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8/13/2019 MGT 501 Solved Mcqs HRM
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MGT 501 solved mcqs HRM
MGT501 solved mcqs
1. HRM is associated with the management of:
General people Financial resources Organizational people ommunit! mem"ers
2# $hich of the following management function includes setting standards for ever!one in the
organi%ation&
Planning 'rgani%ing (eading ontrolling
3# Motivating the emplo!ees is classified as:
)nformational role Interpersonal role *ecisional role onceptual role
4# $hich of the following is the main responsi"ilit! of an HR department&
+ttracting candidates for ,o" -nsure staff development .eep emplo!ees motivated ll o! t"e given options
5# HR managers are generall! the /////////////// managers:
(ine Middle #ta!! Top
$# Manufacturing was the main concern of personnel department during:
Mec"anistic period atal!tic period 'rganistic period trategic period
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%# Running the organi%ational activities is called:
Management process -ecutive position 2ualit! management *# 3erformance measurement
4o"s are identified grouped while:
3lanning Organizing (eading ontrolling
'# -ffective HRM leads to:
Organizational s(ccess 'rgani%ational failure 'rgani%ational compleit! 'rgani%ational inefficienc!
10# 'rgani%ational goals should "e:
c"ieva)le +m"iguous Random 6ague
11# ustomers of an organi%ation fall under which of the following categor!&
hareholders taff 3artners #ta*e"olders
12# $hat could "e the "est approach for an organi%ation to sustain in a d!namic environment&
7e stagnant +esponsive to c"ange Reluctant to change Merge with others
13# The thorough detailed stud! regarding ,o"s within an organi%ation is represented "!:
,o) anal-sis 4o" description 4o" specification
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4o" evaluation
14# + practice used "! companies to assign their costl! activities to outside providers is 8nown as:
3lanning *ecentrali%ation Restructuring O(tso(rcing
15# 'rgani%ational "ehavior depicts the:
4argons used within the organi%ation ollective )e"avior o! emplo-ees -ffect of societ!9s "ehavior on an organi%ation +ll of the given options
1$# (eaders perform: *ecisional roles )nformal roles )nformational roles Interpersonal roles
1%# 'rgani%ations ta8e inputs from:
Rules policies )nternal environment /ternal environment (egislations litigations
1 $hich of the following s!stem represents interrelated activities&
+ closed s!stem +n isolated s!stem n open s-stem + clogged s!stem
1'# 7rain drain is one of the:
Organizational t"reat 'rgani%ational opportunit! 'rgani%ational strength 'rgani%ational wea8ness
20# hifting from manual to computeri%ed s!stem is resulted due to:
$or8force diversit! Tec"nological advancement
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ta8e holders involvement *# Glo"ali%ation
21.$hich of the following statement reflects the +ge *iscrimination +ct for wor8ers&
t t"e age o! 40 to %0 or*ers can not )e retired )- !orce +t the age "elow 1;< wor8ers can never "e hired Having 10 !ears of eperience< wor8ers should "e promoted $or8ers can never "e rehired if retired once
22# Reactive approach to overcome the influence of discriminator! practices occurred
in the past is referred as:
-qual emplo!ment opportunit! !!irmative action HR planning (itigation process
23# 'rgani%ations put maimum effort in measuring performance of organi%ational
people "ecause:
)t ma8es procedures cost effective It "elps in detecting t"e pro)lems )t leads to product innovation *# )t assists in implementing new technolog!
24# )n order to promote un"iased management< organi%ations should develop:
3owerful union trategic alliance egal compliance ta8eholder influence
25# Following are all included in tatistical +pproach of forecasting< //PT:
Trend anal!sis #ensitivit- anal-sis Ratio anal!sis Regression anal!sis
2$# +lternative wor8 arrangements include all of the following< //PT:
3art=time wor8 Flei"le hours Onsite c"ild care 4o" sharing
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2%# How often HR planning process is implemented within an organi%ation&
ontin(o(sl- +nnuall! 7i=annuall! 2uarterl!
