functions of HRM+

&hich of the follo'ing force ma.es an individual
eligi%le to ma.e decisions( give orders , directing
'or. activities of others+
%ower
'nfluence
" 2uthority
Command

7&OT 2nalysis is a tool for!
etermining the mission
ividing missons into goals
" 7canning the environment
1onitoring fre"uent performances

&hat comes rior to environmental scanning of an
organization+
" ?etermining organizational mission
1onitoring the action plans
eveloping budgets for plans


&hat measure should %e needed to ensure effective
recruitment+
" 9ee ool of large size to get %est out of it
,ddress personnel needs of applicants
1eet economies of scale for an organization
Clearly understand organizational goals

&hich of the follo'ing is a rocess of attracting
individuals on timely %asis( in sufficient num%ers
and 'ith aroriate /ualifications( to aly for
*o%s 'ith an organization+
Selection
" Recruitment
Staffing
(nrollment

Reliability
ependability
" >onsistency
!rustworthiness

&hich of the follo'ing test can %est evaluate the
routine roduction activities of *o% that re/uire
coordination , hysical strength+
Job *nowledge test
" Asychomotor a%ilities test

" =ocational interest test
%ersonality test
%sychomotor abilities test

&hich of the follo'ing source can %e used to ensure
the authentication of the information rovided %y
the *o% alicant+
" Reference chec.
Criminal record
,pplication form
Credit history

Bac.ground investigations and reference chec.s
are considered to verify candidateCs 0000000000000
1 ,ge
1arital status
" >redentials
3ender

<on-Muslims are not allo'ed to enter the territory
of Me..ah , Madina( due to this restriction(
Mc?onalds made local hiring for its su%sidiaries in
these regions1 &hich hiring aroach they have
adoted in resonse to this limitation+
%arent$country national
" Host-country national
!hird$country national
2ead"uarter national

?ecision regarding the delivery medium for
training is made rior to 'hich of the follo'ing
ste+
(valuating the training program
" ?esigning the contents of training to %e
delivered
'dentifying whether the training is re"uired or
not
Conducting need assessment to identify issues

HRM is said to %e effective 'hen
00000000000000 is achieved1
1inimization of wastage
Cohesive wor* environment
" >ustomer satisfaction
0arge mar*et share

)#ffectiveness) is reresented %y!
oing things before time
" ?oing right things right
oing things in minimum time
oing things with minimum resources

Iuestion <o! H1 E Mar.s! 10 F

&hat measures can %e ta.en %y the emloyer to
revent negligent hiring+ #@lain in detail1

&hich of the follo'ing defines the levels of
authority to erform the assigned tas.s+
0abor union
Competitor's threat
" Organizational structure
%ressure group

The actions of eole at 'or. lace are studied
under 'hich of the follo'ing disciline+
%sychology
" Organizational %ehavior
Sociology
,nthropology

-o% secification is a statement that reresents!
Re"uired s*ills
Specific "ualification
%ersonality traits
2ll of the given otions

$-o% secification$ is said to %e an outcome of 'hich
of the given term+
" -o% analysis
Job title
Job evaluation
Job worth

-o% analysis
Job specification
Job worth
Job description

&hich of the follo'ing is served as criteria for
declaring a articular *o% as 'orth-full+
%hysical motion
" 7ignificance of tas.
1ental stress
0ong wor*ing hours

The thorough , detailed study regarding *o%s
'ithin an organization is termed as!
" -o% analysis
Job description
Job specification
Job evaluation

The three most imortant *o%-related attitudes are!
Job involvement6 organizational commitment
and &ob enrichment
Job satisfaction6 &ob orientation and
organizational commitment
" -o% satisfaction( *o% involvement and
organizational commitment
Job satisfaction6 &ob enlargement and
organizational behavior

&hich of the follo'ing term descri%es the uni/ue
com%ination of sychological traits that descri%es a
ersonCs %ehaviors+
%erception
" Aersonality
,ttitude
,bility

7uccessful managers are!
#fficient , effective
3oal achievers
Strict to employees
%olicy ma*ers

&hich of the follo'ing is an online recruitment
method engaged in %y a single emloyer or grou of
emloyers to attract a large num%er of alicants+
Job fairs
Recent grads
'nternship programs
" Recruiting sites

&hich of the given statement reflects the
Relationshi %et'een HRM , Management+
:oth are same
1anagement is one aspect of 2R1
HRM is one asect of Management
5o relationship e)ists

2ttract the *o% alicants for the articular ost
re"uirements

#ntrereneurs are said to erform the!
'nterpersonal role
'nformational role
Supportive role
?ecisional role

termed as!
!as*
%eople
Structure
Technology

Scientific approach
Rational approach
Human relations aroach
Systematic approach

installed machine+
Staff
" Bunctional
0ine
'mplied

&hich one of the follo'ing is <OT the advantage of
&or.force ?iversity+
'ncreased creativity and fle)ibility
" ?ecreased ro%lem-solving s.ills
1ultiple perspectives
3reater openness to new ideas

2ead office6 :ranch
Organization( 8ndividual

&hich of the follo'ing method includes the
e@change of information %et'een organizational
mem%er , the alicant through a goal-oriented
conversation+
Counseling simulations
Role playing
#mloyment intervie'

The rocess %y 'hich eole ac/uire s.ills ,
a%ilities re/uired to erform *o%s at hand( is .no'n
as!
0earning
Training
evelopment
5eed analysis

&hich of the follo'ing deartment is resonsi%le
for handling safety , health issues of emloyees+
HR deartment
%rocurement department
#inance department
1ar*eting department

Organizations started giving more focus on the
/uality of 'or. life EI&;F during!
>?@A$BA
>?BA$CA
>?CA$?A
" 1JJ0-G000

&hich of the follo'ing is a forecasting techni/ue
that involves e@erimenting a real-'orld situation
through a mathematical model+
7imulation
1odeling
1oc*$up
Replication

&hich of the follo'ing information is <OT
collected through o%servation method 'hile
conducting *o% analysis+
&ho is monitoring the tas.+
9hat tas* has doneD
2ow tas* has doneD
2ow long a tas* has ta*en to completeD

Selection
Recruitment
Staffing
(nrollment

&hich of the follo'ing method is used to inform
emloyees a%out the comany$s *o% oenings+
-o% u%lishing
Job declaration
Job posting
Job listing

&hich of the follo'ing is a test validation method
that determines 'hether a test measures certain
traits that are imortant in erforming a *o% or
not+
Concept validity
Criterion validity
Construct validity
Content validity

?uring 'hich of the follo'ing intervie'( an
intervie'er as.s ro%ing and oen-ended
/uestions+
Structured interview
" :nstructured intervie'
#ormal interview
%lanned interview

&hich of the follo'ing source can %e used to ensure
the authentication of the information rovided %y
the *o% alicant+
Reference chec.
Criminal record
,pplication form
Credit history

(mployee benefits
Organizational olitics

&hich of the follo'ing deartment of an
organization erforms the managerial function of
matching organizational needs 'ith the s.ills ,
a%ilities of the emloyees+
#inance department
%roduction department
" Human Resource deartment

9or*force
" 7ta.eholders
Customers
Stoc*holders

&hich of the follo'ing comonent of attitude
reresents a ersonCs oinions( .no'ledge( and
information+
,ffective component
>ognitive comonent
:ehavioral component
+b&ective component

The mental rocess to interret environment as er
one$s o'n understanding is .no'n as!
Aercetion
%ersonality
,ttitude
,bility

&hich of the follo'ing act reresents a situation in
'hich emloyment decisions are <OT affected %y
illegal discrimination+
" Bair emloyment
0egal compliance
0itigation process
,ffirmative action

8f in a country 'omen advocates are not
encouraged to %e aointed as high court *udges6
'hich of the follo'ing constraint alies in this
situation+
3rievance practices
#/ual emloyment oortunity
3lass ceiling effect

Read carefully the follo'ing section of *o%
advertisement1
3Management( %oth technical ,
administrative affairs1
Aromotion of marine R,? activities
for the urose of
rotection4reservation of marine
environment1
#@loration , management of
marine research , develoment
'ithin the marine zone of
Aa.istan1)
of the follo'ing term+
Job analysis
Job description
Job specification
" -o% summary

$-o% descrition$ rovides 'hich of the follo'ing
information+
EEEEEEEEefined &ob activities & responsibilities
EEEEEEEE7et of 972 re/uired to erform a *o%
EEEEEEEE0evel of e)perience mandatory for a particular &ob
EEEEEEEE 'ndividual<s general attitude that affects the &ob
performance

)effectiveness)+
EEEEEEEE,chieve most output in less time
EEEEEEEE,chieve mass production
EEEEEEEE,chieve most output with least input
EEEEEEEE2chieve organizational goals


There are several sources that can identify the
training needs1 ;ist , e@lain any five of such
sources1
I-1! -o% osting is!
11 8nternal advertisement %y an organization
to attract candidates from the e@isting
emloyees( against a vacancy1
F/ !he system of transferring e)isting employees
to comparable new &obs available in the
organization/ http-..vuattach/ning/com.
G/ ,n arrangement of in house training of
employees for career advancement/
H/ 3rouping together of a family of similar &obs6
under a single title to establish uniformity of
standards in controls and compensations/
I-G! Realistic *o% revie' is a!

>/ !echni"ue for listing elements of &ob before
selecting someone to perform it/
F/ %erformance appraisal techni"ue/
K1 2 selection device that ena%les the
candidates to learn %oth the negative and
ositive information a%out the *o% and
organization.
H/ 5one of the given options
I-K! -o% analysis can %e erformed in all of the
follo'ing 'ays e@cet!
11 O%serving hourly 'or.
>/ Reviewing interviews conducted with
departing employees
F/ Studying diaries or daily &ournals that manager
*ept over a three$month period
G/ 3iving wor*ers chec*lists to indicate which
tas*s on the list are performed during &ob
e)ecution
;$H- >onsidering continuous rocess imrovement
activities in organizations(
7hould 3Lero defects5 really %e a goal+
>/ Ies perfection is reasonable goal/
F/ 5o6 A/> percent errors can be corrected
much more efficiently than they can be
prevented
G/ Ies most industries find this an
attainable goal/
H1 7ometimes( for some mista.es( cost
%enefits can not %e calculated

;$J! Organizational efficiency is e@ressed as!
>/ %lanning for long$run goals
G1 Ma.ing the %est use of scarce resources
G/ 3oal attainment
H/ 1eeting deadlines
I-M! Goal setting is!

>/ !op down process
F/ :ottom up process
K1 2 rocess of to do'n suort and %ottom
u develoment
H/ , function of senior management
I-N! &hen the firm changes the 'ay it oerates(
the rocess is .no'n as!
>/ ownsizing
F/ :rain drain
K1 Restructuring
H/ +utsourcing
I-O! &hich one is not included in the hiring
rocess+
>/ Recruitment
F/ Socialization
G/ Selection
H1 -o% secification
I-J! #ffectiveness is -----------

11 ?o right things
F/ o things right
G/ %roductivity
H/ ,ll of the given options

;$>A- #@tents of individual freedom and discretion
emloyees have in erforming
their *o%s is 9no'n as
>/ Capitation
F/ #le)time
G/ (mpowerment
H1 2utonomy
9hich of the following measures are ta*en to assess
the intensity of employees< satisfaction and their
attitude toward the training programD
P >ontinuous feed%ac.
K %rofitability rate
K 1ar*et share
K %roductivity levels
+rganization6 where employees are provided with the
opportunity to learn on continuous basis is *nown as-
K #ormal
K 'nformal
K :ureaucratic
P ;earning
Under which of the following no screening of
applicant pool is
conducted before ma*ing final selectionD
K &al.-in alicants
K (mployee referrals
K (mployment agency
K School placement
9hich of the following is 5+! a concern of 2uman
Resource evelopment
L2RMD
K (mployee training
K (mployee orientation
K #mloyee rights
K (mployee appraisalsF
(mployee commitment has suffered in recent years
because of--
K ownsizing
K !raining issues
P 2raisals
K %erformance standards
!he process through which someone becomes aware of
personal s*ills6 interests6 *nowledge6 motivationsN
ac"uires information about opportunitiesN identifies
career goalsN and establishes action plans to attain
those goals is called OOOOO/
K +rganizational development
K Career management
P >areer develoment
K Career planning
#ollowing are the stages of socialization process6
(PC(%!-
K %re$arrival stage
K (ncounter stage
K 1etamorphosis stage
K >omletion stage
9hich performance appraisal techni"ue lists traits and
a range of performanceD
>/ ,lternation ran*ing
F/ Grahic rating scale
G/ 1anagement :y +b&ective
H/ %aired comparison
9hich of the following is part of an employee<s role
in his or her own career developmentD

>/ %roviding timely performance feedbac*
F/ %articipating in career development
discussions
G/ #sta%lishing goals and career lans
H/ +ffering a variety of career options
OOOOOOOOOOOOOOOOO is achieved by combining
capital6 raw material & human resource by an
organization/
>/ Sales
F/ Capital
G/ 'nput
H/ Outut
ecision regarding the delivery medium for training is
made prior to which of the following stepD
>/ (valuating the training program
F/ ?esigning the contents of training to %e
delivered
G/ 'dentifying whether the training is re"uired or
not
H/ Conducting need assessment to identify issues

Unofficial part of an organization formed on the basis
of common interests is *nown as-
>/ #ormal organization
F/ 8nformal organization
G/ :ureaucratic organization
H/ =irtual organization
!he re$arrangement of organizational structure &
change in organizational culture is accomplished
during- http-..vuattach/ning/com.
>/ !as* analysis
F/ Organizational analysis
G/ %erson analysis
H/ 1anagement analysis
9hich of the following statement reflects the ',ge
iscrimination ,ct' for wor*ersD
>/ 2t the age of H0 to N0( 'or.ers can not %e
retired %y force
F/ ,t the age below >C6 wor*ers can never be
hired
G/ 2aving >A years of e)perience6 wor*ers should
be promoted
H/ 9or*ers can never be rehired if retired once

9hich of the following is a process of attracting
individuals on timely basis6 in sufficient numbers and
with appropriate "ualifications6 to apply for &obs with
an organizationD
>/ Selection
F/ Recruitment
G/ Staffing
H/ (nrollment
%roviding training & development opportunities6 and
career information & programs6 are all part of the
OOOOO<s role in career development/
>/ 'ndividual
F/ 1anager
G/ 7uervisor
H/ Company
9hich of the following method includes the e)change
of information between organizational member & the
applicant through a goal$oriented conversationD
>/ Counseling simulations
F/ =ocational interest test
G/ Role playing
H/ #mloyment intervie'

OOOOOOOOOOOOOOOOOOOOOOO is an obligation to
perform certain tas*s.activities/
>/ uty
F/ Resonsi%ility
G/ %osition
H/ 9or*

'f the wor*force of an organization represents true
proportion of the community sectors in all its &ob
classifications6 it represents the OOOOOO of its
affirmative action/
>/ %erformance
F/ 3aps
G/ #ffectiveness
H/ iscrepancies

Studying organizational behavior helps managers-
>/ !o see the value of wor*force diversity
F/ !o analyze the efficiency of organization
G/ !o analyze the efficiency of organization
H/ To %ecome more effective in society
'f a company is employing the fresh graduates as well
as the professional e)perts6 the management is said to
be enhancing OOOOOOOOOOOOO/
>/ Stereotyping
F/ =ariety
G/ ?iversity
H/ Uniformity
!he cognitive component consists of a person<s-
>/ (motions
F/ 9no'ledge
G/ ,ttitude
H/ #eelings
9hich of the given term is used to represent the
segments of &obs held by an individual throughout
his.her life timeD
>/ Responsibility
F/ >areer
G/ +ccupation
H/ %osition

9hich of the following information is 5+! collected
through observation method while conducting &ob
analysisD
>/ &ho is monitoring the tas.+
F/ 9hat tas* has doneD
G/ 2ow tas* has doneD
H/ 2ow long a tas* has ta*en to completeD
>/ (motions
F/ 9no'ledge
G/ ,ttitude
H/ #eelings
9hat is another term used for G@A$degree feedbac*D
>/ #eedbac* loop
F/ Multi-source assessment
G/ Upward reporting
H/ Round communication
9hich one of the following is an outcome of
'organizing' function of managementD
>/ +rganization<s strategy
F/ 1otivation & commitment
G/ OrganizationCs structure
H/ %erformance measurement
9hich of the following is a stated outcome of 'Job
,nalysis'D
>/ Job description
F/ Job specification
G/ Job evaluation
H/ 2ll of the given otions

9hich of the following is 1+S! important to manage
wor*force diversityD
>/ 0ower cohesiveness
F/ Support group
G/ To-level commitment
H/ Resistance to change
!raining to the raters of performance appraisal is an
important responsibility of-
>/ !op management
F/ HR deartment
G/ 0ine managers
H/ %roduction department
3raphic rating scales are sub&ected to all of the
following problems6 (PC(%!-
>/ 2alo effects
F/ >omle@ity
G/ Central tendency
H/ 0eniency

9hich of the following is responsible for
implementing the developed strategiesD
>/ Human resource
F/ %hysical resource
G/ Rules & policies
H/ 'nstalled e"uipment

'n which of the following area organizations are
legally bound to maintain consistency in 2R policiesD
>/ Compensation system
F/ !raining & development
G/ Safety measures
H/ <one of the given otions

2ow can companies provide career counseling6
development advice6 and therapy for employees
see*ing to grow in their careersD
>/ Arovide career coaches
F/ (ncourage role reversal
G/ (stablish a corporate campus
H/ +ffer online career centers

9hich +5( of the following is not a part of 2uman
Resource evelopmentD
7elect correct otion!

>/ !raining
F/ #ducation
G/ evelopment
H/ Rewards
9hat type of screening mode is used to reduce
absenteeism and establish a baseline for future
insurance claimsD
>/ Ahysical e@aminations
F/ %ersonality tests
G/ %olygraph tests
H/ Substance abuse screening

9hich of the following is part of the organization<s
role in an employee<s career developmentD
>/ >ommunicating the mission( olicies( and
rocedures
F/ %roviding timely performance feedbac*
G/ %articipating in career development
discussions http-..vuattach/ning/com.
H/ See*ing out career information

9hich of the following term is said to be a part of
+rganizational StructureD
>/ 3oal attainment
F/ Hierarchy level
G/ %erformance standards
H/ Supporting staff

7+n going process of evaluating & managing both the
behavior & outcomes in the wor*place8 is *nown asN
>/ !raining & development
F/ Aerformance araisal
G/ Compensation management
H/ Job analysis

9hich performance appraisal techni"ue lists traits and
a range of performanceD
>/ ,lternation ran*ing
F/ Grahic rating scale
G/ 1anagement :y +b&ective
H/ %aired comparison

2R'S helps managers to perform
OOOOOOOOOOOOOOOOOOOOOOO more effectively &
systematically/
>/ 1anagement functions
F/ Controlling functions
G/ %lanning functions
H/ HR functions
1M
I11 Rewards offered to labors involved in production6
are categorized asN
,/ Salary
:/ #ringe benefits
C/ &age
/ Commission

IG/ !he goal of pre$retirement educational programs
is toN
,/ 'mprove &ob satisfaction
:/ 'ncrease employee commitment
C/ 1inimize medical claims from retirees
?1 #ase the transition from 'or.ing life to
retirement

IK/ +rganizations put ma)imum effort in measuring
performance of organizational people becauseN
,/ 't ma*es procedures cost effective
B1 8t hels in detecting the ro%lems
C/ 't leads to product innovation
/ 't assists in implementing new technology

IH/ 9illingness6 capacity & opportunity to perform
are said to beN
,/ %erformance outcomes
B1 ?eterminants of erformance
C/ %erformance appraisals
/ !ypes of performance standards
I5/ +ne of the ma&or barriers to career advancement
e)periencing by wor*ing ladies isN
21 ?ifficulty in %alancing 'or. and family life
:/ !op management is usually male oriented
C/ 0ac* of educational opportunities
/ Common perception that woman can not be better
boss

IM/ ,lternative wor* arrangements include all of the
following #D>#ATN
,/ %art$time wor*
:/ #le)ible hours
>1 On-site child care
/ Job sharing
IN/ 1r/ ,hmed is a cashier and he feels dissatisfied at
wor*/ 9hat best &ustifies this situationD
21 His *o% may not %e structured to suit his
references
:/ 't involves physical toughness
C/ 't re"uires mental toughness
/ 't involves too much customer interaction

IO/ !he OOOOO problem occurs when supervisors tend
to rate all their subordinates consistently high/
,/ Central tendency
B1 ;eniency
C/ Strictness
/ 2alo effect

IJ/ !he relationship between critical incident method
& :,RS Lbehaviorally anchored rating scaleM isN
,/ 5o relationship e)ists
:/ ifferent methods to evaluate performance
>1 Both are similar A2 methods
/ Comparison method is used for %,6 while :,RS is
related to training evaluation
I10/ 9hat is another term for G@A$degree feedbac*D
,/ #eedbac* loop
B1 Multi-source assessment
C/ Upward feedbac*
/ Circle feedbac*

