HR & OB

Chaptere 1- Human Resource Management: Functions & Role

Q1.
How do managers and owners ensure that they only make and grow the organization
and not adversely harm it?
All of the above

Q2.
The focus of organizations today has shifted from redundant work to ……………..
learning new things.

Q3.
Whose needs are identified and fulfilled through the functions of Objectives of Human
Resource Management?
All stakeholders

Q4.
Which of the following role of HR Manager includes grievance handling, settlement of
disputes, handling disciplinary actions and issues, collective bargaining and
consultations?
Fire-Fighting Role

Q5.
……….. can make or break the entire system thus becoming a crucial element in the
success of any business.
Humans

Q6.
HRM is responsible for creating an alignment between ………………. brings about high
productivity, employee engagement and employee retention.
A and B

Q7.
With which of the following function, management ensure that the work done by the
employees is as per the expected standards?
Performance appraisal

Q8.

Which one of the following is the 'Managerial' function of Human Resource

Management?
Diecting, Controlling

Q9.
Which one of the following is not the principle of Human Resource Management?
HRM cant be a one time process.
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Q10.
Human Resource Management has to have the inflexibility to mould its functions with
the changing nature of employee’s nature, behaviors and backgrounds.
False

Q11.
HRM gives advice to ……………………. on matters such as manpower planning, job
analysis, training, team handling etc.
departmental heads of various departments

Q12.

Which one of the following is the 'Operative' function of Human Resource Management?
Employee retention, Labour relations

Q13.
What is called as the art and science of planning, organizing, directing and controlling
the movement of resources in an organization to get the desired results?
Management

Q14.
Human Resource Management finds its roots in the industrial revolution of the 1850s in
…………………... It gradually entered India around early 1900s.
A and B

Q15.
Human Resource Management is essentially concerned with people dimension of
management. Its main function and feature is that it manages the ……………..of people
employed in the organization.
A and B

Chapter 2- Human Resource Planning, Recruitment, Selection and Placement

Q1.

Getting candidates to apply for the job refers to ………...; and to find the right employee
out of a pool of candidates and ensure correct placement refers to ……..
recruitment, selection

Q2.
Which type of 'External method of recruitment' is a determined act of getting skilled
employees working for the competitor with the objective of scooping the competitors
talent and killing their competencies in order to get ahead in business?
Poaching

Q3.
Why international BPO or KPO would like to have its business processes in India or
Philippines?
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All of the above

Q4.

Which of the following document mentions in detail the scope, tasks, duties,
responsibilities and working conditions related to the job?
Job Description

Q5.
…………... actually means “putting the candidate on the correct job”.
Placement

Q6.
Which type of 'External method of recruitment' save time; give access to candidates
already known to someone in the company and also involves all employees to add
members to the organization promoting engagement?
Employee Referrals

Q7.
Job description and Job specification are the two components of …………...
job analysis

Q8.

……………..have now become a common mention on the resume for the HR to check
the person out.
All of the above

Q9.
The foundation of the human resource plan has to be based on a clear understanding of
……………….. of the organization.
Both A and B

Q10.
……………. are tests conducted to understand how the candidate interprets situations
and problems around him.
Projective test

Q11.
Which methods of reruitment are essentially applied by HRM to keep existing
employees motivated, satisfied and engaged while ruling out feelings of insecurity when
new talent comes in?
Internal methods of recruitment

Q12.
………….. is a relatively new and different concept in which companies work on staff
sharing methods where their human resources work for specific hours for a variety of
clients simultaneously.
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Virtual staffing

Q13.
Succession planning coupled with future recruitment of manpower; simultaneously to
understand which requirements can be filled …………. and which need to be filled from
……………....
internally, outside sources

Q14.
Which of the following is a set of few 'External methods of recruitment '?
Job Portals, Social Media Recruitment

Q15.
As defined by ……….., human resource planning is the “process for ensuring that the
human resource requirements of an organization are identified and plans are made for
satisfying those requirements:
Bulla and Scott

Chapter 3- Training & Induction

Q1.
Which of the following training helps new employees in setting clear expectations before
starting work and prepares the employee with what to expect?
Induction training

Q2.
Traininag methods like Job Rotation, Coaching, Job Instruction, Group Assignments,
Internships are cosidered as ………………
On-the-job training

Q3.
………….. are often times wary of training and conduct very less amount of training
because they feel that it eats into the time of employees and that there are no results.
Employers

Q4.
E – Learning programmes are company based training programmes which enables
trainees to take these on their own pace and time.
False

Q5.
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Training need analysis' starts the process of "……….." while it ends with 'Evaluation of
the effectiveness of training'.
"Training"

Q6.
Specific skills and knowledge need to be imparted to employees so as to enable them
to adapt to changes occurring in the organization; and training helps to increase their
efficiency and gives coping mechanisms for ……………....
change management

Q7.
Training results in creating and maintaining good employee relations and create a
feeling of ……………....
job satisfaction

Q8.
Which of the following benefit of training occurs to the organisation?
Helps in improving the morale and motivation of the employees

Q9.

