DMBA106 – HUMAN RESOURCE MANAGEMENT

(Combined – Self Assessment Questions, Terminal Questions, Model Question Paper & Internal Assessment)

MULTIPLE CHOICE QUESTIONS

1. A list of the duties, responsibilities, reporting relationship, working conditions and supervisory
responsibilities of a job as a product of a job analysis is _____________? a) job enlargement b) job design
c) job description d) job enlistment
2. E-recruiting methods include [a) Internet job boards b) Career websites c) Employer websites d) All of the
above]
3. The statement which best describes the function of Human Resources Planning is [a) An integrated set of
processes, programs and systems in an Organisation that focuses on maximizing employee contribution in
order to achieve Qrganisational success, b) The' process of ensuring that people required running the
company are being used as effectively as possible especially in fulfilling developmental needs in order to
accomplish the organisation's goals., c) The formal process of familiarizing new employees with the
Organisation, new job, work units and culture values, beliefs and accepted behaviour., d) The process of
effectively and efficiently managing your assets.]
4. Job Enrichment involves_. a) Increases the amount of money employees are paid for completing an unit of
work, b) Is a programme through which management seeks greater productivity from workers, c) Means
that staff is moved periodically from task to task in order to increase variety and interest, d) Involves
giving employees work with a greater degree of responsibility and autonomy
5. Scope of the HRM includes __. a) Retirement and separation of employees b) HR training and
development c) Industrial relations d) All of the above
6. Which of the following test indicates the person's inclination towards a particular occupation that provides
satisfaction to that individual? a) Vocational interest test b) Cognitive aptitude test c) Personality test d)
psychomotor abilities test
7. The best medium to reach a 'large audience for the process of recruitment is_________. a) Casual
applicants b) Advertising c) Employee referrals d) Employment agencies
8. Why do companies use external job searches instead of internal searches? a) Legal requirements b) It is
less expensive c) Companies can add new talent, new ideas to the organization d) Orientation time is
reduced
9. The unstructured interview________. a) Infrequently conducted b) Typically is unbiased c) Typically is
related to future d) Typically biased
10. Which of the following approach emphasizes the' effect of psychological &. Social factors on employees'
performance? a) Scientific approach b) Rational approach c) Human relations approach d) Systematic
approach
11. A HR Manager has to build an effective workforce, handle the expectations of the employees and ensure
that they perform at their best.
12. One of the major objectives of HRM is to act as a link between the top management and the employees.
13. HRM examines the various HR processes that are concerned with attracting, managing, motivating and
developing employees for the benefit of the organisation.
14. Match the following: [Set A – 1) Personnel management 2) Employee welfare 3) Industrial relations] [Set
B – (a) working conditions and workplace amenities (b) promotes industrial democracy (c) Direct
manpower management] – 1-C, 2-A, 3-B
15. Fredrick Taylor is considered to be the father of scientific management.
16. Hawthorne studies suggested that employee productivity was not only influenced by the way the job was
designed and the economic rewards but also by certain social and psychological factors.
17. Human Resource approach states that HR policies and practices should be in alignment with the goal of
balancing individual and organisation’s needs.
18. Planning is the future course of action that includes identifying human resource requirements and
forecasting personnel needs.
19. Incentives are the rewards that an employee earns in addition to regular wages or salary based on the
performance of the individual, team or the organisation.
20. Fringe benefits are monetary and non-monetary benefits given to employees during their employment.
21. The administrative role of the HR involves record keeping and legal compliance.
22. As an employee advocate HR employees link the top management and employees.
23. As an auditor HR specialists are responsible for ensuring that all members of the management perform
their respective roles concerned with the effective use of HR.
24. HRM in India is structurally well-researched. (True/False)
25. The tolerance for ambiguity and uncertainty is high in the Indian workforce. (True/False)
26. Tolerance for diversity is high among Indians and therefore not much HR efforts are needed to practice
tolerance towards others points of view. (True/False)
27. Indian employees require cultural events and activities in the organisation. (True/False)
28. There is a natural urge for Indian employees to collaborate at the workplace, work in teams and groups
with ease. (True/False)
29. The challenges HR managers face is the issue of upgrading the skill set of employees through training and
development in the face of high attrition.
30. Most of Indian companies are committed to provide equal employment opportunities for all.
31. Human Resource Management has taken a leading role in encouraging corporate social responsibility
activities at all levels.
32. Organisations are changing their HR policies to retain their valuable employees.
33. The most important use of technology in HRM is an organisation’s human resource information system.
34. Technological and globalisation trends are in turn producing changes in the nature of jobs and work.
35. Managing diversity means establishing a heterogeneous workforce to perform to its potential in an
equitable work environment where no member or group of members has an advantage or a disadvantage.
36. An enormous shift from manufacturing jobs to service jobs is observed in workforce diversity.
37. HRP has to take into account the career planning for individual employees and succession planning in the
organisation.
38. Human resource planning helps to forecast the turnover/attrition rates.
39. Manpower planning consists of projecting future manpower and developing manpower plans for the
implementation of the projections.
40. It is generally done by the government and covers items like population projections, programme of