I11/ Standards are established toN
21 2chieve desired outcomes
:/ 1eet legal compliance
C/ ,chieve competitive advantage
/ %romote goodwill in mar*et

I1G/ !he point method to evaluate &ob is an e)tension
ofN
,/ Ran*ing method
B1 Bactor comarison method
C/ Classification method
/ %oint factor method

I1K/ Job evaluation is based on theN
,/ %hysical s*ills re"uired by the &ob
B1 Relative *o% 'orth for an organization
C/ Comple)ity of the &ob to perform
/ Conceptual s*ill re"uired by the &ob

I1H/ 9ho is in the best position to observe and
evaluate an employee<s performance for the purposes
of a performance appraisalD
,/ %eers
:/ Customers
C/ !op management
?1 8mmediate suervisor
I15/ 3roups are called OOOOOOOOOOOOOO if &obs are
similar/
21 >lasses
:/ 3rades
C/ Scales
/ Roles
I1M/ !rain the raters prior to conduct the performance
appraisal is an important responsibility ofN
,/ !op management
B1 HR deartment
C/ 0ine managers
/ %roduction department

I1N/ Currently +rganizations are providing benefits to
their employeesN
21 To attract ne' %lood in the organization
:/ !o create stronger customer relationship
C/ !o enhance the mar*et share
/ ,ll of the above

I1O/ #ollowing are all e)amples of direct
compensation (PC(%!N
21 Aension
:/ Salary
C/ :onus
/ 'ncome

I1J/ +ne of the main flaws of Classification method
to evaluate the &obs isN
,/ 't is an e)pensive method
:/ +nly beneficial for small organizations
C/ 1a)imum probability of biasness
?1 <ot useful 'hen *o%s are different

IG0/ 9hich of the following measurement methods
rates employee performanceD relative to other
employeesD
,/ 3raphic rating scale
B1 >omarative method
C/ (ssay method
/ Critical incident method
I11 2R1 is associated with the management ofN
,/ 3eneral people
:/ #inancial resources
>1 Organizational eole
/ Community members
IG/ Cost of human resources refers toN
,/ Company profits
:/ (mployee shares
>1 7alary ac.ages
/ (arned revenues

IK/ !op level managers re"uire OOOOOOOOOOOOOOOOOO
s*ills the mostN
,/ !echnical
:/ 'nterpersonal
>1 >oncetual
/ 1echanical

IH/ 1atching the &ob description with the individuals<
"ualification is an important aspect ofN
,/ 'S
:/ 1'S
>1 HR87
/ :1S

I5/ 2R managers are generally the OOOOOOOOOOOOOOO
managersN
,/ 0ine
:/ 1iddle
>1 7taff
/ !op

IM/ 1anufacturing was the main concern of personnel
department duringN
21 Mechanistic eriod
:/ Catalytic period
C/ +rganist period
/ Strategic period
IN/ S9+! ,nalysis is a tool forN
,/ etermining organization<s mission
:/ eveloping organizational goals
C/ #ormulating strategies
?1 #nvironmental scanning
IO/ Jobs are identified & grouped whileN
,/ %lanning
B1 Organizing
C/ 0eading
/ Controlling

IJ/ ,ccording to the 2awthorne studies6 the
productivity of employeesN
,/ 'ncreased by increasing light
:/ ecreased by decreasing light
>1 8ncreased %y o%serving them
/ 5o change in their productivity

I10/ +rganizational goals should beN
21 2chieva%le
:/ ,mbiguous
C/ Random
/ =ague
I11/ 9hich one of the following is <OT the source
of wor*force diversityD
,/ ,ge
:/ 3ender
C/ (ducation
?1 Resentment
I1G/ !o anticipate the human resource needs of the
organization based on some previous data or
managerial &udgment is *nown asN
21 ?emand forecasting
:/ Supplies forecasting
C/ #inancial forecasting
/ Sales forecasting
I1K/ !he thorough & detailed study regarding &obs
within an organization is represented byN
21 -o% analysis
:/ Job description
C/ Job specification
/ Job evaluation
I1H/ , practice used by companies to assign their
costly activities to outside providers6
Lfor the purpose of cost savingM6 rather than completing
it internally is calledN
,/ %lanning
:/ ecentralization
C/ Restructuring
?1 Outsourcing
I15/ +rganizational behavior depicts theN
,/ Jargons used within the organization
B1 >ollective %ehavior of an organization
C/ (ffect of society<s common behavior on an
organization
/ Culture prevails in an organization
I1M/ 0eaders performN
,/ ecisional roles
:/ 'nformal roles
C/ 'nformational roles
?1 8nterersonal roles

I1N/ +rganizations ta*e inputs from itsN
,/ Rules & %olicies
B1 8nternal #nvironment
C/ ()ternal (nvironment
/ 0egislations

I1O/ ,s organizational activities are interrelated6 it is
said to beN
,/ , closed system
:/ ,n isolated system
>1 2n oen system
/ , clogged system

I1J/ 1anagement sciences department is one of the
OOOOOOOOOOOOOOO of the =UN
,/ System
B1 7u%system
C/ :oard
/ Structure

IG0/ Shifting from manual to computerized system is
resulted due toN
,/ 9or*force diversity
B1 Technological advancement
C/ Sta*e holder<s involvement
/ 3lobalization
>/ 000000OOO is the process of ac"uiring6
training6 appraising and compensating employees6
attending to their labor relations6 health and safety
and fairness concerns/
a/ 0abor Relations
b/ +rganizational :ehavior
c/ 2uman Resource 1anagement
d/ +rganizational 2ealth and Safety
1anagement

F/ 9hich of these refers to the temporary6 part$
time and self$employed wor*ersD
a/ 'nternal labor force
b/ Contingent wor* force
c/ 2igh$performance wor* systems
d/ ownsized employees

G/ 9hich basic function of management
includes delegating authority to subordinates and
establishing channels of communicationD
a/ %lanning
b/ +rganizing
c/ 0eading
d/ Staffing

H/ +ver the past FJ years6 all of these areas of
legal environment have influenced 2R1 e)cept-
a/ ("ual employment opportunity
legislation http-..vuattach/ning/com.
b/ (mployees pay and benefits
c/ (mployee competition legislation
d/ Job security

J/ +ne of the most popular methods of
increasing employee responsibility and control is
OOOOOOO/
a/ +utsourcing
b/ Q1ilitary modelQ of management
c/ 2R'S
d/ 9or* teams

@/ 9hich of these is a ma&or dimension of 2R1
practices contributing to company
competitivenessD
a/ Compensating human resources
b/ ,c"uiring and preparing human
resources
c/ 1anaging the human resource
environment
d/ ,ll of the given options

B/ 2ow has technology changed 2R1
practicesD
a/ Recruiting using the web generates
smaller6 more focused applicant pools/
b/ (mployee training is offered through
scheduled classes rather than on demand/
c/ (lectronic resumes ta*e less time to
evaluate than paper resumes/
d/ 5one of the given options/

C/ 2ow do companies facilitate wor*force
diversityD
a/ Rely on e)ternal support systems for
minority wor*ers/
b/ (ncourage employees to challenge
the beliefs and values of other employees/
c/ :uild in accountability through
surveys and audits/
d/ Reinforce traditional values/

?/ (mployee involvement re"uires e)tensive
additional 2R1 activity in which of these areasD
a/ !raining
b/ :enefits
c/ 0abor negotiation
d/ 1ar*eting

>A/ 1anagers who meet designated goals are
OOOOOOO/
a/ ,ssertive
b/ (fficient
c/ (ffective
d/ (ntitled

>>/ avid conducts new employee orientation for a
large organization/ 2is wor* is within which basic
2R1 functionD
a/ 1anagement
b/ 1otivation
c/ Career planning
d/ !raining and development

>F/ (mployee relations specialists are involved in
which of these activitiesD
a/ 2andling employee complaints
b/ 9or*ing with position control
specialists in compensation
c/ 5egotiating benefits pac*ages
d/ Coordinating interview schedules

>G/ !he father of scientific management is
OOOOOOOO/
a/ eming
b/ :urns
c/ !aylor
d/ 2awthorne

>H/ , large organization is an ((+ employer with
an affirmative action plan/ 9hich of these
activities is performed as part of the planD
a/ ,ll &ob applicants must have a
recommendation from current or past
employee
b/ 'nsurance premiums from former
employers of all applicants are analyzed
c/ Job re"uirements are determined
based on s*ills6 *nowledge and abilities
d/ Job announcements are posted on the
company bulletin board

>J/ 9hich of these items would be in the highest
security category of a typical 2R'SD
a/ (mployee name
b/ #ormer employers
c/ Salary
d/ 9or* location

>@/ 9hich of these decreases in the labor supply is the
easiest to predictD
a/ !ransfers$in
b/ Retirements
c/ =oluntary "uits
d/ %rolonged illnesses
>B/ 9al$1art differentiates its business by offering
the lowest prices/ +ffering the lowest prices is 9al$
1art<s OOOOOOOOO/
a/ #unctional strategy
b/ Competitive advantage
c/ istinctive competence
d/ Corporate strategy
>C/ OOOOOOOOOO is the process of assessing progress
toward strategic goals and ta*ing corrective action as
needed/
a/ Strategic management
b/ Strategic planning
c/ Strategic control
d/ iversification
>?/ OOOOOOOOO is the right to ma*e decisions6 to direct
the wor* of others and to give orders/
a/ 0eadership
b/ ,uthority
c/ elegation
d/ 1anagement
FA/ 9hich of the following is considered a "ualitative
approach to &ob analysisD
a/ %osition analysis "uestionnaire
b/ 'nterviews
c/ epartment of 0abor approach
d/ #unctional &ob analysis
11 &hich of the follo'ing ersonality
characteristics are associated 'ith eole 'ho are
li.ely to e@hi%it violent %ehavior on the *o%+
a1 <eurotic
b/ +ptimistic
c/ ()traverted
d/ !ype ,
G1 &hich of these suggestions is an effective 'ay
to deal 'ith stress+
a/ 1editation
b/ ()ercise
c/ !al*ing with others
d1 2ll of the given otions
K1 8n most large facilities( 'ho is resonsi%le
for reducing unsafe 'or.ing conditions and
reducing unsafe acts %y emloyees+
a/ Chief e)ecutive officer
%1 >hief safety officer
c/ +ccupational safety and health
officer
d/ Chief operations officer
H1 &ho distinguished %et'een intrinsic
motivation and e@trinsic motivation+
a/ #rederic* !aylor
b/ #rederic* 2erzberg
c/ avid 1cClelland
d1 #d'ard ?eci
51 &hich of the follo'ing is categorized as an
indirect ayment ortion of emloyee
comensation+
a/ 9ages
b/ Salaries
c1 #mloyer-aid insurance
d/ Commissions
M1 7tress can affect not only your health( %ut
also other asects of your life1 &hat else can %e
affected %y stress+
a/ #amily relationships
b/ 9or* performance
c/ Iour attention to safety
N1 :nemloyment %enefits are tyically a%out
0000000000 ercent of a erson$s earnings and last
for00000000001
a1 506 GM 'ee.s
b/ BJN > year
c/ >AAN F years
d/ FJN H wee*s
O1 :nsafe acts can %e reduced through all of
the follo'ing methods e@cet!
a1 -o% rotation
b/ Screening
c/ !raining
d/ 'ncentive programs

J1 &hich of these is the most common
tye of retirement lan+
a1 ?efined %enefit
b/ (R'S,
c/ efined contribution
d/ 1oney purchase plan
101 &hich one of the follo'ing statements is
correct in relation to monetary re'ards in
accordance 'ith Herz%ergCs T'o-Bactor theory+
a/ %ay increases are a powerful
long$term motivator
%1 8nade/uate monetary re'ards
are a o'erful dissatisfier
c/ 1onetary rewards are more
important than non$monetary rewards
d/ %ay can never be used as a
motivator
111 &hich attern of communication is the
/uic.est 'ay to send a message+
a/ !he circle
b/ !he chain
c/ !he I
d1 The 'heel
1G1 >hronic stress is the stress that 'ears at
eole day after day1 &hich of these is an e@amle
of chronic stress+
a/ ,n unhappy marriage
b/ +ngoing money problems
c/ issatisfaction with a &ob
1K1 The relative osition of an organization$s ay
incentives comared to other comanies in the
same industry is .no'n as!
a/ %ay structure
b/ %ay appraisal
c1 Aay level
d/ %ay feedbac*
1H1 Aoor /uality lateral communication 'ill
result in 'hich of the follo'ing+
a/ 0ac* of direction
%1 ;ac. of coordination
c/ 0ac* of delegation
d/ 0ac* of control

151 &hich of the follo'ing is a health hazard
in the 'or. lace+
a/ Uncollected waste paper
b/ 2eavy ob&ect
c/ #rayed crypt
1M1 Managers can motivate eole to avoid
erforming dysfunctional %ehaviors %y using!
81 #@tinction
881 Aunishment
8881 <egative reinforcement
a/ '6 ''6 '''
b/ ' and '''
c/ '' and '''
d1 8 and 88
1N1 &or.ers$ comensation %enefits fall into all
of these ma*or categories e@cet!
a/ 1edical care
%1 Retirement %enefits
c/ isability income
d/ eath benefits
1O1 #@ectancy theory focuses on the
relationshis %et'een 'hich three factors+
a/ 5eeds6 effort and persistence
b/ 5eeds6 performance and inputs
c/ 'nputs6 performance and
outcomes
d1 <eeds( erformance and
outcomes
1J1 2 horizontal e@tension of the o%*ect to
increase tas. variety is called!
a/ Job evaluation
b/ Job enrichment
c1 -o% enlargement
d/ Job rotation
G01 >ommunication %et'een t'o mem%ers of a
ro*ect team from different function( %ut the same
level of authority is 00000000 communication1
a/ U% ward
b/ ownward
c1 ;ateral
d/ iagonal

9hich of the following role a manager performs as a
Resource allocatorD
'nterpersonal role
?ecisional role
'nformational role
Supportive role

!he emigration of trained and talented individuals to
other nations due to lac* of opportunity or other
reasons is *nown as OOOOOOOOOOOOO/
Job 'nsecurity
+utsourcing
9or*force diversity
Brain ?rain

Staffing is a process of hiring "ualified employees at
the right place and at the right time6 to achieve
OOOOOOOOOO/
!argeted sales goals
'ndividual career goals
Return on investment
Organizational o%*ectives
1anufacturing was the main concern of personnel
department during-
Mechanistic eriod
Catalytic period
+rganistic period
Strategic period
OOOOOOOOOOOOOOOOO is achieved by combining
capital6 raw material & human resource by an
organization/
Sales
Capital
'nput
Outut

Supervisors fall into the-
!op$level
1iddle$level
Birst-line level
()ecutive level

2R1 is associated with the management of-
3eneral people
0abors only
Organizational people
(mployers only

, practice used by different companies to reduce costs
by transferring portions of wor* to outside provider
rather than completing it internally is termed as-
%lanning
ecentralization
Restructuring
Outsourcing
(motions
9no'ledge
,ttitude
#eelings

Reactive approach to overcome the influence of
discriminatory practices occurred in the past is referred
as-
("ual employment opportunity
2ffirmative action
2R planning
0itigation process

9hich of the following terminology describes the legal
legislation in which &ob applicant should not be
re&ected on the basis of discriminatory practicesD
,ffirmative action
0egal compliance
Stereotype

,n organization operates in-
,n isolated system
, closed system
, clogged system
2n oen system

OOOOOOOO refers to a set of e)pected behavior patterns
attributed to someone who occupies a given position in
a social unit/
5orm
%erception
Role
Stereotyping