Training methods like Case Study, Incident Method, Role play, Business Games,
Lectures are considered as …………….
Off-the-job training

Q10.
In which phase of the Induction Programme, new employees are introduced to Key
People/ Departmental heads and all functions of the organization?
Third Phase

Q11.

Organizations are moving from IQ to ……... in a bid to understand the reactions and
responses of people.
EQ

Q12.
…………….; defines training as “the process of teaching new employees the basic skills
they need to perform their jobs.”
Gary Dessler

Q13.
Based on the principle that people learn more from experience with feedback than from
training materials and presentations; Rapid Instructional Design emphasizes ……………
Both A and B

Q14.
What is/are the Objective/s of Induction Programme?
All of the above
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Q15.
Kirkpatrick model uses 4 levels to evaluate training program which are – Reaction,
Learning, Behaviour and ………….
Result

Chapter 4- Performance Management

Q1.
Dale S. Beach, "……………..is systematic evaluation of the individual with respect to his
or her performance on the job and his or her potential for development".
Performance Appraisal

Q2.
Which one of the following is an odd Objectives of Performance Management System?
To help in improving the overall effectiveness of the employer.

Q3.
A measurable variable assigned to each task which help in measuring the
completeness and acceptability of results of the tasks. These results which indicate the
completeness of a task are called as Key Performance Indicators (KPI).
KPIs

Q4.

A ………….. Method of performance appraisal is normally used only by the Government

to appraise their employees and this method includes filling up a confidential report at
the end of every year.
Confidential Report

Q5.
…………... is thus a continuous process of identifying, measuring and developing the
performance of individual members and the team; and aligning performance with the
strategic goals of the organization.
Performance Management

Q6.
Which one of the following are the Modern Methods of Performance appraisal?
Management by Objectives (MBO), 360 – degree appraisal

Q7.
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Which of the following modern method of performance appraisal uses the rating scales
which describe various degrees of behavior related to a dimension of performance.
Behaviourally Anchored Rating Scales (BARS)

Q8.
Which of the following modern method of performance appraisal, propounded by Peter
Drucker in 1954, is governed by evaluating the fulfillment of goals and objectives set
jointly by the team leader and member?
Management by Objectives

Q9.
…………. are crucial part of the employee’s performance and the employee would want
to achieve them only if they achieve something out of it themselves.
KPIs

Q10.
Performance Management System helps in forming a link between the…………….
A and B

Q11.
A performance management system is required to conduct appraisals in a manner
which will be beneficial for the ………….
employee and organization.

Q12.
Performance Appraisal might not have linkages with organizational goals and
objectives.
True

Q13.
In which of the following traditional method of Performance appraisal the appraiser
checks the variable given on the rating scale – which usually is a 5 point scale stating
the parameters of performance for that particular trait/task?
Graphic Rating Scale Method

Q14.
Performance Management is a …………….. approach to evaluation
Collective

Q15.

The …………... purpose of PMS is to link individual goals to organizational goals.

Strategic

Chapter 5- Compensation Management

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Q1.

The total amount of money received by a person as a remuneration is called as

………... which include heads like Dearness Allowance, pay (monthly rate), house rent
allowance, other allowances, benefits etc.
Earnings

Q2.
According to the Indian Labour Organization (ILO) ……... are defined as, “the
remuneration paid by the employer for the services of hourly, daily, weekly and
fortnightly employees”.
Wages

Q3.
Which of the following method is followed to establish the value or worth of a job,
without taking into account the individual abilities or performance of the workers
concerned?
Job Description

Q4.
According to the National Commission on Labour, “……………... are extra financial
motivation."
Wage Incentives

Q5.
The Provident Fund is deducted at …….. of (Basic + DA) from the employee’s salary.
0.12

Q6.
The Payment of Bonus Act, 1965 stipulates that for any worker earning less than Rs.
21000 per month is eligible to bonus of minimum………..or maximum 20% of his salary.
0.0833

Q7.

