HRM MUTIPLE CHOICE QUESTIONS

1. According to Herzberg's Two Factor Theory, what is the role of hygiene factors?
a. their presence leads to feelings of netralit!
b. their absence leads to feelings of satisfaction
c. their presence leads to feelings of satisfaction
d. their absence leads to feelings of neutrality
2. here is the !ost co!!on use of an "n#$as%et Techni&ue?
a. "n co!puterized career progression syste!s
b. "n cross chec%ing e!ployee referrals
c. "n 'election (rocess
). hich is a syste! designed to achie*e organizational effecti*eness by steering
each e!ployee+s beha*ior toward the organization+s !ission by using a co!bination
of goal setting, planning, and e*aluation acti*ities?
a. beha*ior#based !odeling
b. !anage!ent accounting
c. "anage"ent #! o#$ecti%es
d. beha*ior obser*ation !ethod
,. hat le*el of training needs analysis focuses on the identification of where within
a fir! training is needed?
a. -ir%patric% Analysis
#. Tas& needs anal!sis
c. organizational analysis
1
.. hich theory states that e!ployees for! beliefs about pay fairness by
co!paring their outco!e/input ratio to that of a referent other?
a. contingency theory
#. e'it! theor!
c. e0pectancy theory
d. consistency theory
1. hich approach to the study of leadership is associated with Theory 2 and
Theory 3?
a. trait approach
#. sitational approach
c. beha*ioristic approach
d. style approach
4. hat error in rating is the result of raters not using the e0tre!es of the rating
scale.
a. e0tre!ity error
b. si!ilarity error
c. central tendenc! error
d. halo error
5. hich of the following is reported not to occur in fir!s that use downsizing to
reduce costs?
a. the !a6ority of fir!s that downsize achie*e
higher organizational profits
b. the !a6ority of fir!s that downsize refill
eli!inated positions within a year
2
c. the "a$orit! of fir"s that do(nsi)e report
higher e"plo!ee prodcti%it! i""ediatel!
d. all of the abo*e
7. hat is defined as the organization's atte!pt to add to, !aintain, or read6ust its
total hu!an resource co!ple!ent in accordance with its strategic business
ob6ecti*es?
a. recruit!ent
b. selection
c. staffing
d. training and de*elop!ent
18. The 9:;" approach to H: accountability+ techni&ue called Hu!an :esource
<ffecti*eness "nde0 =H:<"> falls under the fowling cluster of approach?
a. 'olid @alue Added Approach
b. <arly Approach
c. Leading Edge *pproach
11. The H: scorecard A !etrics hierarchy does not consist of one of the following?
a. @alue based H: !etrics lin%ed to corporate
based !etrics that reflect *alue#based
!easures
b. H: outco!e !easures that focus on business
outco!es
)
c. ;perational H: !etrics that focus on
efficiencies
d. H: analytics that focus on wor%force data
e. HR #illa#ilit! anal!sis
12.Hu!an :esource (lanning largely in*ol*es the following nu!ber of steps?
a. three
#. for
c. fi*e
1). To ensure a full scale H: Audit in an organization, two !issing acti*ity areas fro!
the list are?
a. Begal co!pliance
b. Co!pensation/'alary Ad!inistration
c. <!ploy!ent/:ecruiting
d. ;rientation
e. Ter!inations
f. Co!!unications
g. Files/:ecord Daintenance/Technology
h. (olicies and procedures =including e!ployee
handboo%>
Ans?
<!ployee :elations
Training and Ee*elop!ent
,
1,. Eue Eiligence acti*ity in H: is a part of the following process
a. Recrit"ent and Selection
b. (erfor!ance Appraisal
c. Training and Ee*elop!ent
1.. Be*el ) of the (CDD !odel is %nown as?
