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2ND SEM-MIDTERM > HRM > Flashcards

HRM Flashcards

1
Q

It is the art of procuring, developing and maintaining competent workforce to achieve organisational goals effectively.
A. HRP
B. HRM
C. HRS

A

B. HUMAN RESOURCE MANAGEMENT

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2
Q

The process of employing people, developing their resources, utilising,maintaining & compensating their service in tune with the job & organisational requirements with a view to contribute to the goals of the organisation,individual & the society.
A. HRP
B. JOB ANALYSIS
C. RECRUIMENT
D. HRM

A

HUMAN RESOURCE MANAGEMENT

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3
Q

It is the study of activities regarding people working in an organization. It is a managerial function that tries to match an organization’s needs to the skills and abilities of its employees
A. HRM
B. HRP
C. HRS
D. PLANNING

A

HUMAN RESOURCE MANAGEMENT

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4
Q

Who said that “the human resource management refers to the philosophy, policies, procedures, & practice related to the management of people within an organisation.
A. GORDON MCBEATH
B. BEACH
C. STEPHEN P. ROBBINS
D. WENDELL L. FRENCH

A

Wendell L. French “

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5
Q

He said that HRM is a process consisting of the acquisition,development, motivation & maintenance of human resources
A. GORDON MCBEATH
B. BEACH
C. STEPHEN P. ROBBINS
D. WENDELL L. FRENCE

A

Stephen P. Robbins,

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6
Q

ENUMARATE THE SCOPE OF HUMAN RESOURCE MANAGEMENT

A
  1. HUMAN RESOURCE PLANNING
  2. THE INDUSTRIAL ASPECT
  3. COMPENSATION AND BENEFITS
  4. ORGANIZATIONAL DEVELOPMENT
  5. SELECTION AND STAFFING
  6. UNION/LABOUR RELATIONS
  7. EMPLOYEE ASSITANCE
  8. TRAINING AND DEVELOPMENT
  9. PERSONNEL RESEARCH AND INFORMATION SYSTEM
  10. DESIGN OF THE ORGANIZATION AND JOB
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7
Q

To ensure that the organization has the right types of persons at the right time at the right place.
A. HRM
B. SELECTION&STAFFING
C. PLANNING
D. HRP

A

Human Resource Planning:

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8
Q

It prepares human resources inventory with a view to assess present and future needs, availability and possible shortages in human resource.
A. HRM
B. SELECTION&STAFFING
C. PLANNING
D. HRP

A

Human Resource Planning:

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9
Q

This is the task of laying down organization structure, authority,relationship and responsibilities.
A. HRP
B. HRM
C. DESIGN OF THE ORGANIZATION AND JOB
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

Design of the Organization and Job:

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10
Q

This also mean definition of work contents for each position in the organization. This is done by “job description”. Another important step is “Job specification”.Job specification identifies the attributes of persons who will be most suitable for each job which is defined by job description.
A. HRP
B. HRM
C. DESIGN OF THE ORGANIZATION AND JOB
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

Design of the Organization and Job:

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11
Q

This usually lists out the job title, location, job summary, working environment, duties to be performed on the job, etc.
A. job specification
B. job description
C. DESIGN OF THE ORGANIZATION AND JOB
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

job description

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12
Q

Refer to the lists out qualifications, experience, training, skills, emotional attributes, mental capabilities of an individual to perform the job.
A. job specification
B. job description
C. DESIGN OF THE ORGANIZATION AND JOB
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

job specification

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13
Q

This aspect is concerned with employees. It includes union management relations, joint consultation, negotiating collective bargaining, grievance handling, disciplinary actions, settlement of industrial disputes etc.
A. The Industrial Aspect
B. Human Aspect
C. DESIGN OF THE ORGANIZATION AND JOB
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

The Industrial Aspect:

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14
Q

This is the process of recruitment and selection of staff. This involves matching people and their expectations with the job specifications and career path available within the organization.