2 $hich of the following reflects the relationship "etween M) HR)&
7oth are same M) is one aspect of HR) 6+I# is one aspect o! MI# >o relationship eists
2'# ?trengths9 ?$ea8nesses9 are //////////////////// to an organi%ation#
)mportant Internal -ternal *# entral
30# $hich of the following statement "est reflects the 4o" anal!sis&
oncept(al process $ritten statement Recruitment method (egal clause
31# tandards are esta"lished to: c"ieve desired o(tcomes Meet legal compliance +chieve competitive advantage 3romote goodwill in mar8et
32# $hich of the following constraint does 7OT affect the recruiting efforts&
ompensation of the ,o" )mage of the organi%ation )nternal organi%ational policies 8. 7one o! t"e given options
33# 4o" evaluation is "ased on the:
3h!sical s8ills required "! the ,o" +elative 9o) ort" !or an organization ompleit! of the ,o" to perform onceptual s8ill required "! the ,o"
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34# $ho is in the "est position to o"serve and evaluate an emplo!ee9s performance for the purposes
of a performance appraisal&
3eers ustomers Top management Immediate s(pervisor
35# $hich of the following is a stated outcome of 4o" +nal!sis&
4o" description 4o" specification 4o" evaluation ll o! t"e given options
3$# $hich of the following term is used as an indicator of missing information "! the applicant whilema8ing selection decision&
+ed !lag Red alert High alert +larming situation
3%# $hich of the following "est defines recruitment in an organi%ation&
Forecast the suppl! of outside candidates 8evelop an appropriate applicant pool *etermine the importance of ,o" applicants *# +ll of the given options
3 $hich of the following term is used for choosing the individual who is "est suited to a particular
position and to the organi%ation from a group of potential applicants&
Recruitment taffing -nrollment #election
3'# Followings are included in contingent wor8ers< //PT:
3art=timers ontractors 8irectors Temporaries
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40# $hich of the following term contains information regarding machines equipments used at
wor8place&
4o" anal!sis 4o" specification ,o) description 4o" evaluation
41. HRM is associated with the management of@
General people Financial resources Organizational people ommunit! mem"ers
42# ost of human resources refers to@
ompan! profits -mplo!ee shares #alar- pac*ages -arned revenues
43# Top level managers require ////////////////// s8ills the most@
Technical )nterpersonal oncept(al Mechanical
44# Matching the ,o" description with the individuals9 qualification is an important aspect of@
) M) 6+I# *7M
45# HR managers are generall! the /////////////// managers@
(ine Middle #ta!! Top
4$# Manufacturing was the main concern of personnel department during@
Mec"anistic period atal!tic period 'rganistic period
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trategic period
4%# $'T +nal!sis is a tool for@
*etermining organi%ation9s mission *eveloping organi%ational goals Formulating strategies /nvironmental scanning
4 4o"s are identified grouped while@
3lanning Organizing (eading ontrolling
4'# +ccording to the Hawthorne studies< the productivit! of emplo!ees@ )ncreased "! increasing light *ecreased "! decreasing light Increased )- o)serving t"em >o change in their productivit!
50# 'rgani%ational goals should "e@
c"ieva)le +m"iguous Random 6ague
51# $hich one of the following is 7OT the source of wor8force diversit!&
+ge Gender -ducation +esentment
52# To anticipate the human resource needs of the organi%ation "ased on some previous data or
managerial ,udgment is 8nown as@
8emand !orecasting upplies forecasting Financial forecasting ales forecasting
53# The thorough detailed stud! regarding ,o"s within an organi%ation is represented "!@
,o) anal-sis
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4o" description 4o" specification 4o" evaluation
54# + practice used "! companies to assign their costl! activities to outside providers< Afor the
purpose of cost savingB< rather than completing it internall! is called@
3lanning *ecentrali%ation Restructuring O(tso(rcing
55# 'rgani%ational "ehavior depicts the@
4argons used within the organi%ation ollective )e"avior o! an organization -ffect of societ!9s common "ehavior on an organi%ation ulture prevails in an organi%ation
5$# (eaders perform@
*ecisional roles )nformal roles )nformational roles Interpersonal roles
5%# 'rgani%ations ta8e inputs from its@
Rules 3olicies )nternal -nvironment /ternal /nvironment (egislations
5 +s organi%ational activities are interrelated< it is said to "e@
+ closed s!stem +n isolated s!stem n open s-stem + clogged s!stem
5'# Management sciences department is one of the /////////////// of the 6C@
!stem #()s-stem 7oard tructure
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$0# hifting from manual to computeri%ed s!stem is resulted due to@
$or8force diversit! Tec"nological advancement ta8e holders involvement Glo"ali%ation
$1. Rewards offered to la"ors involved in production< are categori%ed as@
alar! Fringe "enefits :age *# ommission
$2# The goal of pre=retirement educational programs is to@
)mprove ,o" satisfaction )ncrease emplo!ee commitment Minimi%e medical claims from retirees 8. /ase t"e transition !rom or*ing li!e to retirement
$3# 'rgani%ations put maimum effort in measuring performance of organi%ational people "ecause@
)t ma8es procedures cost effective It "elps in detecting t"e pro)lems )t leads to product innovation )t assists in implementing new technolog!