%eople can be more productive while wor*ing in-
'solation
Grous
Crowd

9hich of the following component consists of a
person<s beliefs6 opinions6 *nowledge6 and
informationD
,ffective component
>ognitive comonent
+b&ective component
9hich of the following involves holding beliefs about
people that place them in categories for recognizing
and accepting differencesD
:ac*lash
1istrust
>ohesiveness
Stereotyping
,ll of the following are ()ternal (nvironmental
#actors e)cept D
aM 0egal Considerations
bM !he 0abor #orce
cM Customers
dF >ororate >ulture
CorrectR
FM !he people who perform tas*s in a wide variety of
human resource$related areas are calledD
aM 2R ()ecutives
%F HR Generalists
cM 2R Specialist
dM ,ll of the given options
GM , strategy intended to achieve fair employment by
urging employers to hire certain groups of people who
were discriminated against in the past is *nown asD
aM #air employment
bM ("ual (mployment +pportunity L((+M
cF 2ffirmative action
dM (mployment discrimination
HM 3enerally6 the goal setting is a D
aM !op down process
bM :ottom up process
cF Arocess of to do'n suort and %ottom u
develoment
dM #unction of senior management
JM #ollowing are the reasons for conducting &ob
analysis e)ceptD
aM Staffing wor*ers
%F O%serving 'or.ers
cM !raining and evelopment
dM 0egal Considerations
@M !he method that uses the organizationDs current
level of employment as the starting point for
determining future staffing needs is D
aF Lero Based Borecasting
bM :ottom$Up ,pproach
cM #orecasting 2uman Resource ,vailability
dM 5one of the given options
BM &ob analysis can be performed in all of the
following ways e)ceptD
aM 'nterviews conducted with departing employees
bM ,nalyzing log boo*s
cF O%serving hourly 'or.ers
dM 3iving wor*ers chec*list to indicate which tas*s
on the list are performed during &ob/
CM 9hat specific activities listed below are part of the
organizing functionD http-..vuattach/ning/com.
aF Giving each su%ordinate a secific tas.
bM Recruiting prospective employees
cM !raining and developing employees
dM eveloping rules and procedures
?M OOOOO are authorized to direct the wor* of
subordinatesD
aM Staff managers
%F ;ine managers
cM 0eaders
dM ,dvisory board members
>AM 9hat tactic will employers li*ely have to ta*e to
fill openings left by retiring employeesD
aM 'nstituting fle)ible wor* hours
bM %roviding elder care
cM 2iring more women
dF Rehiring retirees
>>M #ollowing are the basic principles or conditions
that facilitate learning e)ceptD
aM %articipation
bM Relevance
cM #eedbac*
dF #ducation
>FM Career evelopment is-D
aF 2 formal aroach ta.en %y an organization
to hel its eole ac/uire the s.ills and e@eriences
needed to erform current and future *o%s1
bM ,n employeeDs progresses vertically upward in
the organization from one specific &ob to the ne)t/
cM :oth a vertical se"uence of &obs and a series of
horizontal opportunities/
dM Self$understanding for future &obs/ !hen6 the
person is in a position to establish realistic goals and
determine how to achieve these goals/
>GM OOOOOOOOOOO can provide an opportunity for the
employee to share in decision ma*ing6 to learn by
watching others6 and to investigate specific
organizational problems/D
aM 0ectures & Seminars
bM ,ssistant to %osition
cM Committee ,ssignments
dM Simulations-
>HM OOOOOO is a career$path method recognizing that
technical specialists can and should be allowed to
continue to contribute their e)pertise to a company
without having become managers/D
aM emotion
bM 0ateral s*ill path
cM ual$career path
>JM !raining instruction for a small group6 which
employs such techni"ues as role$playing or simulation
etc/ and encounters give and ta*e sessions and
problem$solving techni"ues is called-D
aM Career counseling
%F &or.sho
cM evelopment %lan
dM +n the &ob training
>@M :arriers to career advancement include-D
aM 0ac* of time
bM Rigid &ob specifications
cM Short$term focus
dF 2ll of the given otions
>BM !he basic s*ills possessed by the individual that
are re"uired to give certain performance are termed
as-D
aF 2%ility
bM 1otivation
cM ()perience
dM %erformance
>CM Using the OOOOOOOOOO approach6 managers
evaluate organizational effectivenessD
aM ()ternal resource
%F 8nternal systems
cM !echnical
dM Systems
>?M , career stage in which one begins to search for
wor* and finds a first &ob is-D
aM ()ploration period
bM (stablishment period
cM 1iddle stage
FAM 9ithout proper feedbac* about an employeeDs
effort and its effect on performance6 we run the ris* of
decreasing his. her OOOOOOOOOD
aM Salary
bM ()perience
cF Motivation
dM %erformance appraisal
F>M !he OOOO trust is based on the behavioral
predictability that comes from a history of interactionD
aM eterrence$based
bM Snowledge$based
cM 'dentification$based
FFM OOOOOO is the process whereby union members
vote out their union as their representativeD
aM ,uthorization card
bM Representation certification
cF Reresentation decertification
dM !rade union election
FGM 9e can define OOOO as activities people perform
to ac"uire6 enhance6 and use power and other resources
to obtain their preferred outcomes in a situation of
uncertainty or disagreementD
aF Organizational olitics
bM ()ecuting authority
cM Collective bargaining
dM %osition power
FHM %rotection from discrimination6 safe wor*ing
conditions and union formulation are OOOOO rights6
provided to employeesD
aM Contractual
bM 'ndividual
cF 7tatutory
dM +rganizational
FJM , situation in labor D management negotiation
whereby management prevents union members from
returning to wor* is called OOOOOD
aM 3rievance
bM Stri*e
cM ,rbitration
dF ;oc.out
F@M !he first formal stage of the disciplinary
procedure isD
aM 9ritten =erbal 9arning
%F &ritten &arning
cM Suspension
dM ismissal
FBM !he cost associated with employee separations
and turnover includes-D
aM Recruitment & Selection costs
bM !raining cost
cM Separation costs
FCM !he OOOOOO leadership is a set of abilities that
allows the leader to recognize the need for change6 to
create a vision to guide that change6 and to e)ecute that
change effectivelyD
aF Transformational
bM Charismatic
cM ,utocratic
dM !ransactional
F?M ,ccording to OOOOO6 leaders may use different
styles with different members of the same wor* groupD
aM %ath$goal leadership
bM =room$Jago$Ietton model
cM 0eader$member e)change theory
dM !he situational leadership theory
GAM #ollowing the OOOO6 discipline should be
immediate6 provide ample warning6 be consistent6 and
be impersonalD
aM isciplinary rules
bM Corrective action
cM %unitive action
dF Hot-stove rule
G>M OOOOOOOOO is the process of ac"uiring6 training6
appraising and compensating employees6 attending to
their labor relations6 health and safety and fairness
concernsD
aM 0abor Relations
bM +rganizational :ehavior
cM 2uman Resource 1anagement
dM +rganizational 2ealth and Safety 1anagement
GFM 9hich of these refers to the temporary6 part$time
and self$employed wor*ersD
aM 'nternal labor force
bM Contingent wor* force
cM 2igh$performance wor* systems
dM ownsized employees
GGM 9hich basic function of management includes
delegating authority to subordinates and establishing
channels of communicationD
aM %lanning
bM +rganizing
cM 0eading
dM Staffing
GHM +ver the past FJ years6 all of these areas of legal
environment have influenced 2R1 e)cept- D
aM ("ual employment opportunity legislation
bM (mployees pay and benefits
cF #mloyee cometition legislation
dM Job security
GJM +ne of the most popular methods of increasing
employee responsibility and control is OOOOOOOD
aM +utsourcing
bM Q1ilitary modelQ of management
cM 2R'S
dM 9or* teams
G@M 9hich of these is a ma&or dimension of 2R1
practices contributing to company competitivenessD
aM Compensating human resources
bM ,c"uiring and preparing human resources
cM 1anaging the human resource environment
GBM 2ow has technology changed 2R1 practicesD
aM Recruiting using the web generates smaller6 more
focused applicant pools/
bM (mployee training is offered through scheduled
classes rather than on demand/
cF #lectronic resumes ta.e less time to evaluate
than aer resumes1
dM 5one of the given options/
GCM 2ow do companies facilitate wor*force diversityD
aM Rely on e)ternal support systems for minority
wor*ers/
bM (ncourage employees to challenge the beliefs and
values of other employees/
cF Build in accounta%ility through surveys and
audits1
dM Reinforce traditional values/
G?M (mployee involvement re"uires e)tensive
additional 2R1 activity in which of these areasD
aF Training
bM :enefits
cM 0abor negotiation
dM 1ar*eting
HAM 1anagers who meet designated goals are
OOOOOOOD
aM ,ssertive
bM (fficient
cF #ffective
dM (ntitled
H>M avid conducts new employee orientation for a
large organization/ 2is wor* is within which basic
2R1 functionD
aM 1anagement
bM 1otivation
cM Career planning
dF Training and develoment
HFM (mployee relations specialists are involved in
which of these activitiesD
aF Handling emloyee comlaints
bM 9or*ing with position control specialists in
compensation
cM 5egotiating benefits pac*ages
dM Coordinating interview schedules
HGM !he father of scientific management is
OOOOOOOOD
aM eming
bM :urns
cM !aylor
dM 2awthorne
HHM , large organization is an ((+ employer with an
affirmative action plan/ 9hich of these activities is
performed as part of the planD
aM ,ll &ob applicants must have a recommendation
from current or past employee
bM 'nsurance premiums from former employers of all
applicants are analyzed
cM Job re"uirements are determined based on s*ills6
*nowledge and abilities
dM Job announcements are posted on the company
bulletin board
HJM 9hich of these items would be in the highest
security category of a typical 2R'SD
aM (mployee name
bM #ormer employers
cM Salary
dM 9or* location
H@M 9hich of these decreases in the labor supply is
the easiest to predictD
aM !ransfers$in
bM Retirements
cM =oluntary "uits
dM %rolonged illnesses
HBM 9al$1art differentiates its business by offering
the lowest prices/ +ffering the lowest prices is 9al$
1artDs OOOOOOOOOD
aM #unctional strategy
bM Competitive advantage
cM istinctive competence
dM Corporate strategy
HCM OOOOOOOOOO is the process of assessing progress
toward strategic goals and ta*ing corrective action as
neededD
aM Strategic management
bM Strategic planning
cF 7trategic control
dM iversification
H?M OOOOOOOOO is the right to ma*e decisions6 to
direct the wor* of others and to give ordersD
aM 0eadership
%F 2uthority
cM elegation
dM 1anagement
JAM 9hich of the following is considered a "ualitative
approach to &ob analysisD
aM %osition analysis "uestionnaire
%F 8ntervie's
cM epartment of 0abor approach
dM #unctional &ob analysis
9#Q T#RM7
11 Human Resource Management
!he staffing functions of the management process/ +r
the policies and practices needed to carry out the
7people8 or human resource aspects of a management
position6 including recruiting6 screening6 training6
rewarding6 and appraising etc/
Manager 'ndividuals in an organization who direct the
activities of others/ 1ember of
the organization performing the management function
Motivation- 1otivation means to influence
performance of others and to redirect the
efforts in desirable direction by using different
motivational tools that can help
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in fulfilling the mission of organization
Organization , systematic arrangement of people to
accomplish some specific purpose/
>ometitive 2dvantage ,ny factor that allows an
organization to differentiate its product or service
from those of its competitors to increase mar*et share/
7ta.eholders ,ll individuals and groups that are
directly or indirectly affected by an
organization<s decisions
>ontrolling- Specific activities are to set performance
standards that indicate progress toward long$term
goals
?ecisional roles included those of entrepreneur6
disturbance handler6 resource allocator6 and negotiator
activities/
?isseminator is a conduit to transmit information to
organizational members
?istur%ance handlers ta*e corrective action in
response to unforeseen problems
#ffectiveness- , measure of the appropriateness of the
goals chosen Lare these the right goalsDM6 and the
degree to which they are achieved
#fficiency measure of how well resources are used to
achieve a goal
#ntrereneur- managers initiate and oversee new
pro&ects that will improve their organization<s
performance
Bigurehead- duties that are ceremonial and symbolic
in nature
8nformational roles included monitoring6
disseminating6 and spo*esperson activities
8nterersonal roles included figurehead6 leadership6
and liaison activities
;eadershi- hires6 train6 motivate6 and discipline
employees
;eading- 0eading is stimulating people to be high
performers 't is directing6 motivating6 and
communicating
with employees6 individually and in groups/
;iaison- contact outsiders who provide the manager
with information/ !hese may be individuals or groups
inside or outside the organization/
;ine manager- ,uthorized to direct the wor* of
subordinatesTthey<re always someone<s boss/ 'n
addition6
line managers are in charge of accomplishing the
organization<s basic goals/
Management- 1anagement is the process of wor*ing
with different resources to accomplish organizational
goals/
Manager- !he member of the organization who
participates in the management process by planning6
organizing6 leading6 or controlling the organization's
resources
Monitor- collect information from organizations and
institutions outside their own
<egotiator role! discuss issues and bargain with other
units to gain advantages for their own unit
Organizing is assembling and coordinating the
human6 financial6 physical6 informational6 and other
resources
needed to achieve goals/
Alanning- %lanning is specifying the goals to be
achieved and deciding in advances the appropriate
actions ta*en to achieve those goals/
Resource allocators- responsible for allocating
human6 physical6 and monetary resources
7o.eserson- represent the organization to outsiders
7taff manager- ,uthorized to assist and advise line
managers in accomplishing these basic goals/
?iverse &or.force! , diverse wor*force refers to
two or more groups6 each of whose members are
identifiable and distinguishable
#ffectiveness- , measure of the appropriateness of the
goals chosen Lare these the right goalsDM6 and
the degree to which they are achieved
#fficiency! (fficiency is the ratio of outputs to inputs
Organization! +rganization is a managed system
designed and operated to achieve a specific set of
ob&ectives/
7ta.eholders! Sta*eholders are those who have
interests in the organization
7tructure! Structure is the basic arrangement of
people in the organization/
7ynergy! !his concept states that the whole is greater
than the sum of its parts
7ystem- , system is an entity with a purpose that has
interdependent parts
Tas.! !his component can be defined as a mission or
purpose of the e)istence of organization
Organizational Behavior! +: is concerned
specifically with the actions of people at wor*
>ognitive comonent! !he cognitive component
consists of a person<s beliefs6 opinions6 *nowledge6
and information held by a person/
7.ills , 2%ilities! 1ental and physical capacities to
perform various tas*s/ !his comes from
*nowledge6 learning6 and e)periences/
Aersonality! !he uni"ue combination of psychological
traits that describes a person/ +R
behaviors or trends that influence other people/
Aercetions! %erception is the mental process to pay
attention selectively to some stimuli
and cues in our environment/
2ttitudes! ,ttitudes are comprised of feelings6 beliefs6
and behaviors/
=alues! :asic convictions about what is right and
wrong/
#thics! Rules and principles that define right and
wrong conduct/
8ndividuals- 'ndividuals are important units of any
organization
Grou- , group is defined as two or more interacting
and interdependent individuals who
come together to achieve particular ob&ectives/
Team- , team is a mature group with highly
independent members who are completely committed
to a common goal
Role- , role refers to a set of e)pected behavior
patterns attributed to someone who occupies a given
position in a social unit/
7elf #steem- Self$esteem conveys people's feelings of
self$worth/
Brain ?rain! the loss of intellectual property that
results when competitors lure away *ey employees/
?o'nsizing! %eriodic reductions in a company's wor*
force to improve its bottom line$often called
downsizing
#thics and 7ocial Resonsi%ility! Corporate social
responsibility refers to the e)tent to which companies
should and do channel resources toward improving one
or more segments of society other than the firm<s
owners or stoc*holders/ (thics is the bedroc* of
socially responsible behavior/
Outsourcing Birms! !he process of transferring
responsibility for an area of service and its ob&ectives
to an
e)ternal provider
Restructuring! , number of firms are changing the
way the functions are performed/ +R
Restructuring is the corporate management term for
the act of partially dismantling and reorganizing a
company
for the purpose of ma*ing it more efficient and
therefore more profitable/ 't generally involves selling
off
portions of the company and ma*ing severe staff
reductions
Re-engineering is the radical redesign of an
organization's processes6 especially its business
processes/ Rather than organizing a firm into
functional specialties Lli*e production6 accounting6
mar*eting6 etc/M and loo*ing at the tas*s that each
function performs6 we should6 according to the
reengineering theory6 be loo*ing at complete processes
from materials ac"uisition6 to production6 to mar*eting
and distribution/ !he firm should be reengineered into
a series of processes/
2ffirmative 2ction! Steps that are ta*en for
eliminating the present effects of past discrimination
>ohesiveness! Refers to how tightly *nit the group is
and the degree to which group members
perceive6 interpret and act on their environment in
similar or mutually agreed upon ways
>ororate >ulture !he system of shared values6
beliefs6 and habits within an organization that interacts
with the formal structure to produce behavioral norms
Mission! !he organization<s continuing purpose or
reason for being/
Aolicies! , predetermined guide established to provide
direction in decision$ma*ing
The ;a%or Borce- !he labor force is a pool of
individuals e)ternal to the firm from which the
organization obtains its wor*ers
:nions- Union is a group of employees who have
&oined together for the purpose of dealing collectively
with their employer/
2uthority! ,uthority is the right to ma*e decisions6 to
direct the wor* of others6 and to give orders/
#@ecutives! ()ecutives are top$level managers6 who
report directly to the corporation<s chief e)ecutive
officer
or the head of a ma&or division/
Generalists! 3eneralists are people who perform tas*s
in a wide variety of human resource$related areas/ !he
generalist is involved in several6 or all6 of the human
resource management functions/
;ine 2uthority! 0ine authority entitles a manager to
direct the wor* of an employee/
7ecialist! Specialist may be a human resource
e)ecutive6 manager6 or non$manager who typically is
concerned with only one of the functional areas of
human resource management/
2ffirmative 2ction! ,n approach that an organization
with government contracts develops to demonstrate
that women or minorities are employed in proportion
to their representation in the firm<s relevant labor
mar*et
#mloyment discrimination! !o ma*e an
employment decision6 not on the basis of
legitimate &ob$related factors
Alans %lans are methods for achieving a desired result/
7imulation , techni"ue for e)perimenting with a real$
world situation through a mathematical
model representing that situation/ , model is an
abstraction of the real world/
7trategic lanning is the process by which top
management determines overall organizational
purposes
and ob&ectives and how they are to be achieved/
;ayoffs ,t times6 the firm has no choice but to
actually lay off part of its wor*force/
Human Resource 8nformation 7ystem! 2R'Ss are
systems used to collect6 record6 and store6 analyze6 and
retrieve data concerning an organization's human
resources/
-o% 2nalysis! Studying and under$standing &obs
through the process *nown as job analysis is a vital
part of any
2R1 program
-o% 7ecification! , &ob specification is a document
containing the minimum acceptable "ualifications that
a
person should possess in order to perform a particular
&ob
-o% ?escrition! , &ob description is a written
statement of what the &obholder actually does6 how he
or she
does it6 and under what conditions the &ob is
performed/
-o% #valuation! 't suggests about the relevant
importance of a particular &ob in organization/
-o% 8dentification U contains the &ob title6 the #0S,
status6 date6 and possible space to indicate who
approved
the description6 the location of the &ob6 the immediate
supervisor<s title6 salary and.or pay scale/
-o% 7ummary U should describe the general nature of
the &ob6 and includes only its ma&or functions or
activities/
Human resource lanning EHRAF! 't is the process of
systematically reviewing human resource re"uirements
to ensure that the re"uired number of employees6 with
the re"uired s*ills6 is available when they are needed/
Recruitment! 't is the process of attracting individuals
on a timely basis6 in sufficient numbers and with
appropriate "ualifications6 and encouraging them to
apply for &obs with an organization/
-o% #valuation! 't is used to evaluate the importance
of &ob by considering its contribution towards
achievements of the ob&ectives of organization/
2dvertising- , way of communicating the
employment needs within the firm to the public
through media such as radio6 newspaper6 television6
industry publications6 and the 'nternet/
Qield Ratios- Iield Ratios help organizations decide
how many employees to recruit for each &ob opening/
8nternal Recruiting 7ources! 9hen &ob vacancies
e)ist6 the first place that an organization should loo*
for
placement is within itself
Outsourcing! +utsourcing is the process of
transferring responsibility for an area of service and its
ob&ectives to an e)ternal service provider instead of
internal employee/
>ontingent &or.ers! 't is also *nown as part$timers6
temporaries6 and independent contractors6 comprise the
fastest$growing segment of our economy/
8nternshis! , special form of recruiting that involves
placing a student in a temporary &ob/
Recruitment! Recruiting refers to the process of
attracting potential &ob applicants from the available
labor force/
7election Arocess! Selection is the process of choosing
from a group of applicants those individuals best
suited
for a particular position/
2lication Blan.! ,pplication blan* is a formal
record of an individual<s application for employment
7tandardization- Refers to the uniformity of the
procedures and conditions related to administering
tests/ 't is
necessary for all to ta*e the test under conditions that
are as close to identical as possible/
O%*ectivity- ,chieved when all individuals scoring a
given test obtain the same results/
<orms- %rovide a frame of reference for comparing
applicants< performance with that of others/ , norm
reflects the distribution of scores obtained by many
people similar to the applicant being tested/ !he
prospective
employee<s test score is compared to the norm6 and the
significance of the test score is determined/
Relia%ility- !he e)tent to which a selection test
provides consistent results/ 'f a test has low reliability6
its
validity as a predictor will also be low/ !o validate
reliability6 a test must be verified/
=alidity- !he e)tent to which a test measures what it
purports to measure/ 'f a test cannot indicate ability to
perform the &ob6 it has no value as a predictor/
7na -udgments! !his is where the interviewer &umps
to a conclusion about the candidate during the first few
minutes of the interview/
7ocialization! !eaching the corporate culture and
philosophies about how to do business
to
integrate the person into the informal organization/
Training! !raining is a process whereby people
ac"uire capabilities to aid in the achievement of
organizational
goals/ 't involves planned learning activities designed
to improve an employee<s performance at her.his
current
&ob/
>ororate >ulture! !he firm<s culture reflects6 in
effect6 how we do things around here/ !his relates to
everything from the way employees dress to the way
they tal*/
Training! !he process of teaching new employees the
basic s*ills they need to perform their &obs/
Tas. analysis! , detailed study of a &ob to identify the
s*ills re"uired so that an appropriate training program
may be instituted/
Aerformance analysis- Careful study of performance
to identify a deficiency and then correct it with new
e"uipment6 a new employee6 a training program6 or
some other ad&ustment/ http-..vuattach/ning/com.
On-the-*o% training EO-TF- !raining a person to learn
a &ob while wor*ing at it/
=esti%ule or simulated- !raining employees on
special off$the$&ob e"uipment6 as in
training airplane pilot training6 whereby training costs
and hazards can be reduced/
>oaching4Mentoring- , method of on$the$&ob
training where an e)perienced wor*er6 or
1ethod the trainee<s supervisor trains the employee/
2ction ;earning- , training techni"ue by which
management trainees are allowed to wor* full$time
analyzing
and solving problems in other departments/
>ase study method- , development method in which
the manager is presented with a written description of
an
organizational problem to diagnose and solve/
Business games- , development techni"ue in which
teams of managers compete with one another by
ma*ing
computerized decisions regarding realistic but
simulated companies/
Behavior modeling- , training techni"ue in which
trainees are first shown good management techni"ues
in a
film6 are then as*ed to play roles in a simulated
situation6 and are then given feedbac* and praise by
their
supervisor/
;earning organization! ,n organization s*illed at
creating6 ac"uiring6 and transferring *nowledge and at
modifying its behavior to reflect new *nowledge and
insights/

2 sychological condition in 'hich a erson is ut
into a dee slee-li.e state( 'hile still remaining
a'a.e1 8t can %e used to relieve ain , stress is
called!
Hynosis
:iofeedbac*
!ranscendental mediation
:urnout

#mloyees /uit the organizations at their o'n
choice through!
+utplacement6 restructuring
ischarging6 layoff
!ransfer6 demotion
Resigning( retirement

2ccording to 'hich of the follo'ing it is %etter to
convince the emloyees to a%ide %y the comanyCs
rules( rather than romtly resonding 'ith
'ritten or oral 'arnings to emloyees+
2ot stove rule
Aositive disciline
%rogressive discipline
'mplied discipline

General ractice carried out %y Mr1 2slam is to
encourage the articiation of his su%ordinates
'hile ma.ing deartmental decisions1 He is
therefore said to %e!
'nvolved in practicing his referent power
'nvolved in practicing legitimate power
8nvolved in a leadershi rocess
'nvolved in ma*ing efforts to get favors from
employees

The >#O has aointed 2m*ad to lead the current
ro*ect as he has the talent to handle critical
situations 'ith an ease 'hich enhances the
follo'ersC morale as 'ell1 He is said to %e a
successful leader as er!
;eadershi Theory
!rait !heory
:ehavioral !heory
1otivational !heory

>reating conditions for a team to %e effective is the
resonsi%ility of aEnF!
;eader
(mployee
+rganization
2R department

:nited <ations sent a rescue team in the
suervision of Mr1 9im from Geneva to the
northern areas of Aa.istan affected %y the
destructive earth/ua.e of G0051 Mr1 9im is a4an!
Aarent-country national
2ost$country national
0ocal$country national

#mloyee hand%oo. is a tool used for!
" >ommunicating rules , olicies 'ithin an
organization
%roviding information to sta*eholders outside
the organization
1anipulating the competitors with false
information
%roviding information about salary scale only

Organizational guarantee a%out the *o% security is
a functional form of!
7tatutory la'
Contractual law
%ublic policy
1anagement rights