A

Selection and Staffing:

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15
Q

This involves an organized attempt to find out training needs of the individuals to meet the knowledge and skill which is needed not only to perform current job but also to fulfil the future needs of the organization.
A. Union/Labour Relations
B. TRAININGA ND DEVELOPMENT
C. DESIGN OF THE ORGANIZATION AND JOB
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

Training and Development:

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16
Q

This is an important aspect whereby “Synergetic effect” is generated in an organization i.e. healthy interpersonal and inter-group relationship within the organization.
A. ORGANIZATIONAL DEVELOPMENT
B. TRAININGA ND DEVELOPMENT
C. DESIGN OF THE ORGANIZATION AND JOB
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

Organizational Development:

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17
Q

This is the area of wagesand salary administtration where wages and compensations are fixed scientifically to meet fairness and equity criteria. In addition labour welfare measures are involved which include benefits and services.
A. WAGES AND SALARY ADMINISTRATION
B. TRAININGA ND DEVELOPMENT
C. COMPENSATION AND BENEFITS
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

Compensation and Benefits:

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18
Q

Each employee is unique in character, personality, expectation and temperament. By and large each one of them faces problems everyday. Some are personal, some are official. In their case he or she remains worried. Such worries must be removed to make him or her happier.
A. Employee ASSISTANCE
B. TRAINING AND DEVELOPMENT
C. DESIGN OF THE ORGANIZATION AND JOB
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

Employee Assistance:

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19
Q

Healthy Industrial and Labour relations are very important for enhancing peace and productivity in an organization. This is one of the areas of HRM.
A. Union/Labour Relations
B. TRAINING AND DEVELOPMENT
C. DESIGN OF THE ORGANIZATION AND JOB
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

Union/Labour Relations:

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20
Q

Knowledge on behavioral science and industrial psychology throws better insight into the workers expectations, aspirations and behaviour.
A. Union/Labour Relations
B. TRAININGA ND DEVELOPMENT
C. DESIGN OF THE ORGANIZATION AND JOB
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

Personnel Research and Information System:

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21
Q

Refers to the advancement of technology of product and production methods have created a working environment which is much different from the past.
A. Union/Labour Relations
B. TRAININGA ND DEVELOPMENT
C. DESIGN OF THE ORGANIZATION AND JOB
D. PERSONNEL RESEARCH AND INFORMATION SYSTEM

A

Personnel Research and Information System:

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22
Q

What is the primary objective of HRM
A. HUMAN CAPITAL
B. TO EMPLOY MORE EMPLOYEES
C. to ensure the availability of a competent and willing workforce to an organization.

A

to ensure the availability of a competent and willing workforce to an organization.

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23
Q

Refers to assisting the organization in obtaining the right number and types of employees to fulfill its strategic and operational goals.
A. HUMAN CAPITAL
B. TO EMPLOY MORE EMPLOYEES
C. to ensure the availability of a competent and willing workforce to an organization.

A

Human capital :

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24
Q

Helping to create a climate in which employees are encouraged to develop and utilize their skills to the fullest and to employ the skills and abilities of the workforce efficiently
A. HUMAN CAPITAL
B. TO EMPLOY MORE EMPLOYEES
C. to ensure the availability of a competent and willing workforce to an organization.
D. Developing organizational climate

A

Developing organizational climate:

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25
Q

ENUMERATE THE OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

A
  1. SOCIETAL OBJECTIVES
  2. ORGANIZATINAL OBJECTIVES
  3. FUNCTIONAL OBJECTIVES
  4. PERSONNEL OBJECTIVES
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26
Q

To manage human resources in an ethical & socially responsible manner. To ensure compliance with legal & ethical standards.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

Societal Objectives :

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27
Q

To minimise the negative impact of societal demands upon the organisation.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

Societal Objectives :

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28
Q

ENUMERATE THE SUPPORTING FUNCTIONS OF SOCIETAL OBJECTIVES

A

SUPPORTING FUNCTIONS
Legal Compliance
Benefits
Union–Management Relations

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29
Q

HR department, like any other department in an organisation, should focus on achieving the goals of the organisation first.
1. SOCIETAL OBJECTIVES
2. ORGANIZATIONAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

Organisational Objective:

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30
Q

HR department should recognise its role in bringing about organisational effectiveness.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

Organisational Objective:

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31
Q

HRM is not an end in itself.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

Organisational Objective:

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32
Q

ENUMERATE THE SUPPORTING FUNCTIONS OF ORGANISATIONAL OBJECTIVES

A

Human Resource Planning
Employee Relations
Selection
Training and Development
Appraisal
Placement
Assessment