Which allowance is paid as the difference between the offered CTC amount and the
total earnings after deductions?
Special Allowance

Q8.
A remuneration paid by the management to the employees for their contribution to the
organization is called as ………….
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Compensation

Q9.
………….is an extra payment given to the employees as a share in the organization’s
profits.
Bonus

Q10.
………….. is an explanation of the tasks involved, duties and responsibilities of the job
while…………….. are the knowledge, skills, abilities and aptitude required to perform
the job.
Job Description, Job Specifications

Q11.
…………... is the wage which is arrived at after discounting the nominal wage by the
living cost. It is the purchasing power of the wage
Real wage

Q12.
In which of the following method of job evaluation; jobs are divided into classes and
grades?
Job Classification and Grading Methods

Q13.

Based on the Indian Labour Conference of 957, following things should be considered
while fixing of wages: Other miscellaneous expenses like fuel, electricity, transportation
etc. have to be considered as …….. of the minimum wage.
0.2

Q14.
…………... is a percentage of basic pay and is given as an allowance for inflation.
Dearness Allowance (DA)

Q15.
Salary is the remuneration paid to the …………….employees – mainly clerical and
managerial staff of a company. The salary is paid on a monthly basis to the employees.
white collared

Chapter 6- Fundamentals of Organizational Behavior

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Q1.

…………..went on to be known as the “Father of Personnel Management” because he

introduced concepts like hygiene, cleanliness and improvement in work conditions at his
factory.
Robert Owen (1800)

Q2.
Which one of the following is relatively not a significance of Organizational Behavior?
It is helpful in recruiting and selecting employees

Q3.
The studies of ………….., conducted at the Western Electric Company’s Hawthorne
Works in Chicago and made him known as the “Father of Human Relations Movement”.
Elton Mayo

Q4.
People who are good drivers have very good spatial skills and ……………..
hand-eye coordination.

Q5.
McGregor's ………….states that an average employee dislikes work and finds ways to
avoid work responsibilities.
Theory X

Q6.

Organizational behavior in short is a study of …………. people behave in a certain

manner in an organization.
All of the

Q7.
…………. says "Organizational Behavior is the study and application of knowledge
about how people act within organization."
Keith Davis

Q8.
The ………….. of information in the brain is the main reason why humans are different.
Processing

Q9.
The theory further found that the amount of work done by individuals is governed by
social norms and that people react in ………... rather than individually.
groups
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Q10.

The concept of ………………..was introduced by William Whyte who believed that it is

very important for a person to be loyal to the organization.
Organizational Man

Q11.
Man has become a social animal now and is governed or controlled by a lot of
……………...
societal norms

Q12.
The filters like ……………….act as a deciding factor on what exactly is to be processed
by the brain.
All of the above

Q13.

Brain thinks………………...for the man and controls all actions whether internal or
external performed by human beings.
All of the above

Q14.
………...studies on group behavior became the stepping stone for introduction of the
concept of group responsibilities in organizations.
Mary Parker Follett's

Q15.
Which of the following statement regrding the differences in behaviour is INCORRECT?
Socio centric people love to work alone.

Chapter 7- Individual Process and Behavio

Q1.
………….. means the act of knowing and is often followed by behavior because
cognition provides input to the person’s thinking and perception.
Cognition

Q2.
Douglas McGregor the …………….. states that an average person learns to accept
work and likes to complete it; and is motivated by the rewards associated with it.
Theory Y

Q3.
The attitude dualities are defined by Jung as follows:……………….
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All of the above

Q4.

The geographical region that we live in, culture, atmosphere, economic conditions,
group dynamics of ethnic groups around us are the ……………..factors that determine
the personality.
Environmental

Q5.

Personality Characteristics like Imaginative, disorderly, idealistic, emotional,

impracticalis suitable for the jobs like……………
Painter, musician, writer, interior decorator

Q6.
General characteristics which make up the foundation of personality are called as the
………... These are traits which would be common in many people like intelligence,
honesty, shyness etc.
Central traits

Q7.

……………...is a feeling of discomfort or tension when two conflicting thoughts arise in

the mind at the same time.
Cognitive Dissonance

Q8.

Meetings, performance pressures, group activities, individual tasks, etc. are the
……………..factors that determine the personality.
Situational

Q9.
……………. is how a person behaves or intends to behave towards a person or thing.
Behavioral component

Q10.