2hmed has rovided the ersonal contact num%ers
of his su%ordinates to one of his friend 'ho is
'or.ing as an insurance agent in a rivate
insurance firm( to hel him in achieving his
monthly sales target1 This ractice is!
Clear violation of labor laws
'mplementation of discrimination law
Arohi%ited %y the rivacy rights
=iolation of employment at will

Organizations are %ound to ay its emloyees at
least the defined minimum 'age as er government
decision1 This o%ligation resulted %ecause!
't is necessary to build goodwill
8t is the statutory right of an emloyee
't enhances the mar*et share of a company<s
product
't provides benefits to all of its sta*eholders

The B#7T indicator of an effective safety and
health rogram of an organization is!
(mployees do not feel hesitant while sharing
their problems
(mployees feel motivated to perform well and
show loyalty
(mployees feel honor that organization is
concerned about their problems
#mloyees do not face in*uries and illnesses
on regular %asis

The hysical or sychological condition induced in
'or.ers %y over'or. or overe@osure to stress in
the 'or.lace( is .no'n as!
()haustion
Burnout
Collapse
#atigue

Bor 'hich of the follo'ing reason( union-
mem%ershi in organizations losses itCs imortance
during recent years+
;egislation rotects 'or.ers in a %etter 'ay
Unions give advantage to union leaders
Union membership is "uite e)pensive
Companies do not hire union members

2ll of the follo'ing are reasons of conflicts in an
organization( #D>#AT!
(veryone competing for scarce resources
8nteractionist vie' a%out emloyees
%oor coordination among employees
Stereotypical views about employees

&hich of the follo'ing is an incentive lan that
re'ards emloyees for e@ceeding a redetermined
goal %y sharing the e@tra rofits+
Scanlon plan
%iece$wor* plan
Gainsharing lan
=ariable pay plan

&hich one of the follo'ing does <OT categorized
as $ay-for-erformance$ rogram+
Aiece'or. lan
Scanlon plan
3ainsharing plan
%rofit sharing plan

&hich of the given e@ression is termed as $e/uity$+
+utput > V +utput F
'nput 'nput
" Outut 1 R Outut G
8nut 8nut
+utput > W +utput F
'nput 'nput
+utput > X +utput F
'nput 'nput

2n emloyeeCs comensation usually comrises of!
2igh monetary rewards
;uality rewards re"uested by employees
:enefits li*e medical & transport allowances
Binancial , non-financial re'ards

To ma.e the $Ran.ing Method$ of *o% evaluation
more effective!
%erform performance appraisals on regular
basis
!rain employees prior to appraisals
evelop high compensation pac*ages
>learly define *o% descrition initially

&hich of the follo'ing is most oular techni/ue
for araising emloyee erformance+
,lternation ran*ing
3raphic rating scale
Management %y o%*ective
%aired comparison

&hich is the %est time or occasion to discuss career-
related issues 'ith an emloyee+
9ee*ly staff meeting
Social lunch
#mloyeeCs annual araisal
Career success team meeting

The %asis for romotion 'ill tyically %e
cometence rather than seniority 'hen!
!eam cohesiveness is important
>omany is romoting cometition
Union agreements are involved
+rganization is 0egaly bound by government

&hich of the follo'ing is a art of organizationCs
role in the career develoment of an emloyee+
Communicating the mission6 policies and
procedures
%roviding timely performance feedbac*
Aarticiating in career develoment
discussions
See*ing out career information

2m*ad has reached the age of full retirement( %ut
he still 'ants to continue his *o%1 Moreover(
organization has not yet found any relacement to
him1 8n such situation 2m*ad should ursue!
Counseling to utilize his leisure time
Search careers outside the company
%sychological counseling to prepare for
retirement
#@tension of current *o% 'ithin comany

Iuestion <o! GM -

&hich of the follo'ing is the utmost reference of
an organization 'hile selecting a training and
develoment rogram+
#nsure the cost effectiveness of the training
session
()pert & professional trainers should be hired
!raining should be provided to all the
employees
1a)imum training mediums should be used

&hich of the follo'ing is the greatest contri%utor
to'ards the success of an organization+
%revailed grapevine networ* of employees
Conduct fre"uent trainings to employees
7et goals to define the direction to ursue
'mplementation of the newest technology

The re-arrangement of organizational structure ,
change in organizational culture is accomlished
during!
!as* analysis
+rganizational analysis
%erson analysis
" Management analysis

future needs+
0earning
!raining
?eveloment
5eed analysis

&hich of the follo'ing is a test validation method
that determines 'hether a test measures certain
traits that are imortant in erforming a *o% or
not+
Concept validity
Criterion validity
>onstruct validity
Content validity

&hich of the follo'ing is a goal-directed summary
of a erson$s e@erience( education and training
develoed for use in the selection rocess+
>urriculum vitae
(ducational record
Career goal
'nterview "uestioning

&hich of the follo'ing force ma.es an individual
eligi%le to ma.e decisions( give orders , directing
'or. activities of others+
%ower
'nfluence
" 2uthority
Command

organization
training
employees
evaluation

&hich of the follo'ing method includes the
e@change of information %et'een organizational
mem%er , the alicant through a goal-oriented
conversation+
Counseling simulations
Role playing
#mloyment intervie'

'n$bas*et techni"ue
Role laying
Case study

2s an HR manager( 'hat should %e your main
focus 'hile recruitment+
!he potential candidate must posses
interpersonal and analytical s*ills
!he potential candidate should be very
confident and sharp
!he potential candidate must be attractive
enough to fit in the position
The otential candidate should match the
re/uirements of the *o%

&hat could %e the main consideration of an HR
manager during recruitment+
+utsource the employee selection to recruiting
agencies
Screen the pool of appropriate applicants
2ttract a large num%er of alicants
+nly hire the e)perienced candidates

" Maintain the %alance of la%or suly and
demand
ecrease the labor supply than demand
evastate the balance of labor supply and
demand

Term used to refer the otential emloyees
availa%le for 'or. 'ithin the geograhic area from
'hich emloyees are recruited is!
;a%or mar.et
(mployment mar*et
(mployee mar*et
Job mar*et

The %est 'ay of reducing the ro%lems of leniency
or strictness in erformance araisals is to!
Ran* employees
Train suervisors to avoid it
'mpose a distribution for performance
Consider the purpose of the appraisal

&hich of the follo'ing ro%lem occurs 'hen
suervisors tend to rate all their su%ordinates
consistently lo'+
Central tendency
0eniency
7trictness
2alo effect

Rating a erson high or lo' on all items %ecause of
one characteristic during erformance araisal( is
.no'n as!
Halo effect
Central tendency
Stereotyping
:iasness

&hich of the follo'ing erformance araisal
method is usually adoted for evaluating
erformance at managerial ositions+
1anagement by ob&ective
Critical incident
Aaired comarison
(ssay method

8n 'hich method suervisor .ees a log of ositive
and negative e@amles of a su%ordinateCs 'or.-
related %ehavior+
1anagement by ob&ective
Comparison method
(ssay method
>ritical incident method

&hen suervisors are indulged in identifying the
su%ordinatesC erformance deficiencies , rovide
suggestions for imrovements ( the rocess is said
to %e!
7trategic erformance araisal
+rganizational development
Upward feedbac*
ownward feedbac*

Grouing of different *o%s having similar *o%
resonsi%ilities , duties is called!
Classes
Grades
Scales
Roles

2ccording to 'hich of the follo'ing method( each
*o% is assigned to a articular grade4category
deending on the tye of *o%s( the organizations
re/uired+
Ran*ing method
>lassification method
#actor comparison method
%oint factor method

&hich of the follo'ing ste is MO7T imortant in
creating *o%-fit+
2n effective selection rocess
%romotion and transfer of e)isting employees
!raining of employees
Competitive compensation pac*ages

Iuestion <o! HJ -

Organization has legitimacy and rationale
configuration that is 'hy it is said to %e a4an!
Bormal organization
'nformal organization
=irtual organization
0earning organization

2ccording to the $Ha'thorne 7tudies$ roductivity
of emloyees!
'ncreased by increasing light intensity
ecreased by decreasing light intensity
8ncreased %y o%serving them

Iuestion <o! 51 E Mar.s! 5 F

>omany consults its legal advisor for some legal
assistance( 'hat sort of o'er that legal advisor
'ill ractice+
2<7! !he legal advisor will practice the following
power-
#@ertise! 't is a type of power which is
possessed by a person due to personal e)pertise and
*nowledge/ http-..vuattach/ning/com.
Using his e)pertise and *nowledge advisor will
provide legal assistance to the company and help them
to get rid of their problems/

Iuestion <o! 5G E Mar.s! 10 F

8dentify the measures that should %e ta.en to ma.e
the erformance araisal system of an
organization more effective1
2<7! #ffective Aerformance 2raisal! 'n order to
ma*e performance appraisal more effective the
following measures should be ta*en-
>/ Aroviding training to araiser! :efore
starting the appraisal it is important that the
appraiser must be trained well so that he.she
does not commit the common mista*es of
performance appraisal/
F/ #nsuring mista.es are not made during
araisal! ,n effective appraisal system is
free of errors and appraiser carries appraisal
well/
G/ Aroer methods are used! , proper method
to carry performance appraisal should be
adopted to ma*e it effective/
H/ >lear o%*ectives! 't should be clear in
appraiser's mind that what should be evaluated
and for what reason he.she is being evaluated/

Being a manager ho' can you ma.e the
erformance araisal system of your organization
legally defensi%le+

8dentify the methods that can %e adoted to
ma@imize the effectiveness of learning1
2<7! Ma@imize #ffectiveness of ;earning!
!o ma)imize the
effectiveness of learning the following methods
Llearning principlesM should be adopted-
>/ Aarticiation! 0earning is only effective
when the learners participate in the learning
process/ So such conditions should be
provided to learners so that they participate in
the learning process/
F/ Reetition! ,n important aspect to enhance
learning is repetition that is given the learner
the opportunity to practice what he is being
taught/
G/ Relevance! 0earning must be problem
centered rather than content centered/ %eople
should be trained when there is some
deficiency in them and the learning is solving
that problem/
H/ Transference! 0earning is no effective if it is
not transferred to actual wor*place so that
trainees should apply what they have learned
the s*ills and *nowledge to wor*place to
increase their productivity/ So it should be
ensured that transfer of learning ta*es place/
J/ Beed%ac.! #eedbac* of performance is
necessary for learning/ #eedbac* helps
employees to improve their performance/

&hile do'nsizing( organizations sometimes reduce
the num%er of its emloyees %y offering early
retirements %ecause!
2R re"uirement is less than e)isting number of
employees
2R re"uirement is greater than the e)isting
number of employees
Company<s cost in terms of employee
compensation can be saved
Organizations can %e more efficient %y this
action of management EcorrectF

&hich of the follo'ing can %e an alternative
decision to emloyee termination+
emotion
Retirement
Resignation
;ay-off E>orrectF

8f the time %et'een violation , the resective
enalty imlementation lengthens( the imact of the
discilinary action 'ill!
Be e@ceeded E>orrectF
Remain the same
:ecome invisible
:e reduced

Mr1 8mran is aointed to suervise all the
emloyees of the admin deartment1 8n this
situation he is said to %e a 000000000001
Manager only E>orrectF
Charismatic leader
0eader only
0eader & manager at the same time

&hat sort of relationshi e@ists %et'een Snegative-
reinforcementC , SunishmentC+
:oth are similar concepts
Aunishment leads to negative-reinforcement
E>orrectF
5egative$reinforcement leads to punishment
:oth leads to similar conse"uences

$Bederal la'$ re/uiring emloyers to give M0 days
notice rior to lant closing or ma*or layoff( as
stated %y!
7tatutory right of emloyees E>orrectF
(mployer itself
ue process by an employer
Union recommendations

&hich of the follo'ing facilitates the emloyer to
hire( fire( demote or romote anyone( in the
a%sence of any legal o%ligation+
iscrimination law
#mloyment at 'ill E>orrectF
,ffirmative action

$Honda Aa.istan$( imlemented a safety , health
rogram for its emloyees after consulting e@erts
and management in the organization1 But( no
reduction in the accidents or in*uries is o%served1
8dentify a reason 'hich is least ossi%le to the
failure of this 7afety , Health rogram+
EEEEEEEECompany is not considering inputs of employees
regarding safety decisions
EEEEEEEESafety & health program is not communicated
properly to all employees
EEEEEEEEAroer safety , health training has not %een
rovided to the emloyees E>orrectF
EEEEEEEE%roper budget is not allocated to safety and health
program as re"uired

&hich one of the follo'ing is <OT included in the
content of $#mloyee Hand%oo.$+
EEEEEEEE#ringe benefits
EEEEEEEESafety procedures
EEEEEEEEBinancial statements E>orrectF
EEEEEEEEJob duties

)2ccounting staff of a #B: General 8nsurance ltd(
share information of different deartments to assist
in rearing the annual %udget on a consistent
%asis)1 &hich tye of communication it is+
EEEEEEEEiagonal communication
EEEEEEEEHorizontal communication E>orrectF
EEEEEEEEUpward communication
EEEEEEEEownward communication

:nder a strong union influence( the union mem%ers
demanded the salary increment as er the rate of
increase in inflation1 2s an HR manager 'hat 'ill
%e your initial ste+
EEEEEEEERe&ecting the re"uest as it is unnecessary
EEEEEEEE,pproving the demand immediately
EEEEEEEE,s*ing union to ma*e a contract
EEEEEEEE2rranging negotiation to discuss the issue

2ccording to 'hich of the follo'ing vie'( )conflict
is %ad and should %e avoided)+
EEEEEEEEBehavioral vie' E>orrectF
EEEEEEEE!raditional =iew
EEEEEEEE2uman Relations =iew
EEEEEEEE'nteractionist =iew

8f the olitical %ehavior is motivated %y self-serving
interests 'ithout ta.ing into account the goals of
the organization( the move 'ould %e considered as!
EEEEEEEE(thical
EEEEEEEE5eutral
EEEEEEEE:nethical E>orrectF
EEEEEEEE'ntense

;egitimate o'er includes 'hich of the follo'ing+
EEEEEEEE2ccetance of authority %y organizational
mem%ers E>orrectF
EEEEEEEE0imited ability to reward employees
EEEEEEEE,bility to only punish employees
EEEEEEEE0imited control of company<s physical resources

2 o'er %ase that deends on fear comes under
'hich of the follo'ing category of o'er+
EEEEEEEEReward power
EEEEEEEE>oercive o'er E>orrectF
EEEEEEEEReferent power
EEEEEEEE0egitimate power

&hich of the follo'ing is <OT included in time-off
%enefits+
EEEEEEEE+n$the$&ob brea*s
EEEEEEEE,nnual holidays
EEEEEEEEBle@i time E>orrectF
EEEEEEEE%aid leaves

2li 'as 'or.ing as MTO in 2B; , getting the
ac.age of Rs1G01000( fe' 'ee.s ago he resigned
from 2B; , *oined HB; 'hich is offering him
Rs1K0(000 at the same ost of MTO1 8n this
situation HB; is adoting the 00000000 ay
strategy1
EEEEEEEE2%ove mar.et rate E>orrectF
EEEEEEEE:elow mar*et rate
EEEEEEEE,t mar*et rate
EEEEEEEE,ll of the given options

&hat tye of ay lan is %eing used 'hen 'or.ers
are aid a sum for each unit they roduce+
:ase pay
>ometency-%ased ay E>orrectF
:onus pay
%iecewor* pay

To ma.e the $Ran.ing Method$ of *o% evaluation
more effective!
%erform performance appraisals on regular
basis
!rain employees prior to appraisals
evelop high compensation pac*ages
>learly define *o% descrition initially

Miss1 Bouzia 'ants to e@cel herself in the %an.ing
field %y clearing the 8BA 7uerior Iualification
E87IF e@amination1 But her current *o%Cs strict
timings do not allo' her to fulfill her lans1 To
address this ro%lem( the %an. could hel her %y!
%roviding her with a career coach
(ncouraging her to &oin a career success team
Bacilitating her 'ith fle@i%le 'or.ing hours
Suggesting her a better occupation to adopt

&hich of the follo'ing is art of a managerCs role
in the career develoment of an emloyee+
procedures
Utilizing career development opportunities
%articipating in career development discussions
#sta%lishing goals and career lans


&hich of the follo'ing lays a role in assessing
interests( see.ing out career information and
utilizing develoment oortunities in career
develoment+
'ndividual
Manager E>orrectF
Supervisor
Company

The lifelong series of activities that contri%ute to a
ersonCs career e@loration( esta%lishment( success(
and fulfillment is called!
+rganizational development
>areer management E>orrectF
Career development
Career planning

Ho' do comensation and %enefits 'ith a career
develoment focus differ from comensation and
%enefits 'ith a traditional focus+
(mployee<s productivity is rewarded
(mployee<s efficiency is rewarded
(nhancement in abilities is rewarded
2ll of the given otions E>orrectF

2m*ad has reached the age of full retirement( %ut
he still 'ants to continue his *o%1 Moreover(
organization has not yet found any relacement to
him1 8n such situation 2m*ad should ursue!
Counseling to utilize his leisure time
%sychological counseling to prepare for
retirement
#@tension of current *o% 'ithin comany

&hich of the given o%*ective is mainly focused
during re-retirement educational rograms+
'mprove &ob satisfaction among senior staff
(nhance employee performances through such
concerns
Areare emloyees for their ucoming
retired life E>orrectF
1inimize medical claims from retirees

?uring 'hich stage of socialization( emloyees
successfully internalize the organizational norms ,
%eliefs+
%re$arrival stage
(ncounter stage
Metamorhosis stage E>orrectF
%ost$retirement stage

?uring 'hich of the follo'ing intervie'( an
intervie'er as.s ro%ing and oen-ended
/uestions+
Structured interview
:nstructured intervie' E>orrectF
#ormal interview
%lanned interview

Selection
Recruitment E>orrectF
Staffing
(nrollment

&hich of the follo'ing is a force %y 'hich
ersonality traits Ee@ertiseF affects othersC
%ehavior+
%ower
8nfluence E>orrectF
,uthority
Command

&hich of the follo'ing ractice involves the selling
off ortions of the comany and ma.ing severe
staff reductions+
Redesigning
Restructuring E>orrectF
+rganizational designing
Reengineering

Aeole can %e more roductive 'hile 'or.ing in!
'solation
Grous E>orrectF
Crowd

The MO7T common reason that an
e@atriate fails at an international
assignment is 000001
'ncompetency
!echnical demands of the &ob
()pense
Bamily ressures E>orrectF

>ultivating learning culture 'ithin the
organization E>orrectF
etermining deficiencies that re"uire training
employees
evaluation


2ead office6 :ranch
Organization( 8ndividual E>orrectF

&hich one of the follo'ing is <OT the advantage of
&or.force ?iversity+
1ultiple perspectives
3reater openness to new ideas
'ncreased creativity and fle)ibility
?ecreased ro%lem-solving s.ills E>orrectF

?ue to 'hich of the follo'ing reason( su%ordinates
may feel dissatisfied 'ith their araisal
intervie's+
They feel threatened during the intervie'
!hey can influence the course of the interview
Constructive interviewer is conducting the
interview
!heir poor performance is being highlighted

&hich of the given solution served as the %est one
for reducing the ro%lem of central tendency in
erformance araisals+
Ran* employees
Train suervisors to avoid it E>orrectF

7ome suervisors( 'hen filling in rating scales( tend
to avoid the highs and lo's on the scale and rate
most eole in the middle1 This tye of evaluation is
said to %e effected %y!
Stereotyping
>entral tendency E>orrectF
Strictness
0eniency

3Ongoing rocess of managing , evaluating %oth
the %ehavior , outcomes in the 'or.lace5 is
.no'n as!
Aerformance araisal E>orrectF
Compensation management
Job analysis

#mloyees$ routine 'or.ing is no' %eing
monitored through comuters electronically6 this
trend has affected the Aerformance 2raisal EA2F
system in 'hich of the follo'ing manner+
evelopment of %, on more fre"uent basis
(nhanced importance of %, for employees
%, have became more accurate & efficient one
Human involvement is comletely removed

By 'hat means( organizations sho' concerns for
their emloyees and earn their commitment+
Solely ensuring &ob security of employees
Arovide career develoment oortunities
%romise after retirement incentives only
+ffer stoc* options limited to senior employees

The fre/uency of conducting the erformance
araisal deends on!
(nvironmental challenges
!raining sessions
Job analysis
Organizational olicies E>orrectF

#valuation method generally adoted %y most of
the educational institutes to evaluate the studentsC
academic erformance is!
Aro*ect %ased method E>orrectF
#ocal point method
,nniversary method
:ase timings method

Scientific approach
Rational approach
2uman relations approach
7ystematic aroach E>orrectF

8n Ha'thorne studies 'hich decisive factor 'as
used in the variation of the 'or.ersC erformance+
Safety measures
2ealth condition
0ight variation
Salary bonuses

&hich of the follo'ing signifies a term 3Tas.5 as a
comonent of an organization+
+rganizational 2R
+rganizational hierarchy
Mechanical rocess E>orrectF
()istence purpose

9no'ledge , roficiency E>orrectF

Reactive aroach to overcome the influence of
discriminatory ractices occurred in the ast is
referred as!
2ffirmative action E>orrectF
2R planning
0itigation process

The cognitive comonent consists of a ersonCs!
(motions
9no'ledge E>orrectF
,ttitude
#eelings

Qousaf has %eaten his fello' emloyee for 'hich his
manager has dismissed him1 #valuate managerCs
resonse in terms of ethical alication of o'er1
htt!44vuattach1ning1com4
2ns'er!
<o emloyee is suosed to get hysical 'ith any of
the colleagues1 ManagerCs decision 'as the e@treme
as he could have %rought %oth emloyees together
and tried to .no' the ro%lem %et'een them1 8 see
this move as an unethical act %y the manager1

&hat measures should %e ta.en to limitize the
union mem%ershi %y emloyees+ #@lain each in
detail1
2ns'er!

