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HRM MCQ

This document contains 25 multiple choice questions related to human resource management. The questions cover topics such as the definition of performance appraisal, the purpose of providing employee feedback, who is responsible for appraising employee performance, guidelines for setting goals, types of performance measurement tools, the functions of HR managers, the scope and nature of human resource management, and models of strategic human resource management.

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Er. THAMIZHMANI M
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123 views

HRM MCQ

This document contains 25 multiple choice questions related to human resource management. The questions cover topics such as the definition of performance appraisal, the purpose of providing employee feedback, who is responsible for appraising employee performance, guidelines for setting goals, types of performance measurement tools, the functions of HR managers, the scope and nature of human resource management, and models of strategic human resource management.

Uploaded by

Er. THAMIZHMANI M
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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THAMIZHMANI M

DSPG20631021
HUMAN RESOURCES MANAGEMENT
ASSIGNMENT-3-MCQ

1.Which of the following terms refers to the process of evaluating an employee's


current and/or past performance relative to his or her performance standards?

a) Recruitment b) Employee selection


c) Performance appraisal d) Employee orientation

2. The primary purpose of providing employees with feedback during a


performance appraisal is to motivate employees to _

a)apply for managerial positions b)remove any performance deficiencies


c)revise their performance standards d)enroll in work-related training programs

3. In most organizations, which of the following is primarily responsible for


appraising an employee's performance?

a) employee's direct supervisor b) company appraiser


c) human resources manager d) EEO representative

4. Supervisors should provide employees with feedback, development, and


incentives necessary to help employees eliminate performance deficiencies or to
continue to perform well.
a) True b) False

5. Which of the following is NOT one of the recommended guidelines for setting
effective employee goals?

a)assigning specific goals b)assigning measurable goals


c)assigning challenging but doable goals d)administering consequences for
failure to meet goals
6. SMART goals are best described as _

a)specific, measurable, attainable, relevant, and timely


b)straight forward, meaningful, accessible, real, and tested
c)strategic, moderate, achievable, relevant, and timely
d)specific, measurable, achievable, relevant, and tested

7. All of the following are reasons for appraising an employee's performance


EXCEPT _

a)assisting with career planning


b)correcting any work-related deficiencies
c)creating an organizational strategy map
d)determining appropriate salary and bonuses

8. Which of the following is most likely NOT a role played by the HR department
in the performance appraisal process?

a)conducting appraisals of employees


b)monitoring the effectiveness of the appraisal system
c)providing performance appraisal training to supervisors
d)ensuring the appraisal system's compliance with EEO laws

9. What is the first step in the appraisal process? a)


giving feedback b) defining the job
c) administering the appraisal tool d) making plans to provide training

10. All of the following are usually measured by a graphic rating scale EXCEPT_,

a) generic dimensions of performance b) performance of 'actual duties

c) performance of co-workers d) achievement of Objectives

11. Identify the managerial function out of the following functions of HR


managers.
a. Procurement b. Development
c. Organizing d. performance appraisal
12. Which of the following is an example of operative function of HR managers?
a. Planning b. Organising
c. Procurement d. Controlling
13. The scope of human resource management includes
a. Procurement b. Development
c. Compensation d. all of the above

14. Human resource management is normally in nature


a. Proactive b. Reactive
c. Combative d. none of the above

15. The human resource management functions aim at


a. ensuring that the human resources possess adequate capital, tool, equipment and
material to perform the job successfully
b. helping the organisation deal with its employees in different stages. of
employment
c. improving an organisation's creditworthiness among financial institutions
d. none of the above

16. Which of the 'following aptly describes the role of line managers and staff
advisors, namely HR professionals?

a. Staff advisors focus more on developing HR programmes while line


managers are more involved in the implementation of those programmes.
b. Line managers are concerned more about developing HR programmes whereas
staff advisors are more involved in implementing such programmes.
c. Staff advisors are solely responsible for developing, implementing and
evaluating the HR programmes while line managers are not all involved in any
matters concerning HR.
d. Line managers alone are responsible for developinq, implementing and
evaluating the
HR programmes while staff advisors are not all involved in any matters concerning
HR.
17. Human resource management is the formal part of an organisation responsible
for all of the following aspects of the management of human resources except:

a. strategy development and analysis


b. systems, processes, and procedures
c. policy making, implementation, and enforcement
d. management of the organisation's finances

18. organisation relies on the following sources of capital


a. cultural, human and system capital b. social, cultural and human capital
c. cultural, human and source capital d. none of the above

19. To address the challenges and opportunities they face organisations engage in'
a process of strategic management. Strategic management is:

a. short-term focused and composed of organisational strategy, including strategy


formulation and implementation
b. long-term focused and composed of the organisation's mission, vision and value
statements
c. long-term focused and composed of organisational strategy, including
strategy formulation and implementation
d. short-term focused and composed of the organisation's mission, vision and value
statements

20. Strategic human resource management involves:


a. planning, foresight and analytical decision making
b. setting employment standards and policies
c. linking human resources with strategic objectives to improve performance
d. all of the above

21. The balanced scorecard proposes that organisational success depends on:
a. a focus on only the internal environment of the organization
b. a constantly changing external environment
c. the belief that it is impossible to take a rationalist view of the organisation to
make optimal choices
d. an ability to develop a complete list of cause and effect relationships driving
a firm's success
22. Kochan and Barocci's (1985) model of HRM has three elements. These
elements are:

a. the external environment, the internal environment and human resource


management
b. HRM/lR system effectiveness, the external environment and the internal
environment
c. human resource management, the internal environment and HRM/lR system
effectiveness .
d. the external environment, human resource management and HRM/lR system
effectiveness

23. The critical role of the SHRM Application Tool is to:


a. develop a better strategic management process to deal with the dynamic
changing environment today's organisations face
b. identify if the organisation has enough staff, if the staff need training, if the
compensation practices are appropriate, and if jobs are designed correctly
c. identify and assess a narrow group of actions and plan how the organisation
can overcome resistance to change
d. outline techniques, frameworks, and six steps that must be followed to
effectively implement change in an organization

24. In which decade did HRM originate?


a. 1950s
b. 1970s
c. 1980s
d. 1990s

25. What are the ideas underpinning 'soft', 'e commitment', or 'high-road' HRM
practices?

a. Labour needs to be treated as an asset to be invested in


b. Employees are a cost which should be minimized
c. A lack of mutuality existing between employer and employee
d. A disregard for unlocking discretionary effort

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