$4# $illingness< capacit! opportunit! to perform are said to "e@ 3erformance outcomes 8eterminants o! per!ormance 3erformance appraisals T!pes of performance standards
$5# 'ne of the ma,or "arriers to career advancement eperiencing "! wor8ing ladies is@
8i!!ic(lt- in )alancing or* and !amil- li!e Top management is usuall! male oriented (ac8 of educational opportunities ommon perception that woman can not "e "etter "oss
$$# +lternative wor8 arrangements include all of the following //PT@
3art=time wor8 Flei"le hours Onsite c"ild care 4o" sharing
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$%# Mr# +hmed is a cashier and he feels dissatisfied at wor8# $hat "est ,ustifies this situation&
6is 9o) ma- not )e str(ct(red to s(it "is pre!erences )t involves ph!sical toughness )t requires mental toughness )t involves too much customer interaction
$ The ///// pro"lem occurs when supervisors tend to rate all their su"ordinates consistentl!
high#
entral tendenc! enienc- trictness Halo effect
$'# The relationship "etween critical incident method 7+R A"ehaviorall! anchored rating scaleBis@
>o relationship eists *ifferent methods to evaluate performance ;ot" are similar P met"ods omparison method is used for 3+< while 7+R is related to training evaluation
%0# $hat is another term for DE0=degree feed"ac8&
Feed"ac8 loop M(ltiso(rce assessment Cpward feed"ac8 ircle feed"ac8
%1# tandards are esta"lished to@
c"ieve desired o(tcomes Meet legal compliance +chieve competitive advantage 3romote goodwill in mar8et
%2# The point method to evaluate ,o" is an etension of@
Ran8ing method
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+elative 9o) ort" !or an organization ompleit! of the ,o" to perform onceptual s8ill required "! the ,o"
%4# $ho is in the "est position to o"serve and evaluate an emplo!ee9s performance
for the purposes of a performance appraisal&
3eers ustomers Top management Immediate s(pervisor
%5# Groups are called ////////////// if ,o"s are similar#
lasses Grades cales Roles
%$# Train the raters prior to conduct the performance appraisal is an important
responsi"ilit! of@
Top management 6+ department (ine managers 3roduction department
%%# urrentl! 'rgani%ations are providing "enefits to their emplo!ees@ To attract ne )lood in t"e organization To create stronger customer relationship To enhance the mar8et share +ll of the a"ove
% Following are all eamples of direct compensation --3T@
Pension alar! 7onus )ncome
%'# 'ne of the main flaws of lassification method to evaluate the ,o"s is@
)t is an epensive method 'nl! "eneficial for small organi%ations Maimum pro"a"ilit! of "iasness 7ot (se!(l "en 9o)s are di!!erent
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&0# $hich of the following measurement methods rates emplo!ee performance relative to other
emplo!ees&
Graphic rating scale omparative met"od -ssa! method ritical incident method
&1. s-stem (sed to acq(ire store manip(late anal-ze retrieve and distri)(ted
in!ormation related to t"e compan-=s "(man reso(rces is called a>n?
@@@@@@@@@@@@@@@
6+I# 3rogressive discipline s!stem )R ontingent wor8force s!stem
&2.:"ic" o! t"ese is a ma9or dimension o! 6+M practices contri)(ting to compan-
competitivenessA
ompensating human resources +cquiring and preparing human resources Managing the human resource environment ll o! t"e given options
&3.6+M "as primar- responsi)ilit- !or all o! t"ese implementation varia)les eceptB
Tas8 design 3eople Reward s!stems Organization str(ct(re
&4.:"ic" o! t"ese is t"e process o! getting detailed in!ormation a)o(t 9o)sA
4o" design 4o" description ,o) anal-sis 4o" s8ills
&5.In "ic" o! t"ese steps t"e 6+ manager attempts to ascertain t"e s(ppl- o! and
demand !or vario(s t-pes o! "(man reso(rcesA
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&$.:"ic" o! t"ese is de!ined as an- practice or activit- carried on )- t"e organization
it" t"e primar- p(rpose o! identi!-ing and attracting potential emplo-eesA
+ leading indicator anal!sis +ecr(itment 3ersonnel policies election
&%.#cienti!ic management as one o! t"e earliest and )est*non statements o! t"e
@@@@@@@@@@@@@ approac".
7iological Motivational 3erceptual=Motor Mec"anistic
&&.Most 6+ !(nctions spend ver- little time onB
Traditional activities Transactional activities Transformational activities *a!=to=da! operational activities
&'.Pla-ing t"e role o! @@@@@@@@@@@@ req(ires designing and delivering e!!icient and
e!!ective 6+ s-stems processes and practices.
+dministrative +gent hange +gent #trategic Partner -mplo!ee +dvocate
'0.:"ic" o! t"ese re!ers to t"e degree to "ic" decisionma*ing a(t"orit- resides at
t"e top o! t"e organizational c"artA
4o" design *ecentrali%ation Cnit! of command entralization
'1.areer development consists o! s*ills ed(cation and eperiences as ell as
)e"avioral modi!ication and re!inement tec"niq(es t"at allo individ(als to or*
)etter and add val(e.
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'2.Mentoring C oac"ing "as )ecome increasingl- important over t"e -ears )eca(se
t"e emplo-ees "o aspire to "ig"er management levels in t"e organization o!ten need
t"e assistance and advocac- o! someone "ig"er (p in t"e organization.
'3.T"e goal o! meas(ring per!ormance is to improve t"e e!!ectiveness C e!!icienc- o!
t"e organization )- aligning t"e emplo-eeDs or* )e"aviors C res(lts it" t"e
organizationDs goals improving t"e emplo-eeDs or* )e"aviors C res(lts.