…………... are those which are evident in some situations or under certain
circumstances like nervousness while speaking in public, impatience while waiting for
someone; etc.
Secondary traits

Q11.
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…………..is what a person will understand of a situation and not the actual situation.
This plays a major role when people are working in teams.
Perception

Q12.
According to Allport’s theory,………….. are those which dominate the human’s nature
and that the individual becomes known by these traits all their life. For eg. words like
narcissist, god like, kind, compassionate etc.
Cardinal traits

Q13.

What is/are the primary determinant/s of Personality?

All of the above

Q14.

According to Robbins, “………….. is defined as the processes that account for an

individual’s intensity, direction and persistence of effort toward attaining a goal.
Motivation

Q15.

Attitude can be defined as a tendency to respond positively or negatively towards a

certain …………….
All of the above

Chapter 8- Fundamentals of Interpersonal Behavior & Grou

Q1.
Which of the following is not the Feature of a Group?
Group members perceive the team as a diversified unit.

Q2.
…………….. are specific groups which are directed by a leader to achieve specific tasks
Command groups

Q3.
People who feel ………….. due to their roles in the formal group find their sense of
belonging in informal groups.
insecure

Q4.

Individualistic members would hamper the performance of the group as a whole.

True

Q5.
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Which of the following is not an advantage of Informal Groups?

Decreased efficiency

Q6.

Which type of groups are formed to complete allotted tasks and the only difference in a
command group and a task group is that it is a democratic group?
Task groups

Q7.
If the strength of the…………... is high enough they will challenge the authority of the
business owners itself and try to bring unwanted changes.
Informal groups

Q8.

Which of the following is not the Characteristics of Effective Group?

None of the above

Q9.
Groups are two or more individuals who………………………., coming together to
achieve a particular set of objectives.
interact and are interdependent

Q10.

…………….. are non-structured groups which are not formed by the organization.
Informal groups

Q11.
Members of a group have to play …………….. and have to juggle responsibilities based
on the roles assigned.
various roles simultaneously

Q12.

Groups are two or more individuals who………………………., coming together to

achieve a particular set of objectives.
interact and are interdependent

Q13.
Individualistic members would hamper the performance of the group as a whole.
True

Q14.
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Members of a group have to play …………….. and have to juggle responsibilities based
on the roles assigned.
various roles simultaneously

Q15.
Which of the following is not an advantage of Informal Groups?
Decreased efficiency

Chapter 9- Team Building

Q1.
……….. are preferred in organizations because they require very less monitoring from
Management side; and are responsible for their tasks.
Teams

Q2.
Which of the following cannot be taken as an 'Essential Condition in Team Building'?
Individual Responsibility

Q3.

Why the leader and the members of the team should work to feel each other
comfortable in the team?
All of the above

Q4.
……... are two or more people with complementary skills who come together and work
as a single unit to achieve a common purpose.
Teams

Q5.
In which of the following stage of team's life cycle, the leader can concentrate on his
tasks and has only a guiding role where he just needs to review the tasks being
performed by team members?
Performing

Q6.

What are the stages of team-life-cycle in it's oorder?

Forming, Storming, Norming, Performing, Adjourning

Q7.
…………….. is an important aspect of team management and is required to ensure that
the teams are formed in line with the goals of organization.
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Team Building

Q8.
In which of the following stageof team's life cycle, members start to push against the
boundaries which are set in the forming stage and is the starting point of the conflicts in
the team?
Storming

Q9.
Working in teams requires ………... of coordination and communication for making the
performance successful.
high level

Chapter 10- Leadership

Q1.
In which type of leadership style,the authority and decision making powers are
concentrated with the leader and there is no participation in decision making by the
members of the team?
A or B

Q2.

Which type of leaders have very good oratory skills and an ideological vision which they
have an ability to translate into goals for the team?
Charismatic

Q3.
One of the primary objectives of the ……….. are to develop a congenial environment
which is performance oriented in the organization.
leader

Q4.

The concept of leadership has evolved over time and from the normally accepted
attitude that “Leaders are born” has shifted to ………………...
“Leaders are created”

Q5.