a. Danaged Be*el
b. ;pti!izing Be*el
+efined Le%el
c. :epeatable Be*el
11. Choose what H:E 'trategy include fro! the following list?
a. Co!!unications 'trategy
b. Accountability and ;wnership 'trategy
c. 'yste!atic Training strategy
d. Bearning strategy
e. *ll of the a#o%e
14. C"((, C":;, Tyler+s ;b6ecti*e approach are all !ethods of
a. 'uccession (lanning
b. Fob 'tudy
c. E%alation of Training
15. 'tereotyping is an error that !eans
a. recent e*ents and beha*ior of e!ployee bias
rater+s e*aluation of e!ployee+s o*erall
perfor!ance
b. rater allows single trait, outco!e or consideration to
influence other !easures of perfor!ance
.
c. rater "a&es perfor"ance $dg"ents #ased on
e"plo!ee,s personal characteristics- rather
than e"plo!ee,s actal perfor"ance
17.9:ecognition of Achie*e!ent+ has been stated by Herzberg as under the following
factor cluster
a. Moti%ation factor
b. Hygiene factor
c. $alancing factor
28. 'uccessi*e Appro0i!ation (rinciple is a techni&ue of?
a. Training Geed Analysis
b. 'uccession (lanning
c. .eha%ior Modification
21.H$etter co!!unications and proper selection of staff will eli!inate industrial
conflictI. Fro! which of the following perspecti*es would you !ost e0pect the abo*e
state!ent to co!e?
Jnitaris!
(luralis!
'yste!s Theory
:adicalis!
Social action theor!
22. Absenteeis! and high turno*er can constitute which of the following for!s of
conflict?
;rganised conflict
Collecti*e conflict
1
Latent conflict
"ndi*idual conflict
"ntra group conflict
2). ith which of the following writers would you !ost associate with the following
*iews? Conflict in the world of wor% is ine*itable but contained by societal structures,
wor% is characterised by control not co!!it!ent and the e!ploy!ent relationship to be
essentially a low#trust relationship?
*llan /landers
Fohn Eunlop
Alan Fo0
:ichard Hy!an
Hgh Clegg
2,.The idea that collecti*e bargaining li!its conflict by *irtue of the fact that it leads
to s!all gains for e!ployees which they then feel the need to protect and defend
such gains, is su!!ed up by which of the following ter!s?
The institutionalisation of conflict The
radicalisation of conflict
The fnctionalit! of conflict
The indi*idualisation of conflict The
dual nature of conflict
2..(apri and 'ouna% are fighting about who should be entitled to the last orange that
they ha*e in the house. After !uch fighting, their !other inter*enes and as%s
what they want the orange for. (apri says that she wants the rind to ba%e a ca%e
and 'ouna% says that he wants a glass of orange 6uice, as he is thirsty. They
resol*e the issue by gi*ing the rind to (apri and gi*ing the re!ainder of the
orange to 'ouna% so that he can ha*e a drin% of orange 6uice. hich of the
following strategies describes the resolution to the proble!?
A Co!petiti*e 'trategy
* Colla#orati%e Strateg!
An Acco!!odation 'trategy
An A*oidance 'trategy
A Co!pro!ise 'trategy
4
21.Eistributi*e bargaining describes a situation which in*ol*es which of the
following?
in#win
0in1lose
Bose#lose
$argaining within a tea!
$argaining between tea!s
24. All e0cept one of the following is considered a positi*e negotiation s%ill. hich is
the odd one out?
:efra!ing points
Babelling beha*iour
Acti*e listening
The use of !irror &uestions
The se of fre'ent conter offers
25.All e0cept one of the following is a useful techni&ue to pro!ote integrati*e
negotiations. hich is the odd one out?
<nlarging the pie
Ma&ing a lo( initial offer
Trading rather than co!pro!ising
Gegotiating on a pac%age basis
27. Foint proble! sol*ing is often ad*ocated as the best approach to either a
disciplinary or grie*ance inter*iew. hich one of the following is uniquely
associated with a 6oint proble! sol*ing approach?
Ensring that the rles of natral $stice appl!
Allow e!ployees to suggest solutions and e*aluate these with
reference to ob6ecti*e, !utually agreed standards
<nsuring that procedures are in writing and effecti*ely
co!!unicated to e!ployees
<nsuring that ti!e li!its are i!posed for the e0haustion of
procedures so as to a*oid any delay
The use of a third party to arri*e at a !utually agreed solution
)8. Tea! wor%ing is which of the following for!s of e!ployee in*ol*e!ent?