'4.Innovation entails developing s*ills to discover ne prod(cts and processes and
designing adapta)le str(ct(res and c(lt(res.
'5.a)or (nion mig"t a!!ect t"e appraisal process )- stressing seniorit- as t"e )asis
!or promotions and pa- increases.
'$.M;O req(ires t"at s(pervisors and emplo-ees determine o)9ectives !or emplo-eesto meet d(ring t"e rating period and t"e emplo-ees appraise "o ell t"e- "ave
ac"ieved t"eir o)9ectives.
'%.Organizational approac"es t"at are )ecoming increasingl- pop(lar in dealing it"
t"e needs o! d(al career co(ples are !lei)le or* sc"ed(les telecomm(ting and t"e
o!!ering o! c"ildcare services.
'&.T"e or*ers m(st loo* across compan- lines to ot"er organizations to determine
"at s*ills are trans!era)le and t"en go and get t"em
''.Per!ormance !eed)ac* s"o(ld do more t"an in!orming learners "et"er t"e- ere
rig"t or rong. ,(st noti!-ing t"e trainees t"at t"e- ere rong is not as e!!ective as
telling t"em "- t"e- ere rong and "o t"e- can avoid ma*ing t"ose mista*es in
!(t(re.
100.ssistant to Position emplo-ees are given t"e opport(nit- to or* (nder a
s(ccess!(l manger o!ten in di!!erent areas o! organization. In doing so t"ese
emplo-ees get epos(re to ide variet- o! management activities and are groomed !or
ass(ming t"e d(ties o! net "ig"er level.
101.One reason !or !alling (nion mem)ers"ip in recent -ears is t"at @@@@@@@@@@
egislation protects or*ers in a a- t"at as once onl- o!!ered )- t"e (nions
Cnions have "een seen as largel! ineffectual Cnion mem"ership is too epensive Manufacturers will not hire union mem"ers Cnion mem"ers earn less on average compared to non=union mem"ers
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102.ll o! t"e !olloing t-pes o! organizations are covered )- t"e Occ(pational #a!et-
and 6ealt" ct ecept @@@@@@@@@@
Federal agencies Hospitals chools #el!emplo-ed persons Manufacturing facilities
103.T"ere is !airl- strong evidence t"at traits can predict @@@@@@@@@ more acc(ratel-
t"an leaders"ip e!!ectiveness
eaders"ip emergence -traversion in leaders (eadership awareness (eadership competence The conscientiousness of leaders
104.:"ic" one o! t"e !olloing is not implied in t"e de!inition o! poerA
)nfluence 3otential *ependenc! ct(alization apacit!
105.T"e con!lict"andling intention o! accommodating is @@@@@@@@ assertive and uncooperative assertive and cooperative unassertive and uncooperative (nassertive and cooperative reflective and emotional
10$.:"ic" department en!orces t"e standards set o(t in t"e Occ(pational #a!et- and
6ealt" ctA
*epartment of Health ervices 8epartment o! a)or *epartment of *efense *epartment of Financial ervices -conomic *evelopment *epartment
10#
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ocial -nvironmental 3ersonnel 3s!chological Personal
10&.T"e @@@@@@@@@@@ !orm o! (nion sec(rit- means t"at it is (p to t"e or*ers
"et"er or not t"e- 9oin t"e (nion and onl- t"ose "o 9oin m(st pa- d(es.
losed shop Cnion shop +genc! shop Open s"op Maintenance of agreement
10'.T"e dimension o! assertiveness re!ers to sit(ations @@@@@@@@ in "ic" one part- attempts to satis!- "isE"er on concerns in which there is an epression of competition involving a ma,or "ehavior change that lead to conflict in which one part! "ehaves generousl!
110#:"ic" o! t"e !olloing )ene!its co(ld )e aarded as or*ersD compensationA
ash "enefit Medical services Time off with pa! Time off without pa! a and )
111# +ppraisal of a wor8er9s performance can "e descri"ed as:
3lanning +ctivit! 'rgani%ing +ctivit! ontrolling ctivit- (eading +ctivit!
112# Hawthorne studies depict the effects of wor8 environment on:
6(man ;e"avior Human 3erformance Human atisfaction +ll the given options
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113.3rocess of wor8ing with different resources to accomplish organi%ational goals is 8nown
as:
trategic management Human Resource management Management Team wor8
114.The concept of how a person "ehaves in a group can "e attri"uted to:
Thermod!namics Gro(p 8-namics M7' AManagement "! o",ectivesB Group 7ehavior
115.The stud! of 'rgani%ational 7ehavior is closel! related to:
Human 3s!cholog! Human 7ehavior in general 6(man ;e"avior at or* Human=Machine )nteraction
11$.-ssential component of an organi%ation is:
Team #tr(ct(re )ndividual >one of the given options
11%.The whole is greater than the sum of its parts is 8nown as:
-fficienc! -ffectiveness 3roductivit! #-nerg-
11&.6irtual teams can contri"ute to "etter coordination among the team mem"ers "ecause:
Tec"nolog- )rings t"em toget"er on a !or(m. Team mem"ers meet ph!sicall! with each other Team mem"ers share views among themselves via communication lin8s#
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Team mem"ers have the real time environment for interaction#
11'.etting standards should "e left to the emplo!ee rather than organi%ation leads to self
controlling "ecause:
)t follows the management "! o",ective approach# )t increases the productivit! of the wor8er )t increases the confidence of wor8ers :or*ers come (p to t"e "ig" standard since t"e- "ave no press(re !rom "is s(periors.