Stogdill (1950) defined leadership as, “the process (act) of influencing the activities of
an organized group in its efforts toward …………………...”
A and B
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Q6.
Which of the following refers to the characteric feature of a Leader?
Builds trust and confidence in people

Q7.
Leaders influence the ………………….
All of the above

Q8.
Which of the following leadership style helps the team members develop a confidence
and prepares them to take up greater responsibilities in course of their work?
A or B

Q9.
…………... is sometimes described as “no leadership” because a direct leadership is
not visible.
Laissez Faire

Q10.
Which of the following refers to the characteric feature of a Manager?
Provides directions and instructions

Q11.
Which type of leadership style often found in government offices and is defined by high
degree of rules, regulations and minimum degree of flexibility?
Bureaucratic

Q12.
The concept of leadership has evolved over time and from the normally accepted
attitude that “Leaders are born” has shifted to ………………...
“Leaders are created”

Q13.
Stogdill (1950) defined leadership as, “the process (act) of influencing the activities of
an organized group in its efforts toward …………………...”
A and B

Q14.
Which of the following refers to the characteric feature of a Manager?
Provides directions and instructions

Q15.
…………... is sometimes described as “no leadership” because a direct leadership is
not visible.
Laissez Faire

Chapter 11- Organization System

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Q1.
The ………….. have subsystems of procedures, methods etc. which depend on the
nature of functions being performed in the organization.
Technical system

Q2.

Peter and Waterman studied the culture and management practices of highly successful
US organizations. They observed that …………. led to the success of management
practices.
cultural values

Q3.
What gives the organization the strength to accommodate changes in the environment
keeping certain traditions and values intact?
Organizational Culture

Q4.
Not only Customer Service but ……………………...became a focal point for the
companies which were studied by Peters and Waterman
Both A and B

Q5.
Organizational Culture is defined by………….as, “a belief system shared by an
organization’s members”.
Spender

Q6.

An ………... is a person who works for an organization but runs his unit as if he was the
owner.
intrapreneur

Q7.
…………. are small, innovative, open and more daring to take risks in business.
Startups

Q8.
Innovation and a focus on providing solution oriented products across the world are the
keys to ………………... in the markets today.
Both A and B

Q9.

A ………….. includes the individuals and groups and the relational dynamics between
them.
social sub system

Q10.
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Which of the following cannot be considered as a Function of Organizational Culture?

Facilitates individual commitment

Q11.
More and more businesses are moving towards…………….their employees and making
them a part of decision making process.
empowering

Q12.
Which are the different modes through which employees learn the organizational
culture?
All of the above

Q13.
An organization’s culture is the set of …………... which define the acceptable behavioral
actions from the employees.
All of the above

Q14.
An …………... is the design or blue print of the company which describes the roles,
responsibilities and relationships within the organization.
organizational system

Q15.
The ………….. have subsystems of procedures, methods etc. which depend on the
nature of functions being performed in the organization.
Technical system

Chapter 12- Managing Change

Q1.
Mostly businesses are required to react or respond to changes which are unplanned;
and be…………...about changes which are either planned or foreseen.
Proactive

Q2.
…………. are the back bone of any organization and their involvement will increase
trust between employees and management.
Employees

Q3.

Name the first and the last steps of the Kotter’s 8 – step Change Model?
Create Urgency, Incorporate Change
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Q4.
Which of the following model of change proposes the followig steps: Strategy, Sructure,
Systems, Shared Values, Style, Staff and Skills?
McKinsey 7 S Model

Q5.
Which of the following model of change proposes three steps; i.e. Unfreeze, Change
and Refreeze?
Lewin’s Model of Change Management

Q6.
Changes in oil prices, Recession, Inflation, Changing tax structures and Labour costs
are the examples of ………… factors responsible for the change
Economic

Q7.
…………. change is a human tendency and thus there is a lot of management that goes
into bringing change in a smooth manner.
Resistance to

Q8.

Which of the following is an internal force of change?

Changes in Organizational Strategies

Q9.
Which of the following is an external force of change?
Government Laws and Regulations

Q10.
Identify an odd "reason for change"?
Participation in decision making

Q11.

Which of the following approach to change eliminates uncertainty and helps employees
plan their performances to achieve the career path planned for them?
Succession Planning and Career paths

Q12.

Any………... has to be implemented step by step or phase wise as new things take
some time to get used to.
big change

Q13.
Mostly businesses are required to react or respond to changes which are unplanned;
and be…………...about changes which are either planned or foreseen.
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proactive

Q14.
Changes in oil prices, Recession, Inflation, Changing tax structures and Labour costs
are the examples of ………… factors responsible for the change.
Economic

Q15.
Name the first and the last steps of the Kotter’s 8 – step Change Model?
Create Urgency, Incorporate Change