Tas% in*ol*e!ent
"ndirect in*ol*e!ent
:epresentati*e in*ol*e!ent
5
Co1deter"ination
(ower#based in*ol*e!ent
)1. "n the early writings on H:D =Hu!an :esource Danage!ent>, it was clai!ed
H:D differed fro! (D =(ersonnel Danage!ent> by *irtue of the integration of H:
policies with the strategic business needs of the fir!. hich of the following findings
ha*e e!erged fro! recent e!pirical wor% as a consensus on the abo*e issues?
(D was always aligned with the strategic business needs of the fir! There
are so!e possibilities for strategic integration between H:
policies and the business needs of the fir! but this is li!ited by
product !ar%et and other factors
The a#o%e proposition has #een inflential in the
(idespread disse"ination and adoption of soft HR policies
H: is in fact inferior to (D policies in ter!s of strategic integration 'trategic
"ntegration has been found to only apply to the public
sector
)2. 'oft H:D can best be seen as e!bodying one of the following strategies in
relation to trade unions. hich one?
Jnion 'ubstitution
Jnion Darginalisation
Jnion Ee#recognition
Union *%oidance
Jnion 'uppression
)). Hard H:D can be seen to e!body which of the following approaches to
!anaging people?
People are seen as a resorce li&e an! #siness resorce
(eople are placed before profits
A procedurally#based approach to the !anage!ent of people An
approach which e&uates to sophisticated paternalis!
7
),.Alan Fo0 =174,> described the 'ophisticated (aternalist approach to !anaging
people. hich of the following approaches to !anaging people best
appro0i!ates a 'ophisticated (aternalist approach?
A Traditionalist approach
* Soft H"an Resorce Manage"ent approach
A Hard Hu!an :esource Danage!ent approach
A Taylorist approach
A (luralist approach
).. ho is an adult as per Factories Act, 17,5 ?
a. ho has co!pleted 15 years of age
b. who is less than 15 years
c. who is !ore than 1, years
d. who is !ore than 1. years
Answer# a>. ho has co!pleted 15 years of age
)1. The space for e*ery wor%er e!ployed in the Factory after the co!!ence!ent of
Factories Act, 17,5 should be KKKKKKKK Cubic Deters.
a. 7.7
b. 18.2
c. 1,.2
d. 1).2 Answer#
c. 1,.2
)4. A person who has ulti!ate control o*er the affairs of the factory under Factories
Act, 17,5 is called as KKKKKKKKK
a. ;ccupier
b. Danager
c. Chair!an
18
d. Danaging Eirector.
Answer # a. ;ccupier
)5. First Aid $o0es is to be pro*ided for KKKKKK of persons
a. 12.
b. 1).
c. 1.8
d. 118 Answer#
c. 1.8
)7. Bea*e with wages is allowed for e!ployees if they wor% for KKKKKKK days in a
!onth.
a. 1.
b. 2.
c. 28
d. 25
Answer# c. 28
,8. 'ection 2 = - >of the Factories Act 17,4 says about
a> Danufacturing (rocess
b> Factory
c> or%er
d> Gone of these
Answer? Danufacturing (rocess
,1. The ter! 'abbatical is connected with
a> (aid lea*e for study
b> (aternity lea*e
c> Daternity lea*e
d> Luarantine lea*e
Answer? (aid lea*e for study
11
,2. Danager of e*ery factory should sent a annual report to the "nspectorate of factories
containing details li%e nu!bers of wor%ers e!ployed , lea*e with wages, safety
officers ,a!bulance roo!, canteen, shelter, accidents in for! no ### on or before )1st
Fanuary
a> For! Go ? 22
b> For! Go? 21
c> For! Go? 2. A
d> For! Go? 2. $ Answer?
a> For! Go? 22
,). ho is responsible for pay!ent to a person e!ployed by hi! in a Factory under the
(ay!ent of wages Act 17)1
a> Accounts Danager
b> H: !anager
c> Danager
d> ;wner
Answer#Danager of a factory no!inated under the section 4 =f> of Factories Act
,,. The renewal application for a license sub!itted after Eece!ber )1st of the e*ery
year shall paid the fine a!ount.
a> 18 M of the license fee
b> 28M of the license fee
c> )8 M of the license fee
d> none of these.