&hen do organizational eole indulged themselves
in organizational olitics+ ?iscuss any five factors
in detail1
,nswer-
+rganizational politics are actions that allow people in
organizations to attain goals without going through
ceremonial channels/ 9hether political activities help
or hurt the organization depends on whether the
person's goals are steady with the organization's goals/
'n the impartial model of organizations6 people are
assumed to manage sensibly6 based on clear
information and well$defined goals/
!here are few factors that result in political activities
in an organization and are e)plained as under/
>/ >hanges in ;eadershi which changes
conventional associations and processes can
create an opportunity for increased political
behavior/
F/ >hanges in >oordination and integration of
organizational activities used to achieve
common goals can also lead to an increase in
political behavior/
G/ >hanges in any of the five conte@tual forces(
i1e1 environment6 technology6 strategy6 culture6
and structure6 can generate uncertainty over
resource allocation6 leading to an increase in
political behavior/
H/ Blame , 8ntegration1 :laming and attac*ing
others to deflect attention from one's mista*es
and using ingratiating behavior to gain favor
are unethical and negative types of political
actions/
J/ Building Relationshi/ %eople develop
relationships through coalitions6 grouping6
networ*s6 and accommodating managerial
lin*ages/ Coalitions are relationships formed
over specific issues/ ,lliances are general
agreements of support among different
individuals and groupsN and networ*s are
broad6 loose support systems/ Relationship
building can either help or harm the
organization/

8n order to get advantage of each method( 'ill it %e
a sensi%le decision to simultaneously aly all the
four methods of *o% evaluation+
,nswer-
Bour methods of -o% evaluation
>/ Ran.ing Method! Raters
e)amine the description of each
&ob being evaluated and assemble
the &obs according to their value
to the corporation/ !his techni"ue
re"uires a team characteristically
composed of both management
and employee delegate to arrange
&ob in a simple ran* order from
uppermost to lowest/ !he most
noticeable restraint to the ran*ing
method is its utter lac* of ability
to be managed when there are a
large number of &obs/
F/ >lassification Method! , &ob
evaluation method by which a
number of classes or ratings are
defined to e)plain a group of &obs
is *nown as categorization
method/ !he classifications are
created by identifying some
common denominator s*ills6
*nowledge6 and responsibilities
with the desired goal being the
criterion of a number of
distinctive classes or grades of
&obs/
G/ Bactor >omarison Method
Raters need not *eep the entire
&ob in mind as they evaluate
instead6 they ma*e decisions on
separate phases6 or issues6 of the
&ob/ , basic fundamental
hypothesis is that there are five
universal &ob factors- L>M 1ental
Re"uirements LFM S*ills LGM
%hysical Re"uirements LHM
Responsibilities JM 9or*ing
Conditions/
H/ Aoint Method! Raters assign
numerical values to specific &ob
components6 and the sum of these
values provides a "uantitative
appraisal of a &ob<s relative
significance/ !he point method
re"uires selection of &ob factors
according to the nature of the
specific group of &obs being
evaluated/ ,fter determining the
group of &obs to be studied6
analysts conduct &ob analysis and
write &ob descriptions/ 5e)t6 the
analysts select and define the
factors to be used in measuring
&ob value and which become the
standards used for the evaluation
of &obs/ (ducation6 e)perience6
&ob *nowledge6 mental effort6
physical effort6 responsibility6 and
wor*ing conditions are e)amples
of factors typically used/

&hich of the follo'ing emloyee %enefits are
legally imosed on organizations+
" 7ocial security
Stoc* options
Care centers
#le)ible hours

Iuestion <o! G -

;eadershi 'ill mostly %e considered failed if!
0eaders are appointed by top management
0eader established high goals to be achieved
0eader also plays the role of a manager in an
organization
" Bollo'ers sto sharing their issues 'ith a
leader

:sually it is o%served that after %ecoming the
teamCs catain the layerCs o'n erformance
declines1 &hat could %e the reason %ehind it+
" :na%le to handle e@tra ressure
,bsence of tas* related *nowledge
0ac* of high energy level
'mposed on a team by management

S:nileverC comes under 'hich of the follo'ing
categories 'hile conducting its %usiness glo%ally+
omestic
'nternational
1ultinational
" Transnational

&hich grou of emloyees may also %e .no'n as
e@atriate+
" Aarent-country nationals
2ost$country nationals
!hird$country nationals
0ocal$country nationals

000000000000000000 are citizens of the country in
'hich the multinational comany has its
head/uarters1
" #@atriates
2ome$country nationals

<either an organization nor any organizational
mem%er can rovide the emloyee data%ase
information to any erson4organization 'ithout the
ermission of the concerned emloyee1 This
restriction is suorted %y!
(mployment at will
iscrimination law
" Rights to rivacy
0abor law

>ommunication in 'hich information flo's from
the to of the organizational management
hierarchy to the emloyees telling them 'hat is the
mission and 'hat are the olicies of the
organization is .no'n as!
iagonal communication
2orizontal communication
Upward communication
" ?o'n'ard communication

2ll of the follo'ing 'ould %e considered as sources
of conflicts( #D>#AT!
3oal incompatibility
ifferent values and beliefs
0ac* of resources and finances
" 7trengthened team dynamics

The la%or union of $72G2 Trading Avt ;td$ is
demanding comany to %uy resources from their
settled lace1 >omany didnCt %other a%out raising
such issue %y the union( as the issue comes under!
0abor issues
1andatory issues
%ermissive issues
" Arohi%ited issues

should %e encouraged and managed)+
!raditional =iew
" Human Relations =ie'
'nteractionist =iew
:ehavioral view

2sif has unished his su%ordinate for the reason
that he had refused to dro 2sif$s children at
school1 &hat tye of o'er 2sif racticed over his
su%ordinate+
Referent power
Social power
" Aersonal o'er
Charismatic power

8f %eing a manager you have the o'er to dismiss(
susend or demote your su%ordinates( you are said
to have 'hich of the follo'ing o'er+
Charismatic power
Referent power
Coercive power
" ;egitimate o'er

Iuestion <o! 1H -

Aerformance measures include all of the follo'ing(
#D>#AT!
'ndividual<s productivity
!eam's productivity
epartmental productivity
" Mar.et roductivity

&hich of the follo'ing is <OT included in time-off
%enefits+
" On-the-*o% %rea.s
,nnual holidays
#le)i time
%aid leaves

Bor 'hich of the follo'ing reason( organizations
consider emloyee %enefits imortant+
!o attract new blood in the organizations
!o retain the valuable employees
!o create good reputation in the mar*et
" 2ll of the given otions

Iuestion <o! 1N -

&hich of the follo'ing is <OT included in direct
financial ayments+
9ages
'nsurance
Commissions
" 8ncentive

&hen an emloyeeCs erformance is so oor that a
'ritten 'arning is re/uired( that 'arning should!
EEEEEEEE 'dentify the standards by which the employee is
&udged http-..vuattach/ning/com.
EEEEEEEEContain e)amples of employees who met the
standards
EEEEEEEE%rovide previous e)amples when employee met the
standards
TTTTTTT"TBe sent to the emloyee in /uestion and to the
suerior manager

8f a suervisor 'ants to criticize his su%ordinate in
an araisal intervie'( it is %est to!
TTTTTTT"T Hold meeting 'ith other eole to diffuse the
negative situation
EEEEEEEE%rovide e)amples of critical incidents by that
employee
EEEEEEEE,c*nowledge personal biases with the employee
EEEEEEEEScold the employee on e)cuses for poor
performance

&hich of the follo'ing deicts today$s ma*or
%arrier to career advancement of the 'or.ing
ladies+
EEEEEEEE !op management is usually male oriented
EEEEEEEE0ac* of educational opportunities for women
EEEEEEEECommon perception that woman can never be a
better boss
TTTTTTT"T?ifficulty in %alancing the 'or. and family life

&hich of the follo'ing is art of a managerCs role
in the career develoment of an emloyee+
EEEEEEEECommunicating the mission6 policies and
procedures
EEEEEEEEUtilizing career development opportunities
TTTTTTT"TAarticiating in career develoment discussions
EEEEEEEE(stablishing goals and career plans

EEEEEEEECommunicating the mission6 policies and
procedures
EEEEEEEE%roviding timely performance feedbac*
EEEEEEEE%articipating in career development discussions
TTTTTTT"T7ee.ing out career information

&hich of the follo'ing term is used to reresent the
shift in *o% osition 'ithout any change in salary or
grade+
EEEEEEEE%romotion
TTTTTTT"TTransfer
EEEEEEEEemotion
EEEEEEEEResignation

#mloyee commitment had suffered a lot in recent
years due to 'hich of the follo'ing reasons+
TTTTTTT"T7tructural do'nsizing
EEEEEEEES*ill inade"uacy
EEEEEEEERational appraisals
EEEEEEEE+rganizational e)pansion

7hehzad laned to retire from his comany %ecause
he 'ould get a %etter ac.age after K0 years of
service1 Ho'ever( according to him 'ithout a *o% it
'ould %e difficult for him to send time so he may
consider other otions1 &hat do you suggest for
him+
EEEEEEEE()planation of social security benefits
EEEEEEEE%ursue career outside the company
EEEEEEEECounseling to utilize leisure time
TTTTTTT"T2ll of the given otions

Ho' organizations reare their emloyees for
retirement+
EEEEEEEE%rovide leisure time counseling
EEEEEEEESearch careers outside the company
EEEEEEEE()planation of social security benefits
TTTTTTT"TAsychological counseling to accet retirement

&hich of the follo'ing measures are ta.en to assess
the intensity of emloyeesC satisfaction and their
attitude to'ard the training rogram+
TTTTTTT"T>ontinuous feed%ac.
EEEEEEEE%rofitability rate
EEEEEEEE1ar*et share
EEEEEEEE%roductivity levels

&hich of the follo'ing is the greatest contri%utor
to'ards the success of an organization+
EEEEEEEE%revailed grapevine networ* of employees
TTTTTTT"T>onduct fre/uent trainings to emloyees
EEEEEEEESet goals to define the direction to pursue
EEEEEEEE'mplementation of the newest technology

&hich of the follo'ing test is used to measure a
candidate$s .no'ledge regarding *o% duties he4she
is suosed to erform in a articular *o% osition+
EEEEEEEE9or* *nowledge test
EEEEEEEE!rade *nowledge test
TTTTTTT"T-o% .no'ledge test
EEEEEEEE%osition *nowledge test

Reliability
ependability
" >onsistency
!rustworthiness

&hich of the follo'ing term is used as the indicator
of missing information %y the alicant 'hile
ma.ing selection decision+
" Red flag
Red alert
2igh alert
,larming situation

&hich of the follo'ing method is used to inform
emloyees a%out the comany$s *o% oenings+
Job publishing
" -o% declaration
Job posting
Job listing

Organizations started focusing on /uality(
roductivity and efficiency during!
1echanistic period
0egalistic period
+rganistic period
" 7trategic eriod

&hich of the follo'ing asect should %e considered
during tas. analysis( %efore conducting the training
in an organization+
" 8ndividuals 'ho re/uire training
Shortcomings in e)isting technology
'neffective feedbac* system of organization
,reas where training is re"uired

$?ue to lac. of .no'ledge among emloyees( they
are una%le to oerate the comuterized M87$(
'hich of the follo'ing addresses this ro%lem+
%rovision of new computers
" >onduct relevant training
Supply input devices
Supply output devices

The rocess %y 'hich eole ac/uire s.ills ,
a%ilities re/uired to erform *o%s at hand( is .no'n
as!
0earning
" Training
evelopment
5eed analysis

" Aanel intervie'
3roup interview
Stress interview

&hich of the follo'ing reresents the %asic goal of
the recruitment+
Communicate &ob opening positions clearly
,ttract ma)imum number of applicants
Self select out the candidates to save time and
money
" 2ttract the /ualified candidates , not the
un/ualified ones

&hich of the given solution served as the %est one
for reducing the ro%lem of central tendency in
erformance araisals+
" Ran. emloyees
!rain supervisors to avoid it

Rating a erson high or lo' on all items %ecause of
one characteristic during erformance araisal( is
.no'n as!
" Halo effect
Central tendency
Stereotyping
:iasness

Management %y o%*ectives EMBOF refers to an
araisal method( 'hich!
(valuates progress made toward the
accomplishment of measurable goals
" 2ssigning scale oints 'ith secific e@amles
of good or oor erformance
, log of positive and negative e)amples of a
subordinate<s wor*$related behavior
,ssigning predetermined percentages for
different performance categories

8f a erformance araisal focuses on an
emloyeeCs /uality and /uantity of 'o.( then the
erformance araisal is focused on measuring
000001
3eneric dimensions of performance
%erformance of actual duties
" #mloyee cometency
,chievement of ob&ectives

&hich of the follo'ing is <OT one of the guidelines
for effective goal setting+
,llocate specific goals
Set challenging but achievable goals
" 2ssign conse/uences for erformance
(ncourage employee participation

2ll of the follo'ing could %e the reasons of an
emloyee stress( #D>#AT!
Supervisor<s rude attitude
5o recognition of efforts
Job insecurity and safety
" Missing out the than.ing notes

Management has ointed out Mr1 Hasee% as a lo'
erformer , sho's their dissatisfaction 'ith his
erformance( Mr1 Hasee% had tried a lot to ut
more , more efforts %ut still una%le to satisfy the
management( after some time he started overloo.ed
the araisal reorts as he erceived that
management is ha%itual of criticizing the
emloyeesC erformance1 This reaction %y Hasee%
is resulted due to!
0ac* of trained raters
Unserious attitude towards appraisal
0ac* of proper feedbac*
" Management is %iased

" ;imited social contact
'ncreased social relationship

-o%s are identified , groued during 'hich of the
follo'ing managerial function+
%lanning
" Organizing
0eading
Controlling

3enerating organizational reports
1anaging resources effectively
" Retrieving timely information

HR87 rovides information that suorts
organizations in!
" ?esigning comensation ac.ages
0aunching new e"uipments
#orecasting financial budgets
,nticipating customers< trend

$-o% descrition$ rovides 'hich of the follo'ing
information+
9or*ing conditions prevailing in an
organization
" 7et of 972 re/uired to erform a *o%
0evel of e)perience mandatory for a particular &ob
'ndividual<s general attitude that affects the &ob
performance


&hat are the criteria that ma.e the leaders ,
managers similar to each other+
!here are some points by which leaders and managers
become similar to each others/
>/ :oth leader and manager interact and motivate their
subordinates/
F/ :oth leader and manager have power over their
subordinates/
G/ 0eaders wor* for achieving the desire strategic goals
while managers also wor* for getting their goals/
H/ :oth wor*s in organizations/ :oth are responsible
for their subordinates and people/


;eaders should %e selected %y the resective
follo'ers or must %e imosed %y the olicy ma.ers+
8n your oinion 'hich could %e the %etter otion+
#la%orate in detail %y e@laining the ros , cons of
%oth the situations1
0eaders are selected by the respective followers
because as we *now that best leaders are selected by
the people who want him/ !he good leader is that who
leads his followers/ So his people will follow him/ :ut
if a leader is selected by policy ma*ers6 may be this
leader will not be able to motivate and guide his
people/ :ecause there is no opinion ta*en from people
in selection of this leader/ 9e will ta*e a real e)ample
from today's life/
#or e)ample6 if we select a leader in elections on high
ma&ority6 we will be happy from that leader/ :ut if
some party has select a leader without the *nowledge
of people/ !hat will be not a good opinion/ ' thin* that
the first sentence will be correct in my view/

Iuestion <o! 5K E Mar.s! 10 F

2 'arehouse of a comany caught fire( a la%or
named 8fti.har had voluntarily too. stes to
e@tinguish the fire1 Bor this act of %ravery(
comanyCs management a'arded him 'ith the
Smedal of %raveryC1 8n the light of Maslo'Cs <eed
Theory( ho' 'ill you evaluate this re'ard offered
%y comany to areciate , .ee 8fti.har
motivated+
,ccording to 1aslow's 5eed !heory6 money can
motivate an employee/ :ut here the company awarded
1r ifti*har a 1edal/ So ifti*har will try to wor* more
hard for getting cash award to fulfill his lower needs/ 'f
for e)ample ifti*har gets money awards on his
performance6 he will try to fulfill his higher needs/ #or
this he will do some special wor* to inspire its
managers/
Iuestion <o! 5H E Mar.s! 10 F

Ho' can managers reinforce ositive %ehaviors
among their emloyees through non-monetary
incentive+ 7uort your ans'er %y roviding any
ractical e@amle of such ractices adoted in
various organizations1
'n organizations6 managers can motivate positive
behaviors among their employee through some non$
monetary incentives/ :y which all employees will be
neutrally wor* and motivated/
1anager should provide non$monetary rewards to
their employees/ #or e)ample6
(mployee must have a pleasant wor*ing environment6
so they will en&oy their wor* with good performance/
,lso their behavior will be positive/
!hey should be trained in a good way/
Social security is also a right of employees/ 1anagers
should provide disability insurance6 medical6 and
security for employees/
&hich of the follo'ing is a art of non-financial
comensation+
1onthly commission
(mployee autonomy
Stoc* option
1edical allowance

&hich of the follo'ing emloyee %enefits are
legally imosed on organizations+
Social security
Stoc* options
Care centers
#le)ible hours

Bac.ground and reference chec.s are made %y HR
deartment 'hile hiring emloyees to!
(valuate employee<s capability
1eet re"uirements of federal law
Chec* employee<s communication networ*
" >hec. authenticity of rovided information

Hamid immediately left the organization for
ersonal reasons during the office hours 'ithout
informing his manager1 Manager should ta.e notice
of it %ecause!
't is his responsibility to remain informed about
employees< problems
't is a disciplinary problem that re"uires
immediate action
't is about assigning 2amid<s wor* to some
other employee before leaving
" 8t is his resonsi%ility to .ee record of enter
, e@it of emloyees during office hours

S:nileverC comes under 'hich of the follo'ing
categories 'hile conducting its %usiness glo%ally+
omestic
'nternational
1ultinational
!ransnational

Mehmood( a Aa.istani national is 'or.ing in the
H7B>( Aa.istan %ranch of a >hina %ased
multinational %an.1 Mehmood is therefore %e
classified as a4an!
()patriate
2ome$country national

&hich grou of emloyees may also %e .no'n as
e@atriates+
%arent$country nationals
0ocal$country nationals

2m*ad is a Aa.istani %orn national 'ho is 'or.ing
in 7audi 2ra%ia as a HR manager for an 2merican
comany1 7o( 2m*ad is a4an!
()patriate
2ome$country national

2ssessing an emloyeeCs ro%a%le success in
handling a foreign transfer and the %est redictor
of future success is roved to %e!
Job competence
%ast international travel
0anguage s*ills
()traversion

2li often gets aggressive on minute things( the
counselor indicate his resonses as!
Short$term physical symptom of stress
0ong$term physical symptom of stress
:ehavioral symptom of stress
'nternal symptom of stress

The G factors used %y Hertz%erg in ST'o factor
theoryC are!
()pectancy & relatedness
2ygiene & motivators
%eople P & people I
Self$esteem & security

Organizational guarantee a%out the *o% security is
a functional form of!
Statutory law
Contractual law
%ublic policy
1anagement rights

Occuational health , safety refers to 'hich of the
follo'ing dimensions of a 'or.force that result
from the 'or. environment rovided %y the
organization+
%hysical & physiological
%hysiological & 1ycological
Chronological & psychological
" Ahysiological , sychological

&hich one of the follo'ing is <OT included in the
content of $#mloyee Hand%oo.$+
#ringe benefits
Safety procedures
" Binancial statements
Job duties

The hysical or sychological condition induced in
'or.ers %y over'or. or overe@osure to stress in
the 'or.lace( is .no'n as!
()haustion
Burnout
Collapse
#atigue