120.$hich one is not "asic component of '7 A'rgani%ational 7ehaviorB Model&
'rgani%ation Group Team )ndividual
121. ,o) posting
isB
Internal advertisement )- an organization to attract candidates !rom t"e eistingemplo-ees against a vacanc-.
The s!stem of transferring eisting emplo!ees to compara"le new ,o"s availa"le in the organi%ation# +n arrangement of in house training of emplo!ees for career advancement# Grouping together of a famil! of similar ,o"s< under a single title to esta"lish uniformit! of standards
in controls and compensations#
1# +ealistic 9o) previe is aB
Technique for listing elements of ,o" "efore selecting someone to perform it# 3erformance appraisal technique# selection device t"at ena)les t"e candidates to learn )ot" t"e negative and positive
in!ormation a)o(t t"e 9o) and organization.
>one of the given options
123. ,o) anal-sis can )e per!ormed in all o! t"e !olloing a-s eceptB
O)serving "o(rl- or* Reviewing interviews conducted with departing emplo!ees tud!ing diaries or dail! ,ournals that manager 8ept over a three=month period Giving wor8ers chec8lists to indicate which tas8s on the list are performed during ,o" eecution
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1I# onsidering contin(o(s process improvement activities in organizations
#"o(ld Fero de!ectsH reall- )e a goalA
Jes perfection is reasona"le goal# >o< 0#1 percent errors can "e corrected much more efficientl! than the! can "e prevented Jes most industries find this an attaina"le goal# #ometimes !or some mista*es cost )ene!its can not )e calc(lated
15# Organizational e!!icienc- is epressed asB
3lanning for long=run goals Ma*ing t"e )est (se o! scarce reso(rces Goal attainment Meeting deadlines
12$. Goal setting isB
Top down process 7ottom up process process o! top don s(pport and )ottom (p development + function of senior management
12%. :"en t"e !irm c"anges t"e a- it operates t"e process is *non asB
*ownsi%ing 7rain drain +estr(ct(ring 'utsourcing
12&. :"ic" one is not incl(ded in t"e "iring processA
Recruitment ociali%ation election ,o) speci!ication
12'. /!!ectiveness is
8o rig"t t"ings *o things right 3roductivit!
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+ll of the given options
1D0# /tents o! individ(al !reedom and discretion emplo-ees "ave in per!orming
t"eir 9o)s is non as
apitation Fletime -mpowerment (tonom-
1D1#7ased on the concept of q(ali!ied privilege< some courts have ruled that emplo!ers must "e
a"le to tal8 to one another a"out emplo!ees#
1D#ontrol and oordination of headquarters ma! "e impeded in selecting6osto(ntr-
7ationals
133.Prearrival stage eplicitl! recogni%es that each individual arrives in organi%ation with a set of
organi%ational values< attitudes< and epectations#
134.Traininginvolves planned learning activities designed to improve an emplo!ee9s performance
at herKhis current ,o"#
1D5#The anal!sis that identifies the 8inds of the s8ills and "ehaviors required for the incum"ents of
a given ,o" and the standards of performance that must "e met is called Tas*EOperational
nal-sis.