Answer# b> 28M of the license fee
,.. An accident report, shall be confir!ed by the !anager by sending a
separate report in for! no ########## with details of nu!ber of person %illed or
in6ured to i> "nspector of Factories within ########### hours of the accident .
a> For! Go.15, 12 Hours
12
b> For! Go. 15.A , 12 Hours
c> For! Go.15, 2, Hours
d> For! Go 15 A , 2, Hours Answer#
a> For! Go.15, 12 Hours
,1. hat is $usiness (rocess :e#engineering?
Ans. The ability of an organisation to step bac% N rethin% the way it does business,
Focus on all for! business co!ponents? strategy, business process, people and
technology. <ncouraging entrepreneurial adaptation on capabilities with stress on
inno*ati*e s%ills N collaborati*e decision#!a%ing
,4. "n an organisation initiating career planning what !odality would essentially for! the
basis for place!ent, transfer and rotation?
Answer?
Career (ath Dodel
,5. 'ection KKKKKKKK of the "ndustrial Eisputes Act 17,4, states that an e!ployer
should only retrench e!ployees who ha*e been !ost recently hired.
Answer?
2.#O
,7. Ga!e the three perfor!ance counselling phase?
Answer?
:apport building
<0ploration
1)
Action (lanning
.8. hat includes in 'alary 'ur*ey?
Answer?
"nflation indicators 'alary
budget a*erages A*erage
'alaries
.1. <*ery wor%er shall ha*e the right to obtain infor!ation relating to wor%ers+ health
and safety wor% at wor%.
True / False
Answer# True.
.2. "n case of e!ployee co*ered under the <'", the accident report shall be sent in
For! Go ######### to Bocal office of the <'" to which the co!pany attached
a> For! Go. 15 b>
For! Go. 15 A c>
For! Go. 2. d>
Fro! Go.11
Answer# d> Fro! Go.11
.). hat are the published literature of the co!pany which help in assessing
the strengths and wea%ness of H:E Answer
Danual reports, Dar%ed Handouts, (ersonal Danual
.,. o!en e!ployees presently restrict / li!it their career to selected 6obs N
organisations. $ut, they will soon be ready to ta%e up all types of 6obs in
1,
different types of organisations. This pheno!enon is %nown as
Answer?
Eual career group
... (erfor!ance Appraisal directly affects the interpersonal relations that are really
delicate and difficult to !aintain, because of heterogeneity in the nature of hu!an
beings. "t is necessary to follow certain principles li%e?
Answer?
Appraise on the basis of representati*e infor!ation,
Appraise on the basis of sufficient infor!ation
Appraise on the basis of rele*ant infor!ation
.1. Jnder point !ethod, co!!on factors to all the 6obs are identified. True or False?
Answer? True
.4. KKKKKKKK is the pay which the e!ployee gets based on his perfor!ance in the
co!pany as per his set role and responsibilities.
Answer? Derit (ay
.5. For closure, e*ery wor%er is to be co!pensated with KKKKKKKK a*erage pay
for e*ery year of ser*ice co!pleted.
Answer
1.days
.7. Ga!e the three i!portant co!ponents in aligning business strategy with H:
practice?
1.
Answer? $usiness 'trategy, Hu!an :esource (ractices , ;rganisational
Capabilities
18. The notice of change of !anager shall be inti!ated in For! Go. #######to the
inspector of factories under the Factories Act.
a> For! #4
b> For! A ) A.
c> For! Go. 5
d> Fro! Go. )
Answer# b> For! A ) A.
11. The e0a!ination of eye sight of certain wor%ers under the factories Act shall be
done at least once in e*ery ##### !onths
a> 1 !onths
b> 12 !onths
c> 15 !onths
d> 2, !onths
Answer# d> 2, !onths
12. A basic analysis of hu!an resources can be constructed for the co!pany. Howe*er,
fro! a strategy *iewpoint, it would be !ore *aluable if this were filtered using %ey factors
for success, co!petiti*e co!parisons and, if appropriate, international considerations.