The la%or union of $72G2 Trading Avt ;td$ is
demanding comany to %uy resources from their
settled lace1 >omany didnCt %other a%out raising
such issue %y the union( as the issue comes under!
0abor issues
1andatory issues
%ermissive issues
%rohibited issues

is %ad and should %e avoided)+
:ehavioral view
!raditional =iew
2uman Relations =iew
'nteractionist =iew

2ctivities that eole erform to ac/uire and
enhance their o'er , other resources( to o%tain
their referred outcomes( are reresented as!
,uthorities
'nfluences
%olitics
%rinciples

2sif has unished his su%ordinate for the reason
that he had refused to dro 2sif$s children at
school1 &hat tye of o'er 2sif racticed over his
su%ordinate+
Referent power
Social power
" Aersonal o'er
Charismatic power

2 o'er %ase that deends on fear comes under
'hich of the follo'ing category of o'er+
Reward power
Coercive power
Referent power
0egitimate power

Bor 'hich of the follo'ing reason( organizations
consider emloyee %enefits imortant+
!o attract new blood in the organizations
!o retain the valuable employees
!o create good reputation in the mar*et

&hich of the follo'ing ay category deicts the
increase in salary( the firm a'ards to an individual
emloyee %ased on his or her individual
erformance+
1erit pay
=ariable pay
" Aiece'or. ay
Job$based pay

Re'ards offered to individuals serving at the
managerial ositions on monthly %asis are termed
as!
Commission
" 7alary
9age
:onus

&hen an emloyeeCs erformance is so oor that a
'ritten 'arning is re/uired( that 'arning should!
'dentify the standards by which the employee is
&udged
Contain e)amples of employees who met the
standards
%rovide previous e)amples when employee met
the standards
:e sent to the employee in "uestion and to the
superior manager

&hich of the follo'ing methods of erformance
araisal includes evaluating erformance %y
assigning redetermined ercentages of rates into
erformance categories+
,lternation ran*ing
%aired comparison
#orced distribution
3raphic ran*ing scale

&hich of the follo'ing is MO7T essential for
sustaina%le erformance of an emloyee+
Clearly defined &ob description
Career development opportunities
Commitment from top management
#eedbac* in term of appropriate rewards

procedures
%roviding timely performance feedbac*
%articipating in career development discussions
See*ing out career information

&hich of the follo'ing lays a role in assessing
interests( see.ing out career information and
utilizing develoment oortunities in career
develoment+
'ndividual
1anager
Supervisor
Company

#mloyee commitment had suffered a lot in recent
years due to 'hich of the follo'ing reasons+
Structural downsizing
S*ill inade"uacy
Rational appraisals
+rganizational e)pansion

Ho' organizations reare their emloyees for
retirement+
%rovide leisure time counseling
()planation of social security benefits
%sychological counseling to accept retirement

&hich of the follo'ing hase includes the content
develoment of training rogram+
!raining evaluation
!raining design
!raining need analysis
efining training ob&ectives

&ho is resonsi%le for hiring the 'rong erson for
the articular *o%+
" HR manager
Regional manager
Regional head
C(+

&hich of the follo'ing strategy is said to %e more
effective to motivate contingent 'or.ers+
#acilitate with &ob security
1a*e &obs more appealing
evelop interest through &ob rotation
%rovide challenging pro&ects

The inner drive that directs a ersonCs %ehavior
to'ards goal attainment is .no'n as!
,ttitude
%erformance
1otivation
5eed

'n$bas*et techni"ue
Role playing
Case study

2hmed( the suervisor of the manufacturing
deartment( is in the rocess of evaluating his
staffCs erformance1 He has determined that 15U
of the grou 'ill %e identified as high erformers(
G0U as a%ove average erformers( K0U as average
erformers( G0U as %elo' average erformers( and
15U as oor erformers1 He is using a 00000
method1
3raphic rating scale
Constant sum ran*ing scale
#orced distribution
,lternation ran*ing

2ccording to 'hich of the follo'ing method( each
*o% is assigned to a articular grade4category
deending on the tye of *o%s( the organizations
re/uired+
Ran*ing method
Classification method
#actor comparison method
%oint factor method

Management has ointed out Mr1 Hasee% as a lo'
erformer , sho's their dissatisfaction 'ith his
erformance( Mr1 Hasee% had tried a lot to ut
more , more efforts %ut still una%le to satisfy the
management( after some time he started overloo.ed
the araisal reorts as he erceived that
management is ha%itual of criticizing the
emloyeesC erformance1 This reaction %y Hasee%
is resulted due to!
0ac* of trained raters
Unserious attitude towards appraisal
0ac* of proper feedbac*
1anagement is biased

Iuestion <o! KJ -

HR generalist is involved in!
%erforming all or few Lmore than oneM 2R
functions
%erforming a single focused 2R function
%roviding orientation to employees only
esigning special compensation pac*ages for
female employees

Managers 'ho are indulged in esta%lishing olicies
, rocedures are fall under 'hich category+
Staff
0ine
#unctional
+perational

8n Ha'thorne studies 'hich decisive factor 'as
used in the variation of the 'or.ersC erformance+
Safety measures
2ealth condition
0ight variation
Salary bonuses

&hich of the follo'ing term defined Management
7ciences ?eartment of the =irtual :niversity
E=:F+
System
Subsystem
" Board
,rrangement

7trategic managers are resonsi%le for overall!
%roduction
%lanning
Controling
Changes

&hich of the follo'ing terms correctly reresents
different tyes of managers+
!actical6 operational6 functional
!actical/ operational6 strategic
()ecutive6 C(+6 director
imensional6 functional6 strategic

2ccording to 'hich act( ay discrimination on the
%asis of gender for same osition , erformance is
rohi%ited+
Civil rights
("ual pay
9or*er compensation
,ge discrimination

&hich of the follo'ing Management
functions are alica%le '1r1t HRM+
%lanning6 organizing6 leading & controlling
%lanning & organizing only
0eading & controlling only
5one of the management functions applied

&hile develoing la's( management should %e a%le
to!
'mplement laws by force
1odify as per re"uirement
efend their decisions
(asily convey among employees

The secific means used to attract otential
candidates is refered as!
Selection
Recruitment
2R planning
Staffing

!rade unions

Matching *o% descrition 'ith the individualCs
/ualification( is one of the imortant asects of!
:1S Lata :ase 1anagement SystemM
'S L'nformation SystemM
1'S L1anagement 'nformation SystemM
2R'S L2uman Resource 'nformation SystemM


Aarveez 'as as.ed for the e@lanation of his
fre/uent leaves in a month1 The *ustification he
made 'as his illness %ut he 'as una%le to rovide
any medical rescrition to rove his illness1 ?oes
management accet his e@cuse+ -ustify1


&hat are the advantages and disadvantages of
using home country nationals in international
assignments+

Iuestion <o! 5K E Mar.s! 10 F

&hat are the different dimensions of stress+ ;ist ,
discuss them in detail1
1M ,ppraisal of a wor*er<s performance can be
described as-

aM %lanning ,ctivity
bM +rganizing ,ctivity
cF >ontrolling 2ctivity
dM 0eading ,ctivity

GF 2awthorne studies depict the effects of wor*
environment on-

aF Human Behavior
bM 2uman %erformance
cM 2uman Satisfaction
dM ,ll the given options

KF %rocess of wor*ing with different resources to
accomplish organizational goals is *nown as-
aM Strategic management
bM 2uman Resource management
cF Management
dM !eam wor*

HF !he concept of how a person behaves in a group
can be attributed to-

aM !hermodynamics
%F Grou ?ynamics
cM 1:+ L1anagement by ob&ectivesM
dM 3roup :ehavior

5F !he study of +rganizational :ehavior is closely
related to-

aM 2uman %sychology
bM 2uman :ehavior in general
cF Human Behavior at 'or.
dM 2uman$1achine 'nteraction

MF (ssential component of an organization is-

aM !eam
%F 7tructure
cM 'ndividual

NF !he whole is greater than the sum of its parts is
*nown as-

aM (fficiency
bM (ffectiveness
cM %roductivity
dF 7ynergy

OF =irtual teams can contribute to better
coordination among the team members because-

aF Technology %rings them together on a forum1
bM !eam members meet physically with each other
cM !eam members share views among themselves
via communication lin*s/
dM !eam members have the real time environment
for interaction/

JF Setting standards should be left to the employee
rather than organization leads to self controlling
because-

aM 't follows the management by ob&ective
approach/
bM 't increases the productivity of the wor*er
cM 't increases the confidence of wor*ers
dF &or.ers come u to the high standard since
they have no ressure from his sueriors1

10F 9hich one is not basic component of +:
L+rganizational :ehaviorM 1odelD

aM +rganization
bM 3roup
cF Team
dM 'ndividual

Organizations started giving more focus on the
/uality of 'or. life EI&;F during!
>?@A$BA
>?BA$CA
>?CA$?A
>??A$FAAA
&hich of the follo'ing is MO7T imortant to
manage 'or.force diversity+
aM 0ower cohesiveness
bM Support group
cF To-level commitment
dM Resistance to change
Aerformance measures include all of the follo'ing(
#D>#AT!
aM 'ndividual<s productivity
bM !eam's productivity
cM epartmental productivity
dF Mar.et roductivity
&hile conducting *o% analysis the $O%servation
Method$ is useful 'hen!
aM Job re"uires more intellectual s*ills to
complete
bM Job is repetitive in nature
cM Job is mar*et oriented and re"uires more
data
dF -o% consists of hysical activity li.e
machine oerations
Bor the selection of ilot( A82Cs management too.
the 'ritten test %ased on the understanding ,
alication of aeronautical engineering6 under
'hich category this test 'ill fall+
aM Reliable test
%F >ontent-valid test
cM Criterion$valid test
dM #ace$valid test
The communication flo'ing from su%ordinates to
sueriors( is .no'n as!
aM iagonal communication
bM 2orizontal communication
cF :'ard communication
dM ownward communication
;eadershi is a 00000000000 not a 000000000000001
aM %ositionN process
bM SystemN phase
cF Arocess6 osition
dM %haseN system
Re'ards that emloyees receive as a result of their
emloyment and osition rather than erformance
in the organization are refered to!
aM =ariable pay
bM :enefits
cF 7alary
dM :onuses
&hich of the follo'ing term is used for choosing
the individual that is %est suited to a articular
osition and to the organization from a grou of
otential alicants+
aM Recruitment
%F 7election
cM Staffing
dM (nrollment
Iuestion V 11 of G0 E 7tart time! 11!1O!G0 AM F
Total Mar.s! 1
&hich of the follo'ing is <OT one of the methods
of recruiting outside candidates+
7elect correct otion!
aM Job advertisements
%F -o% ostings
cM (mployment agencies
dM ()ecutive recruiters
#mloyeeCs ina%ility to comlete the assigned tas.s
'ithin the deadline may leads to!
aM ecline in his salary only
bM 'ncreased wor* burden
cM (mployee demotion only
dF ?iscilinary action against him
The inner drive that directs a ersonCs %ehavior
to'ards goal attainment is .no'n as!
aM %erformance
%F Motivation
cM 5eed
dM ,ttitude
&hich erformance araisal techni/ue lists traits
and a range of erformance+
aM ,lternation ran*ing
%F Grahic rating scale
cM 1anagement :y +b&ective
dM %aired comparison
The cognitive comonent consists of a ersonCs!
aM (motions
%F 9no'ledge
cM ,ttitude
dM #eelings
&hich of the follo'ing criteria is said to %e
essential for an effective communication+
aM Sender and receiver are using the same
codeYlanguage
bM ,t least two people are involved &
willing to communicate
cM , channel to communicate should be
present
dF 2ll of the given otions
#mloyees /uit the organizations at their o'n
choice through
aM +utplacement6 restructuring
bM ischarging6 layoff
cM !ransfer6 demotion
dF Resigning( retirement
The suervisor .ees a log of ositive and negative
e@amles of a su%ordinateCs 'or.-related %ehavior
in!
aM 1anagement :y +b&ective
bM Comparison method
cM (ssay method
dF >ritical incident
HR87 hels managers to erform
00000000000000000000000 more effectively ,
systematically1
aM 1anagement functions
bM Controlling functions
cM %lanning functions
dF HR functions
8n 'hich of the follo'ing area organizations are
legally %ound to maintain consistency in HR
olicies+
aM Compensation system
bM !raining & development
cM Safety measures
dF <one of the given otions
$$ 2R$related guidelines for building effective self$
directed teams include-
a/ designating a strong leader as manager of the team/
b/ eliminating cross training so that wor*ers can
concentrate on their &obs/
c/ roviding e@tensive training so that team
mem%ers have the s.ills needed to do their *o%s1
d/ assigning employees who disli*e teams to wor*
together as a team to overcome their resistance
information+
,ffective component
>ognitive comonent
+b&ective component
9or*force
7ta.eholders
Customers
Stoc*holders

ste+W
?esigning the contents of training to %e
delivered
not

The screening used to reduce a%senteeism on the
%asis of medical ro%lems and to esta%lish a
%aseline for future health insurance claims( is!
Ahysical e@amination
%ersonality test
%olygraph test
Substance abuse

is suosed to erform in a articular *o%
osition+
9or* *nowledge test
!rade *nowledge test
-o% .no'ledge test
%osition *nowledge test

>urriculum vitae
(ducational record
Career goal

&ho is monitoring the tas.+
9hat tas* has doneD
2ow tas* has doneD
$Bair emloyment legislation$ is alica%le to
'hich of the follo'ing+
3rapevine networ*

$>areer counseling$ is art of 'hich of the
follo'ing functions of HRM+
Training , develoment
The emigration of trained and talented individuals
to other nations mostly due to lac. of oortunities
is .no'n as!
Job insecurity
+utsourcing
9or*force diversity
" Brain drain
00000000 refers to a set of e@ected %ehavior
atterns attri%uted to someone 'ho occuies a
given osition in a social unit1

5orm
%erception
Role
Stereotyping

&hich of the follo'ing s.ills are re/uired most %y
the To-level managers+
!echnical s*ills
'nterpersonal s*ills
>oncetual s.ills
,ll of the given options
&hich of the follo'ing involves channeling the
%ehavior of all ersonnel to accomlish the
organization$s mission and o%*ectives 'hile
simultaneously heling them accomlish their o'n
career o%*ectives+
%lanning
+rganizing
;eading
Controlling
&hich of the follo'ing stage of training module
identifies the mediums of training+
?esigning hase of training
!raining 5eed ,nalysis
etermining training ob&ectives
!raining evaluation
Arevious comany records , customer
satisfaction surveys may serve as a source for!
organization
training
employees
evaluation

" %rovision of new computers

agencies
7creen the ool of aroriate alicants
,ttract a large number of applicants
;a%or mar.et
(mployment mar*et
(mployee mar*et
Job mar*et
:fone( aointed Mr1 2li *ust to develo training
modules for its emloyees1 8n such a case Mr1 2li is
said to %e a4an!
2R e)ecutive
2R generalist
HR secialist
HR managers 'ho are close , ans'era%le to to
management4>#O( and erform one or more HR
functions are titled as6
2R specialists
#unctional managers
2R generalists
HR e@ecutives
:nilever is serving all around the 'orld 'ith its
diversified roducts( it is said to %e racticing!
!echnological advancements
Rapid changes
Sta*eholders' management
" Business glo%alization

'nterpersonal role
'nformational role
Supportive role
?ecisional role
Good *udgment( creativity( and the a%ility to see
the %ig icture are the a%ilities of managers having!
!echnical s*ills
" >oncetual s.ills
%ractical s*ills
9no'ledge , roficiency
Resources are allocated , assigned 'hile!
Alanning , Organizing
0eading & Controlling
+rganizing & Controlling
Controlling & %lanning
)effectiveness)+
,chieve most output with less time
%re&udice
" 7tereotye
'ntroversion
()troversion
2 secial form of recruitment that involves lacing
a student in a temorary *o% 'ith no o%ligation
either %y the comany to hire the student
ermanently or %y the student to accet a
ermanent osition 'ith the firm follo'ing
graduation( is .no'n as!
Cooperative wor*
Student placement
" 8nternshi rogram
Student leasing
rohi%ited+
Civil rights
#/ual ay
9or*er compensation
,ge discrimination
&hich of the follo'ing had gained imortance
during 1JN0s to save the organizations from courts+
!rade unions
<one of the given otions
HR deartment %ecame the main force %ehind
all changes during!
Mechanistic eriod
Catalytic period
+rganistic period
Strategic period
Bor 'hich of the follo'ing emloyees$
articiation lays a vital role+
(nhance goals' comple)ity
evelop tools for measurable goals
Redefine goals fre"uently
#nsure goals attainment
HR deartment maintains 000000000000000
records1
" #mloyee
Sales
%roduction
'nventory
By retrieving re/uired information timely(
organizations are in the osition to!
!a*e critical decisions
Support organizational activities
#acilitate organizational people
8mlement strategies more efficiently

" -o% analysis
Job description
Job specification
Job evaluation

&hich of the follo'ing condition stimulates the
need of -o% analysis 'ithin an organization+
Creation of 5ew &obs
%rior to &ob specification
9hile modifying e)isting &obs

The set of tas.s , duties assigned to a articular
erson is said to %e his4her!
%osition
" ?uty
Responsibility
9or*

8n order to ensure %etter comensation , salary
ac.ages for emloyees( organization should
develo!
Job description
Job specification
Job evaluation
0abor union
Competitor's threat
Organizational structure
%ressure group
Qour comany is going to launch a ne' roduct1
Bor this urose you have formed a team 'ithin an
organization1 The erformance of team is
decreasing day %y day1
11 7tate reasons 'hy team is not erforming
'ell+
G1 &hat stes you should ta.e to resolve this
ro%lem+
F

the imact of!
" #mloyees$ %ehavior in an organization

&hich of the follo'ing term is used to identify(
)'hat the *o% holder does)+ )ho' it is done)+ ,
)'hy it is done)+
Job specification
Job evaluation
" -o% descrition
Job title

&hich of the follo'ing term is used to identify the
hysical , mental s.ills( re/uired to erform %y an
individual 'ithin a articular osition in an
organization+
Job title
Job specification
" -o% descrition
Job evaluation


" Job analysis
Job specification
-o% 'orth
Job description

000000000000000 is the main source of
innovations1

Upgraded technology
Human mind

" 2ttract the *o% alicants for the articular
ost
re"uirements


%re&udice
7tereotye
'ntroversion
()troversion

Terms )8nterersonal s.ills) and )Human s.ills)
are used for!
!wo different s*ills

ifferent managerial s*ills

+perational s*ills

7ame managerial s.ills





termed as!
!as*
%eople
Structure
" Technology

installed machine+

7taff
#unctional
" 0ine
'mplied

&hich one of the follo'ing is <OT the %enefit of
ma.ing teams+

" #very mem%er is mutually accounta%le
'ithin a team
!eams enable organizations to better utilize
employees' talents
!eams create trust and a collaborative culture
!eams always perform better than individuals
in all situations

" 8ncreased social relationshi

&hich of the follo'ing functions of HRM deals
'ith $>ollective Bargaining$+
Staffing
#orcasting
(mployee$assistance management
" #mloyee-relations management

1aintain the balance of labor supply and
demand
?ecrease the la%or suly than demand
evastate the balance of labor supply and
demand


2ereditary testing
" Gene testing
'nstinct testing
3enetic testing

'n$bas*et techni"ue
Role laying
" 'nterview simulations
Case study

%anel interview
" Grou intervie'
Stress interview

$Material 'astage has increased to greater e@tent
due to using outdated machinery$1 This issue can %e
resolved %y!
!rain machine operators regarding its
operations
" Relacing the e@isting machinery 'ith the
ne' one
Using new raw material in production
5o action is re"uired as it is not a noticeable
issue

organization
training
employees
evaluation

Iuestion <o! G1 -

#valuation of training rogram is conducted!
,t the initial stage while design a training
%rior to need assessment phase
%arallel to design a training content
" 2t the last stage of training

HR managers lay vital role in!