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33
Q

Resources are wasted when HRM is either more or less sophisticated to suit the organisation’s demands.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

Functional Objectives:

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34
Q

To maintain the HRM departments contribution at a level appropriate to the organisation’s needs.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

Functional Objectives:

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35
Q

The department’s level of service must be tailored to fit the organisation it serves.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

Functional Objectives:

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36
Q

HRM should employ the skills & abilities of the workforce efficiently.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

Functional Objectives:

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37
Q

It should aim at making the people’s strength more productive & beneficial to the organisation.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

Functional Objectives:

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38
Q

HRM should aim at providing the organisation with well trained & well motivated employees.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

Functional Objectives:

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39
Q

ENUMERATE THE SUPPORTING FUNCTIONS OF FUNCTIONAL OBJECTIVES

A

Appraisal
Placement
Assessment

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40
Q

HRM should increase employees job satisfaction to the fullest extent.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

PERSONNEL OBJECTIVES:

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41
Q

HRM should also meet the self actualisation needs of the employees.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

PERSONNEL OBJECTIVES:

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42
Q

It should stimulate every employee to achieve his potential.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

PERSONNEL OBJECTIVES:

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43
Q

HRM should assist the employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organisation.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

PERSONNEL OBJECTIVES:

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44
Q

HRM should develop & maintain a quality of work life. It makes employment in the organisation a desirable, personal & social situation.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

PERSONNEL OBJECTIVES:

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45
Q

Organisational performance can never be improved without the quality of work life.
1. SOCIETAL OBJECTIVES
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. PERSONNEL OBJECTIVES

A

PERSONNEL OBJECTIVES:

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46
Q

ENUMERATE THE SUPPORTING FUNCTIONS OF PERSONNEL OBJECTIVES

A

Training and Development
Appraisal
Placement
Compensation
Assessment

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47
Q

Traditional approach to managing people
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

PERSONNEL MANAGEMENT

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48
Q

Modern approach to managing people
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

HUMAN RESOURCE MANAGEMENT

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49
Q

It focuses on personnel administration, employee welfare, & labour relation
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

PERSONNEL MANAGEMENT

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50
Q

Focuses on acquisition, development, motivation & maintenance
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

HUMAN RESOURCE MANAGEMENT

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51
Q

Assumes people as input for achieving the desired output.
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

PERSONNEL MANAGEMENT

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52
Q

Assumes people as important & valuable resources for achieving the desired output.
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

HUMAN RESOURCE MANAGEMENT

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53
Q

It undertaken for employee satisfaction
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

PERSONNEL MANAGEMENT

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54
Q

Undertaken for goal achievement
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

HUMAN RESOURCE MANAGEMENT

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55
Q

Job design is done on the basis of division of labour
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

PERSONNEL MANAGEMENT

56
Q

Job design function is done on the basis of group work/teamwork
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

HUMAN RESOURCE MANAGEMENT

57
Q

Employees are provided with less training & development opportunities.
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

PERSONNEL MANAGEMENT

58
Q

Decisions are made by the top management as per the rules & regulation of the organization
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

PERSONNEL MANAGEMENT

59
Q

Employees are provided with more training & development
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

HUMAN RESOURCE MANAGEMENT

60
Q

Decisions are made collectively after considering employee’s participation, authority, decentralization, competitive environment, etc.
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

HUMAN RESOURCE MANAGEMENT

61
Q

Focuses on increased production & satisfied employees
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

PERSONNEL MANAGEMENT

62
Q

It focuses on effectiveness, culture, productivity & employee’s participation.
1. PERSONNEL MANAGEMENT
2. ORGANIZATINAL OBJECTIVES
3. FUNCTIONAL OBJECTIVES
4. HUMAN RESOURCE MANAGEMENT

A

HUMAN RESOURCE MANAGEMENT

63
Q

Enumerate the Managerial Function

A
  1. Planning
  2. Organizing
  3. Directing
  4. Controlling
64
Q

It is pre-determined course of action.
A. Planning
B. Organizing
C. Directing
D. Controlling

A

Planning:

65
Q

It pertains to formulating strategies of personnel programmes & changes in advance that will contribute to the organisational goals.
A. Planning
B. Organizing
C. Directing
D. Controlling

A

Planning

66
Q

It involves planning of HR, requirements, selection, training etc.
A. Planning
B. Organizing
C. Directing
D. Controlling

A

Planning

67
Q

An organisation is a means to an end. It is essential to carry out the determined course of action.
A. Planning
B. Organizing
C. Directing
D. Controlling

A

Organising:

68
Q

According. to J.C Massie, an BLANK is a structure & a process by which a co-operative group of human beings allocates its task among its members, identifies relationship & integrates its activities towards a common objective.
A. Planning
B. Organizing
C. Directing
D. Controlling

A

Organising:

69
Q

Activating employees at different level & making them contribute maximum to the organisation is possible through proper direction & motivation.
A. Planning
B. Organizing
C. Directing
D. Controlling

A

Directing:

70
Q

Refers to taping the maximum potentialities of the employees is possible through motivation & command.
A. Planning
B. Organizing
C. Directing
D. Controlling

A

Directing:

71
Q

After planning, organizing, & directing the actual performance of employees is checked, verified & compared with the plans.
A. Planning
B. Organizing
C. Directing
D. Controlling

A

Controlling:

72
Q

If the actual performance is found deviated from the plan, control measures are required to be taken.
A. Planning
B. Organizing
C. Directing
D. Controlling

A

Controlling:

73
Q

ENUMERATE THE OPERATIVE FUNCTIONS

A
  1. EMPLOYMENT
  2. HUMAN RESOURCE DEVELOPMENT
  3. COMPENSATION
  4. HUMAN RELATIONS
  5. INDUSTRIAL RELATIONS
74
Q

It is concerned with securing & employing the people possessing the required kind & level of human resources necessary to achieve the organisational objectives.
A. EMPLOYMENT
B. HUMAN RESOURCE DEVELOPMENT
C. COMPENSATION
D. HUMAN RELATIONS
E. INDUSTRIAL RELATIONS

A

Employment

75
Q

ENUMERATE THE PARTS OF EMPLOYMENT

A
  1. JOB ANALYSIS
  2. HR PLANNING
  3. RECRUITMENT
  4. SELECTION
  5. STAFFING
  6. PLACEMENT
  7. INDUCTION AND ORIENTATION
76
Q

it is the process of study & collection of information relating to the Role & Responsibilities of a specific job
A. JOB ANALYSIS
B. HR PLANNING
C. RECRUITMENT
D. SELECTION
E. STAFFING
F. PLACEMENT
G. INDUCTION AND ORIENTATION

A

Job Analysis:-

77
Q

it is a process for determination & assuring that the organisation will have an adequate number of qualified persons, available at proper times, performing jobs, which would meet the needs of the organisation & which would provide satisfaction for the individuals involved.
A. JOB ANALYSIS
B. HR PLANNING
C. RECRUITMENT
D. SELECTION
E. STAFFING
F. PLACEMENT
G. INDUCTION AND ORIENTATION

A

HR Planning:

78
Q

it is the process of searching for prospective employees & stimulating them to apply for jobs in an organisation.
A. JOB ANALYSIS
B. HR PLANNING
C. RECRUITMENT
D. SELECTION
E. STAFFING
F. PLACEMENT
G. INDUCTION AND ORIENTATION

A

Recruitment:

79
Q

it is the process of ascertaining the qualifications, experiences, skills, knowledge etc of an applicant with a view to appraising his/her suitability to a job.
A. JOB ANALYSIS
B. HR PLANNING
C. RECRUITMENT
D. SELECTION
E. STAFFING
F. PLACEMENT
G. INDUCTION AND ORIENTATION

A

Selection:

80
Q

it is the process of assigning the selected candidate with the most suitable job in terms of job requirements. It is matching employee specifications with job requirements.