Tre / False
1). hat is !eant by the ter! 'organisational culture'?
11
a. It refers to the set of #eliefs- %ales and learned (a!s of "anaging of an
organisation and is reflected in its strctres- s!ste"s and the approach to
de%eloping corporate strateg!
b. "t is a biological !etaphor applied to organisations to suggest they can be
nurtured and grown =i.e. culti*ated>
c. "t is refers to the le*el of sophistication that pre*ails a!ong the !anage!ent of
the organisation and affects their ability to thin% in co!ple0 ways
d. "t refers to the social life that grows up a!ong the !e!bers of an organisation
and results in greater bonding a!ong the! and so aids tea! wor%ing and builds
co!!it!ent.
1,. ;CTA(AC< is used for !easuring the following?
a. <!ployee (erfor!ance
b. Beadership style
c. 2ale and Cltral .elief
d. (ersonality types
1.. hat is the 'cultural web'?
a. "t is the networ% of relationships in an organisation through which the culture is
trans!itted to new recruits
b. "t is a !odel used to analyse highly political cultures where a lot of political
acti*ity and power struggles i!pact on corporate strategy
c. "t is a ter! used to describe organisations that are stuc% in a particular culture
and are unable to change to !eet the needs of a new strategy
d. It is a "ethod of #ringing together the #asic ele"ents that are helpfl in
anal!sing the natre of the cltre a particlar organisation possesses
11. "n e0a!ining the four !ain types of organisational culture, there are three i!portant
&ualifications. hich of the following is not one of these?
a. 'e*eral types of culture usually e0ist in the sa!e organization
14
b. ;rganisations change o*er ti!e
c. Organisational cltres are nsta#le and change constantl!
d. Eifferent cultures !ay predo!inate depending on the head&uarters and
ownership of the co!pany
14. hat do you understand by the ter! 'a prospector organisation'?
a. An organisation that represents a good prospect for a fir! loo%ing to !a%e an
ac&uisition
#. *n organisation that acti%el! see&s ne( opportnities and change
c. An organisation with good growth prospects
d. An organisation that has recently been founded as an entrepreneurial start#up
15. hat are the two principal reasons for organisational conflict?
a. (ersonality clashes and !isunderstanding of policy
#. Insecrit! and lac& of infor"ation
c. Eiffering goal and threats to territory
d. Lac& of direction and %age o#$ecti%es
17. Fro! his analysis of the data fro! a sur*ey of 111,888 "$D e!ployees, Hofstede
identified four =later fi*e> di!ensions of culture. hich of the following is not one of
the!?
a. Dasculinity *s. fe!ininity
b. (ower distance
c. "ndi*idualis! *s. collecti*is!
d. Jncertainty a*oidance
e. Ethnocentris"
48. hat are the two !ain ele!ents of a hu!an resource =H:> audit?
15
a. Eirect co!petition, and the role and contribution of co!petitors to the
de*elop!ent of corporate strategy
#. People in the organisation- and the role and contri#tion of senior
"anage"ent to the de%elop"ent of corporate strateg!
c. (eople outside the organisation, and the role and contribution of indi*iduals to
the de*elop!ent of corporate strategy
d. People in the organisation- and the role and contri#tion of h"an
resorces to the de%elop"ent of corporate strateg!
41. hat is the ter! that is used to describe the process that causes people to beha*e
as they do?
Doti*ation
a. Eri*e
b. 'election
c. $eha*iour
42. The broad categories of stressors are?
Answer
(ersonal stressors
Bife stressors
;rganizational stressors
17
4). The KKKKKKKK is the best style of leadership in e!ergencies.
Answer? Autocratic
Fiedler has described situational fa*orableness in ter!s of three e!pirically deri*ed
di!ensions, *iz?
Answer?