Setting production targets
Bormulating strategies
%ublishing financial statements
%reparing reports for shareholders

&hich of the follo'ing are the grous of social
nature that are formed around friendshi and
common interests+
#ormal
Structured
8nformal
Unstructured

8nitially the ersonnel deartment 'as only
involved in!
Recruitment & selection
" 7cheduling vacations

functions of HRM+

of the follo'ing+
3rapevine networ*

&hich one of the follo'ing is <OT included in
$Training and ?eveloment$+
+rientation
Career development
(mployee education
" Recruitment

-amal #nterrises$ to management refused to
consider its female mar.eting manager for the ost
of =ice Aresident1 This action of the comany is
reresenting 'hich of the follo'ing+
" 3ender discrimination
0egal consideration
Glass ceiling effect

The rocess of discovering otential candidates for
actual or anticiated organizational vacancies is
.no'n as!
2R planning
Job analysis
Recruitment
" 7election

The hiring rocess comrises 'hich of the follo'ing
stes+
Selection6 Recruitment & performance
appraisals
Recruitment( 7election , 7ocialization
Selection6 +rientation & evelopment
Job analysis6 Selection & !raining

&hich of the follo'ing defines the rocess of
$Recruitment$+
#orecasting the demand of human resources
#orecasting the supply of human resources
?iscovering otential *o% candidates for a
articular osition
1a*ing a 7hire8 or 7no hire8 decisions

The num%er of eole hired for a articular *o%
comared to the num%er of individuals in the
alicant ool is often e@ressed as!
,pplication ratio
Recruitment ratio
7election ratio
(mployment ratio

Relia%ility
ependability
Consistency
!rustworthiness


%ersonality test
%sychomotor abilities test

Iuestion <o! K5 -

(mployee benefits
" Organizational olitics

future needs+
0earning
Training
evelopment
5eed analysis

9or*force
" 7ta.eholders
Customers
Stoc*holders

" Rightsizing
,ffirmative action
ownsizing
iscrimination

37elf-motivated , result oriented individuals 'ith
sound .no'ledge of com%ined cycle gas tur%ine
o'er lant oerations and ractical e@erience of
mechanical( electrical and 8,> maintenance of
lant15
of the given term+
Job analysis
-o% descrition
" Job specification
Job evaluation

)effectiveness)+

,chieve most output in less time


Ho' hesitation among ne'ly hired emloyees can
%e eliminated through socialization 'ithin an
organization+
" Rightsizing
,ffirmative action
ownsizing
iscrimination

information+
,ffective component
" >ognitive comonent
+b&ective component

9or*force
" 7ta.eholders
Customers
Stoc*holders

ste+W
" #valuating the training rogram
esigning the contents of training to be delivered
'dentifying whether the training is re"uired or not

%hysical e)amination
%hysical e)amination
%ersonality test
%olygraph test
Substance abuse

is suosed to erform in a articular *o% osition+
9or* *nowledge test
!rade *nowledge test
" -o% .no'ledge test
%osition *nowledge test

" >urriculum vitae
(ducational record
Career goal

" &ho is monitoring the tas.+
9hat tas* has doneD
2ow tas* has doneD

of the follo'ing+
" Alanning , selection
3rapevine networ*

functions of HRM+

The emigration of trained and talented individuals
to other nations mostly due to lac. of oortunities
is .no'n as!
Job insecurity
+utsourcing
9or*force diversity
" Brain drain

00000000 refers to a set of e@ected %ehavior
atterns attri%uted to someone 'ho occuies a
given osition in a social unit1
5orm
%erception
" Role
Stereotyping

!echnical s*ills
" >oncetual s.ills

&hich of the follo'ing involves channeling the
%ehavior of all ersonnel to accomlish the
organization$s mission and o%*ectives 'hile
simultaneously heling them accomlish their o'n
career o%*ectives+
%lanning
+rganizing
" ;eading
Controlling

&hich of the follo'ing stage of training module
identifies the mediums of training+
" ?esigning hase of training
!raining 5eed ,nalysis
etermining training ob&ectives
!raining evaluation

Cultivating learning culture within the organization
" ?etermining deficiencies that re/uire training
employees
'dentifying training outcomes through evaluation

%rovision of new computers

agencies
" 7creen the ool of aroriate alicants
,ttract a large number of applicants

" ;a%or mar.et
(mployment mar*et
(mployee mar*et
Job mar*et

:fone( aointed Mr1 2li *ust to develo training
modules for its emloyees1 8n such a case Mr1 2li is
said to %e a4an!
2R e)ecutive
2R generalist
" HR secialist

HR managers 'ho are close , ans'era%le to to
management4>#O( and erform one or more HR
functions are titled as6
2R specialists
#unctional managers
2R generalists
" HR e@ecutives

:nilever is serving all around the 'orld 'ith its
diversified roducts( it is said to %e racticing!
!echnological advancements
Rapid changes
Sta*eholders' management
" Business glo%alization

'nterpersonal role
'nformational role
Supportive role
" ?ecisional role

Good *udgment( creativity( and the a%ility to see the
%ig icture are the a%ilities of managers having!
!echnical s*ills
" >oncetual s.ills
%ractical s*ills


Resources are allocated , assigned 'hile!
" Alanning , Organizing
0eading & Controlling
+rganizing & Controlling
Controlling & %lanning

)effectiveness)+
,chieve most output with less time

%re&udice
" 7tereotye
'ntroversion
()troversion

Cooperative wor*
Student placement
" 8nternshi rogram
Student leasing

rohi%ited+
Civil rights
" #/ual ay
9or*er compensation
,ge discrimination

&hich of the follo'ing had gained imortance
during 1JN0s to save the organizations from courts+
!rade unions
" <one of the given otions

HR deartment %ecame the main force %ehind all
changes during!
" Mechanistic eriod
Catalytic period
+rganistic period
Strategic period

Bor 'hich of the follo'ing emloyees$ articiation
lays a vital role+
(nsure goals attainment
(nhance goals' comple)ity
evelop tools for measurable goals
Redefine goals fre"uently
(nsure goals attainment

HR deartment maintains 000000 records1
" #mloyee
Sale
%roduction
'nventory

By retrieving re/uired information timely(
organizations are in the osition to!
'mplement strategies more efficiently
!a*e critical decisions
Support organizational activities
#acilitate organizational people
'mplement strategies more efficiently

" -o% analysis
Job description
Job specification
Job evaluation

&hich of the follo'ing condition stimulates the
need of -o% analysis 'ithin an organization+
Creation of 5ew &obs
%rior to &ob specification
9hile modifying e)isting &obs

The set of tas.s , duties assigned to a articular
erson is said to %e his4her!
%osition
" ?uty
Responsibility
9or*

8n order to ensure %etter comensation , salary
ac.ages for emloyees( organization should
develo!
Job description
Job specification
Job evaluation

0abor union
Competitor's threat
" Organizational structure
%ressure group


Qour comany is going to launch a ne' roduct1 Bor this urose
you have formed a team 'ithin an organization1 The erformance
of team is decreasing day %y day1
11 7tate reasons 'hy team is not erforming 'ell+
G1 &hat stes you should ta.e to resolve this ro%lem+
The re-arrangement of organizational structure ,
change in organizational culture is accomlished
during!
!as* analysis
+rganizational analysis
%erson analysis
Management analysis

ste+
?esigning the contents of training to %e
delivered
not

Organization( 'here emloyees are rovided 'ith
the oortunity to learn on continuous %asis is
.no'n as!
#ormal
'nformal
:ureaucratic
;earning

&hich of the follo'ing statement defines
$7ocialization$+
The formation of an attachment %ond
%et'een an infant and its career
!he tendency of social theorists to e)plain
everything in terms of social causes
!he process of becoming part of a society by
learning its norms and values
!he historical process by which societies
change from traditional to modern ones

Ahysical e@amination
%ersonality test
%olygraph test
Substance abuse

8n order to aoint a lecturer for management( the
senior faculty as.ed Mr1 2li to deliver a samle
lecture to one of the MB2 %atch1 The evaluation
form is rovided to students to grade Mr1 2li as a
cometent teacher in terms of his communication ,
convincing a%ilities1 &hat tye of test is said to %e
conducted for the evaluation of Mr1 2li+
Reliable test
Content$valid test
#ace$valid test
>onstruct-valid test

&hat measure should %e needed to ensure effective
recruitment+
9ee ool of large size to get %est out of it
,ddress personnel needs of applicants
1eet economies of scale for an organization
Clearly understand organizational goals

&hich of the follo'ing identifies the minimum
acceta%le /ualification that the incum%ent must
ossess to erform a articular *o% successfully+
Job analysis
-o% secification
Job description
Job evaluation

7&OT 2nalysis is a tool for!
etermining the mission
ividing missions into goals
7canning the environment
1onitoring fre"uent performances

Aeole 'ithin a grou 'ho initiate the 'or.( give
ne' ideas and also collect information a%out the
tas.( are actually erforming!
'nformation collector roles
Tas. oriented roles
Relationship oriented roles
'ndividual roles

8ndividual$s %ehavior comrises of!
2eritage
%erception
(motions

&hich of the follo'ing term is used to study the
collective %ehavior of individuals 'ithin an
organization+
+rganizational culture
+rganizational norms
Organizational %ehavior
+rganizational rules

!echnical s*ills
>oncetual s.ills

&hich of the follo'ing deartment of an
organization erform the managerial function of
matching organizational needs 'ith the s.ills ,
a%ilities of the emloyees+
#inance department
%roduction department
Human Resource deartment

2 ractice used %y different comanies to reduce
costs %y transferring ortions of 'or. to outside
rovider rather than comleting it internally is
termed as!
%lanning
ecentralization
Restructuring
Outsourcing

&hich of the follo'ing asect should %e considered
during tas. analysis( %efore conducting the training
in an organization+
'ndividuals who re"uire training
Shortcomings in e)isting technology
'neffective feedbac* system of organization
2reas 'here training is re/uired

2s an HR manager you have collected and
revie'ed the informationWdata related to a
articular *o%( 'hile conducting the *o% analysis1
&hat 'ill %e your ne@t ste in this situation+
1aintaining and updating the &obs
'dentify ob&ectives of &ob analysis
'dentify the &ob to be analyzed
?raft *o% descrition , *o% secification

&hich of the follo'ing ste is MO7T imortant in
creating *o%-fit+
2n effective selection rocess
%romotion and transfer of e)isting employees
!raining of employees
Competitive compensation pac*ages

Mem%ers of an effective team should %e more!
()trovert
Homogeneous
'nfle)ible
'ntrovert

00000000 team allo's grous to meet 'ithout
concern for sace or time and ena%les organizations
to lin. 'or.ers together1
%rocess
Self$managed
=irtual
Cross$functional

8ncreased social relationshi

0000000000000 is an attri%ute of 'or. teams 'hich
results in a level of erformance that is greater than
the sum of the individual inuts1
7ynergy
(nthusiasm
(nergy
'nitiative

&hich is <OT a 'ea.ness of grou decision-
ma.ing+
3roup decisions are time$consuming
Grous enhance creativity through diverse
vie's
3roup members suffer from ambiguous
responsibilities
3roups can be dominated by one or a few
members

Managers 'ho are indulged in esta%lishing olicies
, rocedures are fall under 'hich category+
Staff
;ine
#unctional
+perational

and influenced %y it+
9or*force
7ta.eholders
Customers
Stoc*holders

&ho collects information from institutions ,
organizations outside their o'n( and facilitate the
organizational ersonnels 'ith that gathered
information+
1onitor
0iaison
?isseminator
#igurehead

Being a Bigurehead( manager has to erform 'hich
of the follo'ing role+
'nformational roles
ecisional roles
8nterersonal roles
Se"uential roles

Ho' many levels of management are in a
traditional organization+
J
K
C
H

The a%ility to thin. a%out a%stract , comle@
situations is refered to as!
1echanical s*ill
!echnical s*ill
'nterpersonal s*ill
>oncetual s.ill

>ontrolling is mandatory to!
0arge organizations
Small & medium enterprises
%rivate organizations

)Management) is concerned 'ith the
administration of!
2uman resource
#inancial resource
%hysical resource

Cooperative wor*
Student placement
8nternshi rogram
Student leasing

&hich of the follo'ing terminology descri%es the
legal legislation in 'hich *o% alicant should not
%e re*ected on the %asis of discriminatory
ractices+
,ffirmative action
0egal compliance
Stereotype

8f the 'or.force of an organization reresents true
roortion of the community sectors in all its *o%
classifications( it reresents the
000000000000000000000 of its affirmative action1
%erformance
3aps
#ffectiveness
iscrepancies

Trade unions

HR deartment %ecame the main force %ehind all
changes during!
1echanistic period
>atalytic eriod
+rganistic period
Strategic period

3enerating organizational reports
Managing resources effectively
Retrieving timely information


2chieva%le , /uality erformance standards can
%e set 'ith the hel of accurate!
" -o% analysis
Job description
Job specification
Job evaluation

the imact of!
#mloyees$ %ehavior in an organization

&hich of the follo'ing is the main focus of
Organizational Behavior+
Society
Stoc*holders
Aeole at 'or.
Union