1DE#lear tas8 instructions and model appropriate "ehavior are required for/!!ective learning#
1D#Training to "e more effective< is supposed to "e followed with carefuleval(ation#
1D;#The "enefits gained "! a T * program must outweigh the costassociated with providing the
learning eperience#
1DL##(ccession planning programsare considerations of the ,o" openings that presentl! eist in
an organi%ation< the openings that are li8el! to occur in the future< and how these positions might "e
filled#
1I0#)nssistant to Positionmethod< emplo!ees with demonstrated potential are given the
opportunit! to wor8 under a successful manger< often in different areas of organi%ation#
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1I1#+ process that significantl! affects organi%ational success "! having managers and emplo!ees
wor8 together to set epectations< review results< and reward performance#
Management "! '",ectives 3erformance +ppraisal Per!ormance Management 'rgani%ational 3lanning
1I#//////////////// is solel! responsi"le for managing individual9s career#
Individ(al Team 'rgani%ation HR Manager
1ID#The evaluator uses a list of "ehavioral descriptions and chec8s off those "ehaviors that appl! to
the emplo!ee# This method of appraisal is called
Forced=hoice +ppraisal Forced *istri"ution +ppraisal "ec*list ppraisal 7ehaviorall! +nchored Rating cales
1II#+n! compensation method that ties pa! to the quantit! or qualit! of wor8 the person produces is
called
Gain=sharing 3lan )ncentive 3lan ompensation 3lan Pa- !or per!ormance Plan
1I5#-mplo!ee evaluations are directl! affected "! a supervisor9s perceptions of who is "elieved to "e
in control of the emplo!ee9s performance N the emplo!er or the manager#O This theor! is 8nown as
ttri)(tion T"eor- tereot!pe Halo -ffect >one of a"ove options
1IE#$hich has an impact on ,o" pricing and the ultimate determination of an individual9s financial
compensation&
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The 'rgani%ation The 4o" The -mplo!ee ll o! t"e a)ove options
1I#'ffice environment that contain harmful air"orne chemicals< as"estos< or indoor pollution is
referred to
Homicide #ic* ;(ilding Green -nvironment -nvironment pollution
1I;#7enefits offered to emplo!ees reflect man! of the trends eisting in our
ountr! -nvironment 'rgani%ation a)or egative Reinforcement *e=motivation
151#
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15I#ontri)(tor- Plansare group health=care plans in which emplo!ees share in the cost of the
premiums#
155##tressis comple issue@ it can affect the per!ormancein positive as well as negative wa!s#
15E#+ *eveloping trend toward integrating disa"ilit! coverage with wor8ers< compensation andotice
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1EI#+ wor8er surplus forecasted results in
reative Recruiting pecial Training 3rograms +ed(ced 6o(rs uccession 3lanning
1E5#$hich theor! suggests that a leader should adapt hisKher leadership st!le to the tas8&
3ath=Goal (eadership Theor! 6room=4ago=Jetton Model (M Theor! T"e #it(ational eaders"ip Model
1EE#To "e effective< leaders must provide a /////////////////that is a general statement of the
organi%ation9s intended direction that evo8es positive emotional feelings in organi%ation mem"ers#
Lision Mission Goal *eclaration
1E#These rights 3rotect emplo!ees from discrimination< afe wor8ing conditions< Right to form
unions
#tat(tor- +ig"ts ontractual Rights -mplo!ment policies ivil Rights
1E;#For simplicit!9s sa8e< we can classif! the most frequent violations of discipline into
///////////// categories#
Two Three
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Managerial ,udgment +egression anal-sis Trend anal!sis Ratio anal!sis
11#Reduced hours technique is used to
increase la!offs cope it" s(rpl(s initiate creative recruiting provide training
1#The actual hiring decision is done after
ph!sical eam interview )ac*gro(nd investigation conditional ,o" offer
1D#The ,o"s having challenging assignments< career oriented and having good remuneration
increase
government influence recruiting cost image of organi%ation attractiveness o! 9o)
1I#'rgani%ations assess the training needs through compan! record customer complaints )ot" o! t"e given options none of the given options
15#The purpose of overtime is to
restrict recr(iting increase wor8ing hours reduce varia"le cost provide contingent wor8ers
1E#The process in which organi%ation notifies its emplo!ees a"out ,o" openings through notice
"oards< compan! pu"lications or letters is called
internal recruitment 9o) posting ,o" advertisement
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open house
1#election criteria ma! includes all ecept
education competencies applicant pool integrit!
1;#To conduct ,o" anal!sis< HR manager wor8 together with all ecept
wor8er recr(it supervisor consultant
1L#The test that measures a"ilit! to learn and to perform the ,o" is called aptit(de test wor8 sample test vocational interest test ,o" 8nowledge test
1;0# Hiring process completes "!
selection recruitment training orientation
1;1#Mclelland "elieves the needs for ///////////////////// are most important#
epectanc!< instrumentalit!< and valance eistence< relatedness< and growth positive reinforcement< negative reinforcement< and punishment a!!iliation poer and ac"ievement
1;#///////////are programs designed to help emplo!ees whose ,o" performance is suffering
"ecause of ph!sical< mental< or emotional pro"lems#
/mplo-ee ssistance Programs $ellness 3rograms afet! 3rograms Managed health
1;D#The DE0 degree appraisal
wor8s "est in large organi%ations#
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1L0#//////////// eists when individuals performing similar ,o"s for the same firm are paid
according to factors unique to the emplo!ee
/mplo-ee /q(it- Team -quit! )nternal -quit! +ll of the given options
1L1#@@@@@@@@@ is t"e process o! acq(iring training appraising and compensating
emplo-ees attending to t"eir la)or relations "ealt" and sa!et- and !airness concerns.
(a"or Relations 'rgani%ational 7ehavior 6(man +eso(rce Management 'rgani%ational Health and afet! Management
1'2.:"ic" o! t"ese re!ers to t"e temporar- parttime and sel!emplo-ed or*ersA )nternal la"or force ontingent or* !orce High=performance wor8 s!stems *ownsi%ed emplo!ees
1'3.:"ic" )asic !(nction o! management incl(des delegating a(t"orit- to
s()ordinates and esta)lis"ing c"annels o! comm(nicationA
3lanning Organizing (eading taffing
1'4.Over t"e past 25 -ears all o! t"ese areas o! legal environment "ave in!l(enced
6+M eceptB
-qual emplo!ment opportunit! legislation -mplo!ees pa! and "enefits /mplo-ee competition legislation 4o" securit!