A

Placement:

81
Q

BLANK are the techniques by which a new employee is rehabilitated in the changed surrounding & introduced to the practices, policies, purposes & people of the organisation.
A. JOB ANALYSIS
B. HR PLANNING
C. RECRUITMENT
D. SELECTION
E. STAFFING
F. PLACEMENT
G. INDUCTION AND ORIENTATION

A

Induction & Orientation:

82
Q

It is the process of improving, moulding & changing the skills, knowledge, creative ability, aptitude, values, commitment etc based on present & future job organisational requirements.
A. JOB ANALYSIS
B. HR PLANNING
C. RECRUITMENT
D. SELECTION
E. STAFFING
F. PLACEMENT
G. INDUCTION AND ORIENTATION
H. Human Resource Development:

A

Human Resource Development:

83
Q

Enumerate the parts of Human Resource Development:

A
  1. Performance Appraisal:
  2. Training
  3. Managerial Development
  4. Career Planning & Development
  5. Transfer
  6. Promotion
  7. Demotion
  8. Retention Management:
84
Q

it is the systematic evaluation of individuals with respect to their performance on the job & their potential for development.
A. Performance Appraisal:
B. Training
C. Managerial Development
D. Career Planning & Development
E. Transfer
F. Promotion
G. Demotion
H. Retention Management:

A

Performance Appraisal:-

85
Q

:- it is the process of imparting to the employees technical & operating skills & knowledge.
A. Performance Appraisal:
B. Training
C. Managerial Development
D. Career Planning & Development
E. Transfer
F. Promotion
G. Demotion
H. Retention Management:

A

Training

86
Q

it is the process of designing & conducting suitable executive development programmes so as to develop the managerial & human relations skill of employees.
A. Performance Appraisal:
B. Training
C. Managerial Development
D. Career Planning & Development
E. Transfer
F. Promotion
G. Demotion
H. Retention Management:

A

Managerial Development:-

87
Q

it is the planning of one’s career & implementation career plans by means of education, training, job search & acquisition of work experience.
A. Performance Appraisal:
B. Training
C. Managerial Development
D. Career Planning & Development
E. Transfer
F. Promotion
G. Demotion
H. Retention Management:

A

Career Planning & Development:-

88
Q

it is process of placing employees in the same level jobs where they can be utilised more effectively in consistence with their potentialities & needs of the employees & the organisation.
A. Performance Appraisal:
B. Training
C. Managerial Development
D. Career Planning & Development
E. Transfer
F. Promotion
G. Demotion
H. Retention Management:

A

Transfer:-

89
Q

it deals with upward reassignment given to an employee in the organisation occupy higher position which commands better status or pay keeping in view in human resources of the employees & the job requirements.
A. Performance Appraisal:
B. Training
C. Managerial Development
D. Career Planning & Development
E. Transfer
F. Promotion
G. Demotion
H. Retention Management:

A

Promotion:-

90
Q

it deals with downward reassignment to an employee in the organisation.
A. Performance Appraisal:
B. Training
C. Managerial Development
D. Career Planning & Development
E. Transfer
F. Promotion
G. Demotion
H. Retention Management:

A

Demotion:-

91
Q

employers prefer to retain more talented employees while they retrench less talented employees.
A. Performance Appraisal:
B. Training
C. Managerial Development
D. Career Planning & Development
E. Transfer
F. Promotion
G. Demotion
H. Retention Management:

A

Retention Management:-

92
Q

Employers modify existing human resource strategies & craft new strategies in order to pay more salaries, provide more benefits & create high quality of work life to retain the best employees.
A. Performance Appraisal:
B. Training
C. Managerial Development
D. Career Planning & Development
E. Transfer
F. Promotion
G. Demotion
H. Retention Management:

A

Retention Management:-

93
Q

It is the process of providing adequate, equitable & fair remuneration to the employees.
A. Performance Appraisal:
B. Training
C. Managerial Development
D. Career Planning & Development
E. Transfer
F. Promotion
G. Demotion
H. Retention Management:
I.COMPENSATION

A

Compensation:

94
Q

Enumerate the parts of Compensation

A
  1. Wage & salary Administration:
  2. Incentives:-
  3. Fringe Benefits
  4. Social Security Measures:
95
Q

Management provide BLANK to their employees in addition to the fringe benefits. These includes worker men compensation, maternity benefits for women , medical benefits , retirement benefits lie PF, pension, gratuity etc.
A. Wage & salary Administration:
B. Incentives:-
C. Fringe Benefits
D. Social Security Measures:

A

Social Security Measures:-

96
Q

These are the various benefits at the fringe of the wage. Management provides these benefits to motivate the employees & to meet their life’s contingencies. Ex:- housing facilities, canteen facilities, medical facilities, disablement benefits etc.
A. Wage & salary Administration:
B. Incentives:-
C. Fringe Benefits
D. Social Security Measures:

A

Fringe Benefits:-

97
Q

it is the process of formulating administrating & reviewing the schemes of financial incentives in addition to regular payment of wages & salary
A. Wage & salary Administration:
B. Incentives:-
C. Fringe Benefits
D. Social Security Measures:

A

Incentives:-

98
Q

it is the process of developing & operating a suitable wage & salary programme
A. Wage & salary Administration:
B. Incentives:-
C. Fringe Benefits
D. Social Security Measures:

A

Wage & salary Administration:-

99
Q

It is the process of interaction among human beings. BLANK is an area of management in integrating people into work situation in a way that motivates them to work together productively cooperatively & with economic, psychological & social satisfaction
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

Human Relations:

100
Q

It refers to the study of relations among employee, employer, government & trade unions. It includes Trade union, collective bargaining, Quality circles etc,
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

Industrial relations:

101
Q

BLANK are designed in tune with the overall business strategy of the organization.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HR Strategies

102
Q

BLANK is the first part of Human Resource Strategy.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HUMAN RESOURCE PLANNING -

103
Q

BLANK affects what employers do when recruiting, selecting, and retaining people.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HR Planning

104
Q

The basic goal of BLANK is to predict the future and on these predictions, implement programmes to avoid anticipated problems.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HR Planning

105
Q

BLANK is the process of examining an organization’s or individual’s future human resource needs for instance.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HR Planning

106
Q

“BLANK is the process by which management determines how the organization should move from its current man power position to desired manpower position. Through planning, management strives to have the right time, doing things which result in both the organization and individual receiving maximum long run benefits.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HUMAN RESOURCE PLANNING

107
Q

According to BLANK “HRP is the process by which management determines how the organization should move from its current man power position to desired manpower position. Through planning, management strives to have the right time, doing things which result in both the organization and individual receiving maximum long run benefits.
A. WENDELL L. FRENCH
B. VETTER
C. GORDON MCBEATH
D. BEACH

A

VETTER

108
Q

BLANK is concerned with two things: Planning of Manpower requirements and Planning of Manpower supplies.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HUMAN RESOURCE PLANNING

109
Q

According to BLANK, “ HRP is a process of determining and assuming that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which meet the needs of the enterprises and which provides satisfaction for the individual involved.
A. WENDELL L. FRENCH
B. VETTER
C. GORDON MCBEATH
D. BEACH

A

Beach

110
Q

According to BLANK “ HRP is concerned with two things: Planning of Manpower requirements and Planning of Manpower supplies
A. WENDELL L. FRENCH
B. VETTER
C. GORDON MCBEATH
D. BEACH

A

Gordon Mcbeath

111
Q

BLANK is a process of determining and assuming that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which meet the needs of the enterprises and which provides satisfaction for the individual involved.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HUMAN RESOURCE PLANNING

112
Q

Simply BLANK can be understood as the process of forecasting an organization’s future demands for and supply of the right type of people in the right number.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HUMAN RESOURCE PLANNING

113
Q

BLANK is the process of determining manpower needs and formulating plans to meet these needs.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HUMAN RESOURCE PLANNING

114
Q

The BLANK involves the gathering and analysis of data through manpower inventors and forecasts.
A. 1ST PHASE
B. 2ND PHASE
C. 3RD PHASE
D. 4TH PHASE

A

first-phase

115
Q

What phase consists of establishing manpower objectives and policies and gaining top management approval of these.
A. 1ST PHASE
B. 2ND PHASE
C. 3RD PHASE
D. 4TH PHASE

A

second phase

116
Q

What phase is concerned with control and evaluation of manpower plans to facilitate progress in order to benefit both the organization and the individual.
A. 1ST PHASE
B. 2ND PHASE
C. 3RD PHASE
D. 4TH PHASE

A

fourth phase

117
Q

What phase involves designing and implementing plans and promotions to enable to organization to achieve its manpower objectives.
A. 1ST PHASE
B. 2ND PHASE
C. 3RD PHASE
D. 4TH PHASE

A

third phase

118
Q

BLANK is the process of analyzing and identifying the availability and the need for human resources so that the organization can emet its objectives.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HRP

119
Q

The focus of BLANK is to ensure that the organization has the right number of human resources, with the right capabilities, at the right times, and in the right places.
A. Human Realtions
B. iNDUSTRIAL RELATIONS
C. HR Strategies
D. HRP

A

HR Planning

120
Q

TRUE OR FALSE: In HR Planning, an organization must consider the availability and allocation of people to jobs over long periods of time, not just for the next month or the next year.