#@lain the follo'ing terms!
Aersonality
Aercetion
2ttitude
=alues
#thics
2<7&#R!
A#R7O<2;8TQ! %ersonality is a combination of
psychological traits that describes a person/
A#R>#AT8O<- %erception is the mental process to
pay attention selectively to some stimuli in the
environment/
2TT8T:?#- ,ttitude comprises of feelings6 beliefs
and behaviors/
=2;:#7- =alues are the basic conviction about what
is right and wrong/
#TH8>7- (thics are the rules and principles that tell
what is right and wrong/
to integrate the person into the informal organization/
2R1 department can conduct the orientation in order
to socialize
the newly hired employees with the wor*ing
environment of the organization/ 2R1 plays
a ma&or role in new employee orientation$the role of
coordination6 which ensures that the
appropriate components are in place/ 'n addition 2R1
also serves as a participant in
program/ ,s &ob offers are made and accepted6 2R1
should instruct the new employee
when to report to wor*/ 2owever6 before the employee
formally arrives6 2R1 must be
prepared to handle some of the more routine needs of
these individuals/
!he basic +: model suggests study of organization at
all of the following levels e)cept
organization
groups
individuals
shareholders
!a*ing action in anticipation of environmental changes
called
corrective action
proactive response
reactive response
none of the given options
!he systematic e)ploration of activities within a &ob is
called
&ob analysis
&ob design
&ob description
&ob specification
,ll of the individuals and groups that are directly or
indirectly affected by an organization decisions are
itsOOOOOOO/
consumers
suppliers
sta*eholders
stoc* holders
#irms using OOOOOOOO ma*e an e)tra effort to hire and
promote those in protected groups/
ethical hiring practices
affirmative actions
diversity management
networ* groups
9hat can be a "uic*6 efficient way of gathering
information from a large number of employeesD
research
interview
observation
"uestionnaire
9hich basic function of management includes setting
standards such a sales "uotas and "uality standardsD
staffing
planning
controlling
organizing
%eriodic reductions in a company's wor* force to
improve its bottom line is often called
downsizing
decentralization-
outsourcing
restructuring
, group of employees who have &oined together for
the purpose of dealing collectively with their employer
is *nown as
shareholders
the labor force
competitors
union
9ho is in charge of accomplishing the organization<s
basic goalsD
2R e)ecutive
2R specialist
line manager
staff manager
;uestion 5o- >> L 1ar*s- J M
9hy do you thin* that Strategic 1anagers of a
company should consult 2R 1anager in planning
processD
;uestion 5o- >F L 1ar*s- J M
ifferentiate between 2R ()ecutives6 2R 3eneralists
and 2R Specialist/
;uestion 5o- >G L 1ar*s- J M
escribe how &ob analysis permeates all aspects of
2R1/
;uestion 5o- >H L 1ar*s- >A M
9hat is the difference between %ersonnel 1anagement
and 2uman Resource 1anagementD 2ow the concept
of today<s 2uman Resource 1anagement is evolvedD
,ll of the following are the basic principles or
conditions that facilitate learning e)cept-
%articipation
!raining
!ransference
#eedbac*
,ll of the individuals and groups that are directly or
indirectly affected by an organization<s decisions are
called-
Stoc* holders
Consumers
Suppliers
Sta*eholders
!he loss of intellectual property that results when
competitors lure away *ey employees is called-
:rain rain
2iring
#iring
:rainstorming
()ternal (nvironmental factors that affect a firm<s
human resources from outside the organization<s
boundaries are all e)cept-
(conomic conditions
0egal consideration
Society
Corporate Culture
ocument that provides information regarding the
tas*s6 duties and responsibilities of a &ob is called-
Job 'dentification/
Job Specification/
Job escription/
Job (valuation
, formal approach ta*en by an organization to help
people ac"uire the s*ills and e)periences needed to
perform current and future &obs is termed as-
Career planning
Career paths
ual career path
Career development
, process that significantly affects organizational
success by having managers and employees wor*
together to set e)pectations6 review results and reward
performance is-
%erformance 1anagement
%erformance appraisal
ecentralization
1:+
,pplying a valued conse"uence that increases the
li*elihood that the person will repeat the behavior that
led to it is termed as-
Self 1anagement
%ositive reinforcement
(mployee<s ,ssistance %rograms
,ppraisal system
1ethod in which Raters assign numerical values to
specific &ob components6 and the sum of these values
provides a "uantitative assessment of &ob<s relative
worth is *nown as-
%oint method
Classification method
Ran*ing method
%ositive reinforcement
9or* arrangement whereby employees are able to
remain at home6 or otherwise away from the office and
perform their wor* over telephone lines tied to a
computer called-
#le)time
Scanlon plan
!elecommuting
,utonomy
1anagers face following pressing issues that
complicate the challenges of motivating their
employees e)cept-
9or* force diversity
+rganizational restructuring
#ewer entry$level employees
Reinforcement
, system of retirement benefits that provides benefits
li*e disability insurance6 survivor<s benefits and most
recently6 1edicare is called-
9or*ers< retirement compensation
(mployees< pension
Social security
2ealth and security benefits
, formal6 systematic process that permits employees
to complain about matters affecting them and their
wor* is called-
3rievance procedure
:oycotts
,rbitration
,lderfer focuses on three needs-
%hysiological6 Safety and (go
()pectancy6 'nstrumentality and =alance
()istence6 Relatedness and 3rowth
,ffiliation6 %ower and ,chievement
(mployees see* to &oin a union because-
!hey are dissatisfied with aspects of their &ob/
#eel a lac* of power or influence with management
in terms of ma*ing changes/
,ll the given options
See unionization as a solution to their problems/
(ffective training can raise performance6 improve
morale6 and increase an organization's potential/
!rue #alse
emographic component consists of a person<s beliefs6
opinions6 *nowledge and information/
!rue #alse
1c3regor<s !heory$P states that under the right
circumstances6 employees would willingly contribute
their ingenuity and their talents for the benefits of the
organization/
!rue #alse
Job rotation involves moving employees to various
positions in organization in an effort to e)pand their
s*ills6 *nowledge and abilities/
!rue #alse
,utocratic leaders share the problem with subordinates
as a group/
!rue #alse
OOOOOOOOOOOare those firms that recognize the critical
importance of continuous performance$related training
and development and ta*e appropriate action/
OOOOOOOOOOO is a techni"ue for e)perimenting with a
real$world situation through a mathematical model
representing that situation/ , model is an abstraction
of the real world/
OOOOOOOOOOOO is an employee wor*ing in a firm who
is not a citizen of the country in which the firm is
located but is a citizen of the country in which the
organization is head"uartered/
OOOOOOOOOOOOOare activities that allow people in
organizations to achieve goals without going through
formal channels/
9hen the evaluator perceives one factor as being of
paramount importance and gives a good or bad overall
rating to an employee based on this factor is called
OOOOOOOOOOOOOO/
2ow is coaching related to leadershipD
9hat is the impact of globalization on 2R1 regarding
personal s*ills of employeesD
escribe the role of 2R department in (mployee
Safety and 2ealth %rograms/
2ow can we use appraisal as a motivational toolD
9hen is the whistle$blowing &ustified outside the
organizationD
2ow could we use &ob descriptions to drive our
recruitingD
9hat are the pros and cons of switching to lump$sum
payments as compensation instead of base$pay
increasesD
estion1: Which of the following personality
characteristics are associated with people who
are likely to exhibit violent behavior on the job?
A: Neurotic
B: Optimistic
C: xtraverted
!: "ype #
$%estion&: Which of these s%ggestions is an
effective way to deal with stress?
#: 'editation
B: xercise
C: "alking with others
D: All of the given options
$%estion(: )n most large facilities* who is
responsible for red%cing %nsafe working
conditions and red%cing %nsafe acts by
employees?
#: Chief exec%tive officer
B: Chief safety officer
C: Occ%pational safety and health officer
!: Chief operations officer
$%estion:+ Who disting%ished between
intrinsic motivation and extrinsic motivation?
#: ,rederick "aylor
B: ,rederick -er.berg
C: !avid 'cClelland
D: Edward Deci
$%estion/: Which of the following is
categori.ed as an indirect payment portion of
employee compensation?
#: Wages
B: 0alaries
C: Employer-paid insurance
!: Commissions
$%estion1: 0tress can affect not only yo%r
health* b%t also other aspects of yo%r life2 What
else can be affected by stress?
#: ,amily relationships
B: Work performance
C: 3o%r attention to safety
$%estion4: 5nemployment benefits are
typically abo%t 6666666666 percent of a person7s
earnings and last for66666666662
A: 50 !" wee#s
B: 4/8 1 year
C: 1998 & years
!: &/8 + weeks
$%estion:: 5nsafe acts can be red%ced
thro%gh all of the following methods except:
A: $o% rotation
B: 0creening
C: "raining
!: )ncentive programs
$%estion;: Which of these is the most
common type of retirement plan?
A: Defined %enefit
B: <)0#
C: !efined contrib%tion
!: 'oney p%rchase plan
tion19: Which one of the following statements is
correct in relation to monetary rewards in
accordance with -er.berg=s "wo>,actor theory?
#: ?ay increases are a powerf%l long>term
motivator
B: &nade'uate monetary rewards are a
powerful dissatisfier
C: 'onetary rewards are more important
than non>monetary rewards
!: ?ay can never be %sed as a motivator
$%estion11: Which pattern of comm%nication is
the @%ickest way to send a message?
#: "he circle
B: "he chain
C: "he 3
D: (he wheel
$%estion1&: Chronic stress is the stress that
wears at people day after day2 Which of these is
an example of chronic stress?
#: #n %nhappy marriage
B: Ongoing money problems
C: !issatisfaction with a job
$%estion1(: "he relative position of an
organi.ation7s pay incentives compared to other
companies in the same ind%stry is known as:
#: ?ay str%ct%re
B: ?ay appraisal
C: )ay level
!: ?ay feedback
$%estion1+: ?oor @%ality lateral comm%nication
will res%lt in which of the following?
#: Aack of direction
B: *ac# of coordination
C: Aack of delegation
!: Aack of control
$%estion1/: 1Which of the following is a health
ha.ard in the work place?
#: 5ncollected waste paper
B: -eavy object
C: ,rayed crypt
$%estion11: 'anagers can motivate people to
avoid performing dysf%nctional behaviors by
%sing: )2 xtinction2 ))2 ?%nishment2 )))2 Begative
reinforcement2
#: )* ))* )))
B: ) and )))
C: )) and )))
D: & and &&
$%estion14: Workers7 compensation benefits
fall into all of these major categories except:
#: 'edical care
B: +etirement %enefits
C: !isability income
!: !eath benefits
$%estion1:: xpectancy theory foc%ses on the
relationships between which three factors?
#: Beeds* effort and persistence
B: Beeds* performance and inp%ts
C: )np%ts* performance and o%tcomes
D: Needs, performance and outcomes
$%estion1;: # hori.ontal extension of the object
to increase task variety is called:
#: Cob eval%ation
B: Cob enrichment
C: $o% enlargement
!: Cob rotation
%estion&9: Comm%nication between two
members of a project team from different f%nction*
b%t the same level of a%thority is 66666666
comm%nication2
#: 5? ward
B: !ownward
C: *ateral
!: !iagonal
$%estion&1: 'cClelland believes the needs for
666666666666666666666 are most important2
#: expectancy* instr%mentality* and valance
B: existence* relatedness* and growth
C: positive reinforcement* negative
reinforcement* and p%nishment
D: affiliation, power, and achievement
$%estion&&: 66666666666are programs
designed to help employees whose job
performance is s%ffering beca%se of physical*
mental* or emotional problems2
A: Employee Assistance )rograms
B: Wellness ?rograms
C: 0afety ?rograms
!: 'anaged health
$%estion&(: "he (19 degree appraisal
#: works best in large organi.ations2
B: provides feed%ac# from a verity of
individuals2
C: aids in developing competitive
intelligence2
!: diminishes the effect of development in
the appraisal process2
$%estion&+: ,ollowing are the phases of the
'otivational ?rocess except
#: Beed )dentification
B: 0electing Doals
C: E-tinction
!: Conse@%ences of performance
<ewardEp%nishments
$%estion&/: ?lacing a dollar val%e on the worth
of a job is known as
A: $o% )ricing
B: ?ay Drades
C: ?ay <anges
!: 0ingle><ate 0ystem
$%estion&1: "otal compensation constit%tes of
#: direct rewards
B: indirect rewards
C: %oth of the given options
!: none of the given options
$%estion&4: ,ollowing ways can be %sed to
avoid the high t%rnover of employees except
#: 5se <ecognition
B: .se money
C: 5se ?ositive <einforcement
!: mpower mployees
$%estion&:: # system of retirement benefits
that provides benefits like disability ins%rance*
s%rvivor=s benefits* and 'edicare is called
6666666662
A: /ocial /ecurity
B: 5nemployment Compensation
C: Workers= Compensation
!: 0ec%rity benefit
$%estion&;: 5pward appraisal is done by
#: )mmediate 0%pervisor
B: ?eers
C: /u%ordinates
!: Bone of the given options
$%estion(9: 666666666666 exists when
individ%als performing similar jobs for the same
firm are paid according to factors %ni@%e to the
employee
A: Employee E'uity
B: "eam @%ity
C: )nternal @%ity
!: #ll of the given options
$%estion(1: # process that significantly affects
organi.ational s%ccess by having managers and
employees work together to set expectations*
review res%lts* and reward performance2
#: 'anagement by Objectives
B: ?erformance #ppraisal
C: )erformance 0anagement
D: Organi.ational ?lanning
$%estion(&: 6666666666666666 is solely
responsible for managing individ%al=s career2
A: &ndividual
B: "eam
C: Organi.ation
!: -< 'anager
$%estion((: "he eval%ator %ses a list of
behavioral descriptions and checks off those
behaviors that apply to the employee2 "his
method of appraisal is called
#: ,orced>Choice #ppraisal
B: ,orced !istrib%tion #ppraisal
C: Chec#list Appraisal
!: Behaviorally #nchored <ating 0cales
$%estion(+ #ny compensation method that
ties pay to the @%antity or @%ality of work the
person prod%ces is called
#: Dain>sharing ?lan
B: )ncentive ?lan
C: Compensation ?lan
D: )ay for performance )lan
$%estion(/: mployee eval%ations are directly
affected by a Fs%pervisor=s perceptions of who is
believed to be in control of the employee=s
performance G the employer or the manager2H
"his theory is known as
A: Attri%ution (heory
B: 0tereotype
C: -alo ffect
!: Bone of above options
$%estion(1: "he 6666 tr%st is based on the
behavioral predictability that comes from a history
of interaction
#: !eterrence>based
B: 1nowledge-%ased
C: )dentification>based
!: Bone of the given options
$%estion(4 666666 is the process whereby
%nion members vote o%t their %nion as their
representative2
#: #%thori.ation card
B: <epresentation certification
C: +epresentation decertification
!: "rade %nion election
$%estion(:: We can define 6666 as activities
people perform to ac@%ire* enhance* and %se
power and other reso%rces to obtain their
preferred o%tcomes in a sit%ation of %ncertainty or
disagreement2
A: 2rgani3ational politics
B: xec%ting a%thority
C: Collective bargaining
!: ?osition power
$%estion(;: ?rotection from discrimination*
safe working conditions and %nion form%lation are
66666 rights* provided to employees2
#: Contract%al
B: )ndivid%al
C: /tatutory
!: Organi.ational
$%estion+9: # sit%ation in labor G management
negotiation whereby management prevents %nion
members from ret%rning to work is called 666662
#: Drievance
B: 0trike
C: #rbitration
D: *oc#out
$%estion+1: "he 666666 leadership is a set of
abilities that allows the leader to recogni.e the
need for change* to create a vision to g%ide that
change* and to exec%te that change effectively2
A: (ransformational
B: Charismatic
C: #%tocratic
!: "ransactional
$%estion+&: "he first formal stage of the
disciplinary proced%re is
#: Written Ierbal Warning
B: 4ritten 4arning
C: 0%spension
!: !ismissal
$%estion+(: "he cost associated with employee
separations and t%rnover incl%des:
#: <ecr%itment J 0election costs
B: "raining cost
C: 0eparation cost
$%estion++: #ccording to 66666* leaders may
%se different styles with different members of the
same work gro%p2
#: ?ath>goal leadership
B: Iroom>Cago>3etton model
C: *eader-mem%er e-change theory
!: "he sit%ational leadership theory
$%estion+/: ,ollowing the 6666* discipline
sho%ld be immediate* provide ample warning* be
consistent* and be impersonal2
#: !isciplinary r%les
B: Corrective action
C: ?%nitive action
D: 5ot-stove rule
$%estion+1: Which has an impact on job pricing
and the %ltimate determination of an individ%al=s
financial compensation?
#: "he Organi.ation
B: "he Cob
C: "he mployee
D: All of the a%ove options
$%estion+4: Office environment that contain
harmf%l airborne chemicals* asbestos* or indoor
poll%tion is referred to
#: -omicide
B: /ic# Building
C: Dreen nvironment
!: nvironment poll%tion
$%estion+:: Benefits offered to employees
reflect many of the trends existing in o%r
#: Co%ntry
B: nvironment
C: Organi.ation
D: *a%or 6orce
$%estion+;: <ecognition* positive
reinforcement and employees= empowerment can
be %sed to avoid the
A: (urnover
B: Conflict
C: #ccident
!: ,r%stration
$%estion/9 Bot giving a compliment for a job
done very well can ca%se
#: ?%nishment
B: E-tinction
C: Begative <einforcement
!: !e>motivation
$%estion/1 Which is a common law doctrine
stating that employers have the right to hire* fire*
demote* or promote whomever they choose*
%nless there is a law or contract to the contrary 2
#: 'anagement <ights
B: Employment at 4ill
C: 0tat%tory <ights
!: Contract%al <ights
$%estion/&: "he ability of one person to
infl%ence another is
A: )ower
B: <esponsibility
C: #%thority
!: #ll given options
$%estion/(: "he first formal stage of the
disciplinary proced%re is
#: Written Ierbal Warning
B: Written Warning
C: Employee /eparation
!: 0how>Ca%se Botice
$%estion/+: # worker s%rpl%s forecasted
res%lts in
#: Creative <ecr%iting
B: 0pecial "raining ?rograms
C: +educed 5ours
!: 0%ccession ?lanning
$%estion//: Which theory s%ggests that a
leader sho%ld adapt hisEher leadership style to the
task?
#: ?ath>Doal Aeadership "heory
B: Iroom>Cago>3etton 'odel
C: A'K "heory
D: (he /ituational *eadership 0odel
$%estion/1: "o be effective* leaders m%st
provide a 66666666666666666that is a general
statement of the organi.ation=s intended direction
that evokes positive emotional feelings in
organi.ation members2
A: 7ision
B: 'ission
C: Doal
!: !eclaration
$%estion/4 "hese rights ?rotect employees
from discrimination* 0afe working conditions*
<ight to form %nions
A: /tatutory +ights
B: Contract%al <ights
C: mployment policies
!: Civil <ights
$%estion/:: ,or simplicity=s sake* we can
classify the most fre@%ent violations of discipline
into 6666666666666 categories2
#: "wo
B: "hree
C: 6our
!: 0ix
$%estion/;: "o Becoming a Aeader do all
except
#: B%ild 3o%r ?ower
B: !evelop 3o%r C%dgmentase
C: 5se 3o%r 'anagement 0kills
D: Do Not (rust Anyone
$%estion19: # forecasting tool that %ses
mathematical e@%ations to predict the behavior of
one variable on the basis of other known
variableEs is known as
#: 'anagerial j%dgment
B: +egression analysis
C: "rend analysis
!: <atio analysis
$%estion11: One reason for falling %nion
membership in recent years is that 6666666666
A: *egislation protects wor#ers in a way
that was once only offered %y the unions
B: 5nions have been seen as largely
ineffect%al
C: 5nion membership is too expensive
!: 'an%fact%rers will not hire %nion members
$%estion1&: #ll of the following types of
organi.ations are covered by the Occ%pational
0afety and -ealth #ct except 6666666666
#: ,ederal agencies
B: -ospitals
C: 0chools
D: /elf-employed persons
$%estion1(: "here is fairly strong evidence that
traits can predict 666666666 more acc%rately
than leadership effectiveness
A: *eadership emergence
B: xtraversion in leaders
C: Aeadership awareness
!: Aeadership competence
$%estion1+: Which one of the following is not
implied in the definition of power?
#: )nfl%ence
B: ?otential
C: !ependency
D: Actuali3ation
$%estion1/: "he conflict>handling intention of
accommodating is 66666666
#: assertive and %ncooperative
B: assertive and cooperative
C: %nassertive and %ncooperative
D: unassertive and cooperative
$%estion11: Which department enforces the
standards set o%t in the Occ%pational 0afety and
-ealth #ct?
#: !epartment of -ealth 0ervices
B: Department of *a%or
C: !epartment of !efense
!: !epartment of ,inancial 0ervices
$%estion14: ,amily iss%es* economic problems*
and personality characteristics are examples of
the 6666666666 factor of potential stress
#: 0ocial
B: nvironmental
C: ?ersonnel
D: )ersonal
$%estion1:: "he 66666666666 form of %nion
sec%rity means that it is %p to the workers
whether or not they join the %nion and only those
who join m%st pay d%es2
#: Closed shop
B: 5nion shop
C: #gency shop
D: 2pen shop
$%estion1;: "he dimension of assertiveness
refers to sit%ations 66666666
A: in which one party attempts to satisfy
his8her own concerns
B: in which there is an expression of
competition
C: involving a major behavior change
!: that lead to conflict
$%estion49: Which of the following benefits
co%ld be awarded as workers= compensation?
#: Cash benefit
B: 'edical services
C: "ime off with pay
D: a and %
$%estion41: <ewards offered to labors involved
in prod%ction* are categori.ed as8
#: 0alary
B: ,ringe benefits
C: 4age
!: Commission
$%estion4&: "he goal of pre>retirement
ed%cational programs is to8
#: )mprove job satisfaction
B: )ncrease employee commitment
C: 'inimi.e medical claims from retirees
D: Ease the transition from wor#ing life to
retirement
$%estion4(: Organi.ations p%t maxim%m effort
in meas%ring performance of organi.ational
people beca%se8
#: )t makes proced%res cost effective
B: &t helps in detecting the pro%lems
C: )t leads to prod%ct innovation
!: )t assists in implementing new technology
$%estion4+: Willingness* capacity J opport%nity
to perform are said to be8
#: ?erformance o%tcomes
B: Determinants of performance
C: ?erformance appraisals
!: "ypes of performance standards
$%estion4/: One of the major barriers to career
advancement experiencing by working ladies is:
A: Difficulty in %alancing wor# and family
life
B: "op management is %s%ally male oriented
C: Aack of ed%cational opport%nities
!: Common perception that woman can not
be better boss
$%estion41: #lternative work arrangements
incl%de all of the following KC?"8
#: ?art>time work
B: ,lexible ho%rs
C: 2n-site child care
!: Cob sharing
$%estion44: 'r2 #hmed is a cashier and he
feels dissatisfied at work2 What best j%stifies this
sit%ation?
A: 5is 9o% may not %e structured to suit
his preferences
B: )t involves physical to%ghness
C: )t re@%ires mental to%ghness
!: )t involves too m%ch c%stomer interaction
$%estion4:: "he 66666 problem occ%rs when
s%pervisors tend to rate all their s%bordinates
consistently high2
#: Central tendency
B: *eniency
C: 0trictness
!: -alo effect
$%estion4;: "he relationship between critical
incident method J B#<0 Lbehaviorally anchored
rating scaleM is8
#: Bo relationship exists
B: !ifferent methods to eval%ate
performance
C: Both are similar )A methods
!: Comparison method is %sed for ?#* while
B#<0 is related to training eval%ation
$%estion:9: What is another term for (19>
degree feedback?
#: ,eedback loop
B: 0ulti-source assessment
C: 5pward feedback
!: Circle feedback
$%estion:1: 0tandards are established to8
A: Achieve desired outcomes
B: 'eet legal compliance
C: #chieve competitive advantage
!: ?romote goodwill in market
$%estion:&: "he point method to eval%ate job is
an extension of8
#: <anking method
B: 6actor comparison method
C: Classification method
!: ?oint factor method
$%estion:(: Cob eval%ation is based on the8
#: ?hysical skills re@%ired by the job
B: +elative 9o% worth for an organi3ation
C: Complexity of the job to perform
!: Concept%al skill re@%ired by the job
$%estion:+: Who is in the best position to
observe and eval%ate an employee=s
performance for the p%rposes of a performance
appraisal?
#: ?eers
B: C%stomers
C: "op management
D: &mmediate supervisor
$%estion:/: Dro%ps are called
66666666666666 if jobs are similar2
A: Classes
B: Drades
C: 0cales
!: <oles
$%estion:1: "rain the raters prior to cond%ct
the performance appraisal is an important
responsibility of8
#: "op management
B: 5+ department
C: Aine managers
!: ?rod%ction department
$%estion:4: C%rrently Organi.ations are
providing benefits to their employees8
A: (o attract new %lood in the
organi3ation
B: "o create stronger c%stomer relationship
C: "o enhance the market share
!: #ll of the above
$%estion::: ,ollowing are all examples of
direct compensation KC?"8
A: )ension
B: 0alary
C: Bon%s
!: )ncome
$%estion:;: One of the main flaws of
Classification method to eval%ate the jobs is8
#: )t is an expensive method
B: Only beneficial for small organi.ations
C: 'axim%m probability of biasness
D: Not useful when 9o%s are different
$%estion;9: Which of the following
meas%rement methods rates employee
performance relative to other employees?
#: Draphic rating scale
B: Comparative method
C: ssay method
!: Critical incident method
$%estion;1: Which of the following statement
reflects the 7#ge !iscrimination #ct7 for workers?
A: At the age of :0 to ;0, wor#ers can not
%e retired %y force
B: #t the age below 1:* workers can never
be hired
C: -aving 19 years of experience* workers
sho%ld be promoted
!: Workers can never be rehired if retired
once
$%estion;&: <eactive approach to overcome
the infl%ence of discriminatory practices occ%rred
in the past is referred as:
#: @%al employment opport%nity
B: Affirmative action
C: -< planning
!: Aitigation process
$%estion;(: Organi.ations p%t maxim%m effort
in meas%ring performance of organi.ational
people beca%se:
#: )t makes proced%res cost effective
B: &t helps in detecting the pro%lems
C: )t leads to prod%ct innovation
!: )t assists in implementing new technology
$%estion;+: )n order to promote %nbiased
management* organi.ations sho%ld develop:
#: ?owerf%l %nion
B: 0trategic alliance
C: *egal compliance
!: 0takeholder infl%ence
$%estion;/: ,ollowing are all incl%ded in
70tatistical #pproach7 of forecasting* KC?":
#: "rend analysis
B: /ensitivity analysis
C: <atio analysis
!: <egression analysis
$%estion;1: #lternative work arrangements
incl%de all of the following* KC?":
#: ?art>time work
B: ,lexible ho%rs
C: 2n-site child care
!: Cob sharing
$%estion;4: -ow often -< planning process is
implemented within an organi.ation?
A: Continuously
B: #nn%ally
C: Bi>ann%ally
!: $%arterly
$%estion;:: Which of the following reflects the
relationship between ')0 J -<)0?
#: Both are same
B: ')0 is one aspect of -<)0
C: 5+&/ is one aspect of 0&/
!: Bo relationship exists
$%estion;;: N0trengths= J NWeaknesses= are
66666666666666666666 to an organi.ation2
#: )mportant
B: &nternal
C: xternal
!: Central
$%estion199: Which of the following statement
best reflects the Cob analysis?
A: Conceptual process
B: Written statement
C: <ecr%itment method
!: Aegal cla%se
$%estion191: 0tandards are established to:
A: Achieve desired outcomes
B: 'eet legal compliance
C: #chieve competitive advantage
!: ?romote goodwill in market
$%estion19&: Which of the following constraint
does BO" affect the recr%iting efforts?
#: Compensation of the job
B: )mage of the organi.ation
C: )nternal organi.ational policies
D: None of the given options
$%estion19(: Cob eval%ation is based on the:
#: ?hysical skills re@%ired by the job
B: +elative 9o% worth for an organi3ation
C: Complexity of the job to perform
!: Concept%al skill re@%ired by the job
$%estion19+: Who is in the best position to
observe and eval%ate an employee=s
performance for the p%rposes of a performance
appraisal?
#: ?eers
B: C%stomers
C: "op management
D: &mmediate supervisor
$%estion19/: Which of the following is a stated
o%tcome of 7Cob #nalysis7?
#: Cob description
B: Cob specification
C: Cob eval%ation
$%estion191: Which of the following term is %sed
as an indicator of missing information by the
applicant while making selection decision?
A: +ed flag
B: <ed alert
C: -igh alert
!: #larming sit%ation
$%estion194: Which of the following best defines
recr%itment in an organi.ation?
#: ,orecast the s%pply of o%tside candidates
B: Develop an appropriate applicant pool
C: !etermine the importance of job
applicants
!: #ll of the given options
$%estion19:: Which of the following term is %sed
for choosing the individ%al who is best s%ited to a
partic%lar position and to the organi.ation from a
gro%p of potential applicants?
#: <ecr%itment
B: 0taffing
C: nrollment
D: /election
$%estion19;: ,ollowings are incl%ded in
contingent workers* KC?":
#: ?art>timers
B: Contractors
C: Directors
!: "emporaries
$%estion119: Which of the following term
contains information regarding machines J
e@%ipments %sed at workplace?
#: Cob analysis
B: Cob specification
C: $o% description
!: Cob eval%ation

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