1'5.One o! t"e most pop(lar met"ods o! increasing emplo-ee responsi)ilit- and
control is @@@@@@@.
'utsourcing PMilitar! modelP of management HR) :or* teams
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1'$.:"ic" o! t"ese is a ma9or dimension o! 6+M practices contri)(ting to compan-
competitivenessA
ompensating human resources +cquiring and preparing human resources Managing the human resource environment ll o! t"e given options
1'%.6o "as tec"nolog- c"anged 6+M practicesA
Recruiting using the we" generates smaller< more focused applicant pools# -mplo!ee training is offered through scheduled classes rather than on demand# /lectronic res(mes ta*e less time to eval(ate t"an paper res(mes. >one of the given options#
1'&.6o do companies !acilitate or*!orce diversit-A
Rel! on eternal support s!stems for minorit! wor8ers# -ncourage emplo!ees to challenge the "eliefs and values of other emplo!ees# ;(ild in acco(nta)ilit- t"ro(g" s(rve-s and a(dits. Reinforce traditional values#
1''./mplo-ee involvement req(ires etensive additional 6+M activit- in "ic" o!
t"ese areasA
Training 7enefits (a"or negotiation Mar8eting
200.Managers "o meet designated goals are @@@@@@@.
+ssertive -fficient /!!ective -ntitled
201.8avid cond(cts ne emplo-ee orientation !or a large organization. 6is or* is
it"in "ic" )asic 6+M !(nctionA
Management Motivation areer planning Training and development
202./mplo-ee relations specialists are involved in "ic" o! t"ese activitiesA
6andling emplo-ee complaints
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215.:"ic" o! t"e !olloing is categorized as an indirect pa-ment portion o! emplo-ee
compensationA
$ages alaries /mplo-erpaid ins(rance ommissions
21$.#tress can a!!ect not onl- -o(r "ealt" )(t also ot"er aspects o! -o(r li!e. :"at else
can )e a!!ected )- stressA
Famil! relationships $or8 performance Jour attention to safet! ll o! t"e given options
21%.Jnemplo-ment )ene!its are t-picall- a)o(t @@@@@@@@@@ percent o! a person=searnings and last !or@@@@@@@@@@.
50 2$ ee*s 5@ 1 !ear 100@ !ears 5@ I wee8s
1;#Jnsa!e acts can )e red(ced t"ro(g" all o! t"e !olloing met"odseceptB
,o) rotation creening Training )ncentive programs
21'.:"ic" o! t"ese is t"e most common t-pe o! retirement planA
8e!ined )ene!it -R)+ *efined contri"ution Mone! purchase plan
220.:"ic" one o! t"e !olloing statements is correct in relation to monetar- reards
in accordance it" 6erz)ergDs To
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221.:"ic" pattern o! comm(nication is t"e q(ic*est a- to send a messageA
The circle The chain The J T"e "eel
222."ronic stress is t"e stress t"at ears at people da- a!ter da-. :"ic" o! t"ese is an
eample o! c"ronic stressA
+n unhapp! marriage 'ngoing mone! pro"lems *issatisfaction with a ,o" ll o! t"e given options
223.T"e relative position o! an organization=s pa- incentives compared to ot"er
companies in t"e same ind(str- is *non asB 3a! structure 3a! appraisal Pa- level 3a! feed"ac8
224.Poor q(alit- lateral comm(nication ill res(lt in "ic" o! t"e !olloingA
(ac8 of direction ac* o! coordination (ac8 of delegation (ac8 of control
225.:"ic" o! t"e !olloing is a "ealt" "azard in t"e or* placeA
Cncollected waste paper Heav! o",ect Fra!ed cr!pt ll o! t"e given options
22$.Managers can motivate people to avoid per!orming d-s!(nctional )e"aviors )-
(singB
I. /tinction
II. P(nis"ment
III. 7egative rein!orcement
)< ))< ))) ) and ))) )) and )))
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I and II
22%.:or*ers= compensation )ene!its !all into all o! t"ese ma9or categories eceptB
Medical care +etirement )ene!its *isa"ilit! income *eath "enefits
22&./pectanc- t"eor- !oc(ses on t"e relations"ips )eteen "ic" t"ree !actorsA
>eeds< effort and persistence >eeds< performance and inputs )nputs< performance and outcomes 7eeds per!ormance and o(tcomes
22'. "orizontal etension o! t"e o)9ect to increase tas* variet- is calledB 4o" evaluation 4o" enrichment ,o) enlargement 4o" rotation
230.omm(nication )eteen to mem)ers o! a pro9ect team !rom di!!erent !(nction
)(t t"e same level o! a(t"orit- is @@@@@@@@ comm(nication.