A

TRUE

121
Q

TRUE OR FALSE: HRP is the sub system in the total organizational planning.

A

TRUE

122
Q

Trueor False: Nature of HRP may include shifting employees to other jobs in the organizations, laying off employees or otherwise cutting back the number of employees, developing present employees, and/or increasing the number of employees in certain areas.

A

TRUE

123
Q

To ensure optimum utilization of human resources currently available in the organization.
A. Objectives of HRM
B. Objectives of HRP
C. OJECTIVES OF HR Strategies

A

Objectives of Human Resource Planning

124
Q

To assess or forecast the future skill requirement of the organization.
A. Objectives of HRM
B. Objectives of HRP
C. OJECTIVES OF HR Strategies

A

Objectives of Human Resource Planning

125
Q

To provide control measures to ensure the necessary resources are available as an when required.
A. Objectives of HRM
B. Objectives of HRPC. oJECTIVES OF HR Strategies

A

Objectives of Human Resource Planning

126
Q

A series of specified reasons are there that attaches importance to manpower planning and forecasting exercises. They are elaborated below:

A
  1. To link manpower planning with organizational planning.
  2. To determine recruitment levels.
  3. To anticipate redundancies.
  4. To determine optimum training levels
  5. To provide a basis for management developing programs
  6. To cost the manpower
  7. To assist productivity bargaining
  8. To assess future accommodation requirement
    9.To study the cost of overheads and value of service functions
    10.To decide whether certain activity needs to be subcontracted, etc
127
Q

BLANK IS
Forecasting the organization’s space and facilities based on projecting staffing levels. By planning for future accommodation requirements, organizations can ensure they have the necessary infrastructure in place to support their workforce and business operations.
A. To link manpower planning with organizational planning.
B. To determine recruitment levels.
C. To anticipate redundancies.
D. To determine optimum training levels
E. To provide a basis for management developing programs
F. To cost the manpower
G. To assist productivity bargaining
H. To assess future accommodation requirement
I.To study the cost of overheads and value of service functions
J.To decide whether certain activity needs to be subcontracted, etc

A

To assess future accommodation requirement

128
Q

BLANK IS?
Assesing overhead costs like rent and supplies, and evaluating service functions. Allows the organizations to optimize resources and make informed decisions.
A. To link manpower planning with organizational planning.
B. To determine recruitment levels.
C. To anticipate redundancies.
D. To determine optimum training levels
E. To provide a basis for management developing programs
F. To cost the manpower
G. To assist productivity bargaining
H. To assess future accommodation requirement
I.To study the cost of overheads and value of service functions
J.To decide whether certain activity needs to be subcontracted, etc

A

To study the cost of overheads and value of service functions

129
Q

BLANK IS?
Evaluating whether specific tasks or functions are better outsourced to external. By considering factors such as cost, expertise, and efficiency, organizations can determine the most effective approach to managing different activities and functions within the business.
A. To link manpower planning with organizational planning.
B. To determine recruitment levels.
C. To anticipate redundancies.
D. To determine optimum training levels
E. To provide a basis for management developing programs
F. To cost the manpower
G. To assist productivity bargaining
H. To assess future accommodation requirement
I.To study the cost of overheads and value of service functions
J.To decide whether certain activity needs to be subcontracted, etc

A

To decide whether certain activity needs to be subcontracted, etc

130
Q

BLANK IS
Ensuring that the organization has the right number of skilled employees in place to achieve its strategic objectives. By linming the two processes, organizations can ensure that they have a workforce that is aligned with the needs of the business and can adapt to changing market conditions.
A. To link manpower planning with organizational planning.
B. To determine recruitment levels.
C. To anticipate redundancies.
D. To determine optimum training levels
E. To provide a basis for management developing programs
F. To cost the manpower
G. To assist productivity bargaining
H. To assess future accommodation requirement
I.To study the cost of overheads and value of service functions
J.To decide whether certain activity needs to be subcontracted, etc

A

To link manpower planning with organizational planning.