The leader !e!ber relationship
The degree of tas% structure
The leader's positional power
4,.The ob6ecti*e of Dass "nter*iewing (rogra! is?
a. To e3plore infor"ation that cold #e sed to i"pro%e sper%isor! training.
b. To recruit the !a0i!u! nu!ber of candidates at one go.
c. Gone of the abo*e
4.. "dentify the situation which do not reflect upward co!!unication. a.
(erfor!ance reports of wor%ers to be re*iewed by the super*isor b. 'uggestion
bo0es %ept in the wor%er's canteen,
c. <!ployee attitude sur*eys d.
"ssue of or%ers $ulletin
41. The tea! whose !e!bers collaborate through use of *arious infor!ation
technologies is %nown as KKKKKKKK tea!.
28
Answer? @irtual Tea!
44. Find the wrong choice? Frederic% . Taylor de*eloped a.
<0ternal parity of wages
b. age pay!ent plans c.
"nternal parity of wages d.
/air 0age Plan
45. Find the wrong choice? An aroused attitude consists of?
a. Affecti*e reaction
b. Cognition
c. Action tendency
d. Proacti%e Reaction
47.True/False
;nly when the tea! is in the ad6ourning stage, the relationships between the tea!
!e!bers are stabilised.
Answer? False
58.Dost co!petent leaders also, at ti!es, ha*e to fall bac% upon negati*e leadership
style.
Answer? True
51. The people who create unnecessary stress for the!sel*es pertain to type category.
21
a. $
b. C.
c. *
52. The Dinnesota Test is used by H: !anagers for?
a. Recrit"ent and Selection
b. Training <ffecti*eness :e*iew
c. (erfor!ance :e*iew
5). True/False
Doney represents the best !eans to satisfy physiological needs.
Answer? True
5,. At KKKKKKKK stage of tea! building, cooperation and a sense of shared
responsibility is de*eloped a!ongst the tea! !e!bers.
a. Nor"ing
b. For!ing
c. (erfor!ing
d. 'tor!ing
5.. True /False
Attitude is a hypothetical construct
Answer? True
51. or% attitudes can be reflected in an organization through?
22
a. 4o# satisfaction
b. <!otional "ntelligence
c. (otential Counseling
54.Contribution of alter Eill 'cot towards industrial psychology is?
a. He sho(ed ho( ps!cholog! can #e applied to ad%ertising and selling.
b. He showed how !oti*ational wor%s in Fob setting
c. He showed the effects of <!otional "ntelligence on Beadership
55. Choose the right na!e of the theorist who de*eloped the following belief? The
Beader sets the e!otional intonation of the wor% place
a. (eter $loc
#. +aniel 5ole"an
c. To! (eters
57. The factors which !a%e the 6ob itself a tool of !oti*ation are %nown as?
Answer? 'atisfiers
78.True/False
Dorale can be &uantified.
Answer? False
2)
71.True/False
The content theories are concerned with identifying the needs that people ha*e and how
needs are prioritized.
Answer? True
72. 'tri%e the wrong one out? Features of Theory 3 are?
a. or% is as natural as play
b. Hu!anistic and supporti*e approach
c. People are re'ired to #e forced to get the $o# done
7). KKKKKKKK groups operating within the wor% settings e0ert strong social controls
o*er the wor% habits and perfor!ance of the indi*idual wor%ers.
Answer? "nfor!al
7,. Choose the right option? -eith Ea*is Eefined leadership as
a. h"an factor that #inds people together
b. as a factor to lead others fro! the front
c. as a factor to get things done by others
7.. ho has gi*en the following definition of ;rganizational $eha*iour, Punderstanding,
predicting and controlling hu!an beha*iour at wor%P?
a. Da0 eber
b. Oary Eessler
c. 'tephen :obbins
2,
d. /red Lthans
71. The $eha*ioural ;bser*ation 'cale or $;' is popularly used for
a. <!ployee Counseling
#. E"plo!ee Perfor"ance *ppraisal
c. Gone of the abo*e
74. :epresentation syste! is a techni&ue used by H: !anagers in
a. E"plo!ee Conseling
b. Co!petency !apping
c. <0it "nter*iews
75. According to the "ceberg Dodel of Co!petency the !a6or chun% of the
co!petencies which lies hidden and une0plored are?
a. '%ills
b. -nowledge
c. *ttitde
d. $eha*iour
77. A !anager can ta%e correcti*e action in ti!e if he is able to understand which of the
gi*en indicators?
a. Morale
b. (erceptual
c. Gone of the abo*e
188. KKKKKKKK co!!unication is useful for flatter organizational structure.
a. Eiagonal
b. Top Eown
c. Lateral
2.
d. @irtual
181. True / False?
Dorale is a static pheno!enon.