C3 ward *ownward ateral *iagonal
D1# +ll of the following are -ternal -nvironmental Factors ecept
(egal onsiderations The (a"or Force ustomers orporate (lt(re
D# The people who perform tas8s in a wide variet! of human resource=related areas are called
HR -ecutives 6+ Generalists HR pecialist +ll of the given options
DD# + strateg! intended to achieve fair emplo!ment "! urging emplo!ers to hire certain groups of people
who were discriminated against in the past is 8nown as
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Fair emplo!ment -qual -mplo!ment 'pportunit! A--'B !!irmative action -mplo!ment discrimination
DI# Generall!< the goal setting is a
Top down process 7ottom up process Process o! top don s(pport and )ottom (p development Function of senior management
D5# Following are the reasons for conducting ,o" anal!sis ecept
taffing wor8ers O)serving or*ers Training and *evelopment (egal onsiderations
DE# The method that uses the organi%ation9s current level of emplo!ment as the starting point for
determining future staffing needs is
ero ;ased
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I0# $hat tactic will emplo!ers li8el! have to ta8e to fill openings left "! retiring emplo!ees&
)nstituting flei"le wor8 hours 3roviding elder care Hiring more women +e"iring retirees
I1#Following are the "asic principles or conditions that facilitate learning ecept
3articipation Relevance Feed"ac8 /d(cation
I#areer *evelopment is:
!ormal approac" ta*en )- an organization to "elp its people acq(ire t"e s*ills andeperiences needed to per!orm c(rrent and !(t(re 9o)s.
+n emplo!ee9s progresses verticall! upward in the organi%ation from one specific ,o" to the net# 7oth a vertical sequence of ,o"s and a series of hori%ontal opportunities# elf=understanding for future ,o"s# Then< the person is in a position to esta"lish realistic goals and
determine how to achieve these goals#
ID#/////////// can provide an opportunit! for the emplo!ee to share in decision ma8ing< to
learn "! watching others< and to investigate specific organi%ational pro"lems#
(ectures eminars +ssistant to 3osition ommittee ssignments imulations:
II#////// is a career=path method recogni%ing that technical specialists can and should "e
allowed to continue to contri"ute their epertise to a compan! without having "ecome managers#
*emotion (ateral s8ill path 8(alcareer pat" >one of the given options
I5#Training instruction for a small group< which emplo!s such techniques as role=pla!ing or
simulation etc# and encounters give and ta8e sessions and pro"lem=solving techniques is called:
areer counseling :or*s"op *evelopment 3lan 'n the ,o" training
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IE#7arriers to career advancement include:
(ac8 of time Rigid ,o" specifications hort=term focus ll o! t"e given options
I#The "asic s8ills possessed "! the individual that are required to give certain performance are
termed as:
)ilit- Motivation -perience 3erformance
I;#Csing the ////////// approach< managers evaluate organi%ational effectiveness# -ternal resource Internal s-stems Technical !stems
IL#+ career stage in which one "egins to search for wor8 and finds a first ,o" is:
-ploration period /sta)lis"ment period Middle stage >one of the given options
50#$ithout proper feed"ac8 a"out an emplo!ee9s effort and its effect on performance< we run the
ris8 of decreasing hisK her /////////#
alar! -perience Motivation 3erformance appraisal
51# The //// trust is "ased on the "ehavioral predicta"ilit! that comes from a histor! of interaction
*eterrence="ased noledge)ased )dentification="ased >one of the given options
5# ////// is the process where"! union mem"ers vote out their union as their representative#
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+uthori%ation card Representation certification +epresentation decerti!ication Trade union election
5D# $e can define //// as activities people perform to acquire< enhance< and use power and other
resources to o"tain their preferred outcomes in a situation of uncertaint! or disagreement#
Organizational politics -ecuting authorit! ollective "argaining 3osition power
5I# 3rotection from discrimination< safe wor8ing conditions and union formulation are /////
rights< provided to emplo!ees#
ontractual )ndividual #tat(tor- 'rgani%ational
55# + situation in la"or N management negotiation where"! management prevents union mem"ers
from returning to wor8 is called /////#
Grievance tri8e +r"itration oc*o(t
5E# The ////// leadership is a set of a"ilities that allows the leader to recogni%e the need for
change< to create a vision to guide that change< and to eecute that change effectivel!#
Trans!ormational harismatic +utocratic Transactional
5# The first formal stage of the disciplinar! procedure is
$ritten 6er"al $arning :ritten :arning uspension *ismissal
5;# The cost associated with emplo!ee separations and turnover includes:
Recruitment election costs
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Training cost eparation costs ll o! t"e given options
5L# +ccording to /////< leaders ma! use different st!les with different mem"ers of the same wor8
group#
3ath=goal leadership 6room=4ago=Jetton model eadermem)er ec"ange t"eor- The situational leadership theor!
E0# Following the ////< discipline should "e immediate< provide ample warning< "e consistent