131
Q

BLANK IS?
Involves conducting a thorough analysis of the organization’s current and projected staffing needs. This includes assessing factors such as employee turnover, anticipated growth, and changes in job roles or requirements. By accurately predicting the recruitment levels, organization can ensure that they have the right number of employees with the necessary skills to meet their operational needs.
A. To link manpower planning with organizational planning.
B. To determine recruitment levels.
C. To anticipate redundancies.
D. To determine optimum training levels
E. To provide a basis for management developing programs
F. To cost the manpower
G. To assist productivity bargaining
H. To assess future accommodation requirement
I.To study the cost of overheads and value of service functions
J.To decide whether certain activity needs to be subcontracted, etc

A

To determine recruitment levels.

132
Q

BLANK IS??
Proactively identifying areas within the organization where job cuts may be necessary. By forecasting redundancies, organization can better plan for workforce reduction, minimize disruptions, and support affected employees through transition.
A. To link manpower planning with organizational planning.
B. To determine recruitment levels.
C. To anticipate redundancies.
D. To determine optimum training levels
E. To provide a basis for management developing programs
F. To cost the manpower
G. To assist productivity bargaining
H. To assess future accommodation requirement
I.To study the cost of overheads and value of service functions
J.To decide whether certain activity needs to be subcontracted, etc

A

To anticipate redundancies.

133
Q

BLANK IS?
Assessing the skills and knowledge gaps within the organization and identifying the type and amount of training needed to address them.
A. To link manpower planning with organizational planning.
B. To determine recruitment levels.
C. To anticipate redundancies.
D. To determine optimum training levels
E. To provide a basis for management developing programs
F. To cost the manpower
G. To assist productivity bargaining
H. To assess future accommodation requirement
I.To study the cost of overheads and value of service functions
J.To decide whether certain activity needs to be subcontracted, etc

A

To determine optimum training levels

134
Q

BLANK IS??
To identify areas where managers and leaders may need additional training and support. By developing the skills and competencies of leader within the organization, companies can enhance decision-making, improve employee morale, and drive organizational growth.
A. To link manpower planning with organizational planning.
B. To determine recruitment levels.
C. To anticipate redundancies.
D. To determine optimum training levels
E. To provide a basis for management developing programs
F. To cost the manpower
G. To assist productivity bargaining
H. To assess future accommodation requirement
I.To study the cost of overheads and value of service functions
J.To decide whether certain activity needs to be subcontracted, etc

A

To provide a basis for management developing programs

135
Q

BLANK IS
Calculating the financial impact of the organization’s current and projected staffing levels. This include assessing costs such as salaries, benefits, training expenses, and recruitment costs. By understanding the financial implications of different staffing scenarios, organizations can make informed decision about their workforce planning strategies.
A. To link manpower planning with organizational planning.
B. To determine recruitment levels.
C. To anticipate redundancies.
D. To determine optimum training levels
E. To provide a basis for management developing programs
F. To cost the manpower
G. To assist productivity bargaining
H. To assess future accommodation requirement
I.To study the cost of overheads and value of service functions
J.To decide whether certain activity needs to be subcontracted, etc

A

To cost the manpower

136
Q

BLANK IS?/
To support negotiations with labour unions or employee representatives. By demonstrating a clear understanding of the organization’s workforce needs and capabilities, companies can negotiate agreements that support productivity, efficiency, and employee satisfaction.
A. To link manpower planning with organizational planning.
B. To determine recruitment levels.
C. To anticipate redundancies.
D. To determine optimum training levels
E. To provide a basis for management developing programs
F. To cost the manpower
G. To assist productivity bargaining
H. To assess future accommodation requirement
I.To study the cost of overheads and value of service functions
J.To decide whether certain activity needs to be subcontracted, etc

A

To assist productivity bargaining

2ND SEM-MIDTERM (9 decks)

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