Answer? False
182. True/False
At the super*isory le*el the re&uire!ent of conceptual s%ill is the highest.
Answer? False
18). Hawthorne <0peri!ents were done by
a. Abraha! Daslow
#. Elton Ma!o
c. (aul Gew!an
18,. Bearned Helplessness as a concept was de*eloped by
a. Herzberg
b. @ictor Fren%el
c. (.'elig!an
18.. 'tri%e the wrong one out? 'cientific !anage!ent !o*e!ent sought to i!pro*e
producti*ity by?
21
a. :ationalizing the wor%
b. "ntroduction of *arious wage plans
c. "ntroduction of incenti*e plans
d. Rationali)ing the non perfor"ers
181. The ;diorne Datri0 also %nown as H: (ortfolio based on e!ployees+ potential
and perfor!ance, does not tal% of one of the following e!ployee cluster?
a. or% Horse
b. Eead ood
c. 'tars
d. /ence Sitters
184. The Hot 'to*e theory is related to?
a. Co!!unication
#. +iscipline
c. Training
d. <!ployee :ationalization
185. The first stage of alar! reaction includes an initial KKKKKKKK phase, in which
the resistance is lowered.
a. Shoc& b.
Testing
c. "ntrospecti*e
187. True/False
(roducti*ity can be high in spite of !orale being low because of the rigid
!anage!ent control syste!.
24
Answer? True
118. 'tri%e the wrong one out?
hat are the principles of 6ob enlarge!ent?
a. Challenging the e!ployees by increasing the e0pected production
b. Adding other tas%s to the 6ob
c. :otating the assign!ents
d. Enriching the e3perience content of the $o#
111. The pension plans, gratuity contribution and !andatory pro*ident fund rules are
fra!ed basically to ta%e care of KKKKKKKK needs.
Answer? 'ecurity
112. is the process of disco*ering, analyzing and using intelligence fro! publicly
a*ailable, non#proprietary infor!ation sources for the purpose of beco!ing !ore
co!petiti*e.
a. <!otional "ntelligence
b. Co!petiti*e Ad*antage
c. Co"petiti%e Intelligence
11). The is a !ethod for obtaining forecasts fro! a panel of independent e0perts
o*er two or !ore rounds.
a. ;rganization Analysis
b. )18+ Appraisal
c. +elphi Techni'e
d. (ositi*e Appraisal
25
11,. Any two factors that are necessary to gain an understanding of the tea!
dyna!ics and effecti*eness are?
Answer?
Tea! size
Ei*ersity
Ooals
11.. The 9$usiness
Awareness Co!petency+
is a
co!petency for the wor% of a !anager.
a. Critical
b. 'upporting
c. Technical
111. The full for! of $<" used in inter*iew process is?
Answer? $eha*ioural <*ent "nter*iewing
114. Find one of the roles which is not a part of the $elbin :ole Eescription?
a. 'haper b.
Chair!an
c. :esource "n*estigator d.
Pro#le" Child
27
115. The ability to thin% in ter!s of !odels, fra!ewor%s, and broad relationships is
%nown as
a. Core '%ill
b. Technical '%ill
c. Conceptal S&ill
117. Those factors which are capable to inhibit perfor!ance by their absence but
any addition in the! does not increase efficiency, are %nown as KKKKKKKK factors.
Answer? Hygiene
128. The wor% !oti*ation approaches can be broadly classified as content and
KKKKKKKK theories.
a. Content
b. Lualitati*e
c. Process
d. <&uity
)8