economic development, educational facilities, occupational distribution, and growth, industrial and –
geographical mobility of personnel. – At the national level
41. It may be done by the government- central or state-and may cover manpower needs of agricultural,
industrial and service sector. – At the state level
42. It may cover manpower forecast for specific industries, such as engineering, heavy industries, consumer
goods industries, public utility industries. – At the industry level
43. It may relate to its manpower needs for various departments and for various types of personnel. – At
individual unit level
44. Human Resource Planning is essential because of frequent labour turnover which is unavoidable and even
beneficial.
45. Manpower Planning is required in order to meet the needs of expansion programmes that become
necessary because of increase in the demand for goods and services.
46. Manpower planning is also needed in order to identify areas in which there is a surplus of personnel.
47. The success of HR plans depends on the accuracy of the HR forecasts that are needed to implement the
organisational strategies.
48. Delphi Technique calls for selection of a panel of experts either from within or outside the organisation.
49. In time series past staffing levels (instead of workload indicators) are used to project future human
resource requirements.
50. Successful HR planning calls for establishing HRP as an integral part of the corporate planning activities.
51. Review of the HRP process every year is necessary to incorporate changes in it to make it more useful.
52. Recruitment is a process of searching for prospective employees and stimulating them to apply for the
jobs in the organisations.
53. The aim of effective recruitment programme is to attract the best people for the job and aid the recruiter by
making a wide choice available.
54. An organizational reputation does not depends on its size, area of business, profitability, management etc.
(True/False)
55. Geographical location is an important factor for recruitment. (True/False)
56. Channel of advertisement is not an important factor for recruitment process. (True/False)
57. Factors affecting recruitment can be classified as organisational and environmental factor. (True/False)
58. Employees who are already working in the organisation recommend their friends or acquaintances for the
vacant positions in the organisation. This is known as employee referral
59. Private agencies invite applications from interested candidates, short listing them or interviewing them for
a second round of short listing and finally arriving at the list of suitable candidates for the vacant position.
60. One of the sources of recruitment for an organisation might be unsolicited applications of candidates
interested in working with the organisation.
61. Employers are using information technology as an aid in recruiting people.
62. Recruitment policy is not in compliance with government policies. (True/False)
63. Recruitment policy is flexible enough to adjust to changes in the organisation. (True/False)
64. Policy of recruitment has no alignment with the policy of the organisation. (True/False)
65. The process of choosing the most suitable candidate for a job from among the available applicants is
called selection.
66. Selecting the wrong candidates and rejecting right candidates could be one of the costly mistakes.
67. Rejecting an unsuitable candidate will have a positive effect on the organisation.
68. In the first stage of the selection process, the company checks basic qualification and experience of the
candidate.
69. The applicants are called for a test or an interview, after initial screening.
70. Interviews are generally conducted to test the skill levels of the candidate.
71. Personal information in an application form normally includes the candidate’s name, date of birth, gender,
marital status, details of family and address.
72. Reference checks the credibility of the candidates and get information of their past experience.
73. In strength, weakness items the applicant is required to provide information such as strength and
weaknesses.
74. Intelligent test measures the general mental ability of individuals. This is the first standardised and most
widely used test developed by psychologists.
75. Achievement test measures the job related proficiency and knowledge of the applicants.
76. In situational test, the candidates are exposed to simulated business situations and their responses are
recorded and evaluated.
77. Graphology examines an individual’s handwriting analysis to assess his personality.
78. Preliminary interview are first round interviews that aim to eliminate the applicants who are obviously
unqualified for the job.
79. Stress interviews are deliberate attempts to create pressure to observe how an applicant performs under
stress.
80. Induction is the period of familiarisation for the employee, with the organisation, with his colleagues and
with his job.
81. Closing of interview is an important part of the interview. It should be done in a smooth manner.
Interviewer should make an overt sign to indicate the end of the interview.
82. Training enhances the skills and capabilities of the individuals in an organisation.
83. Training helps an employee acquire the skills required to assume greater responsibilities.
84. A manager who has well trained and well equipped employees needs to spend less time supervising them.
85. Understanding company policies and procedures is important for any employee of the organisation.
86. Training in problem-solving skills equips an employee to deal successfully with the problems he is facing.
87. Feedback on employee performance after the training also enables the employee to adopt and employ the
newly acquired knowledge and skills.
88. Active participation of the employees in a training programme ensures its success.
89. In job instruction training method, the trainee can discuss the problems in performing the job immediately
with the trainer.
90. Job rotation is a training method where the trainee is placed on various jobs across different functions in
the organisation.
91. Under the committee assignment method, a group of employees are given an actual organisational
problem and are asked to find the solution.
92. Computer modelling is a technique whereby the dimensions of the job are programmed into the computer.
93. Vestibule training training where the actual work conditions are simulated and the equipment used by the
trainees is similar to what is used in the job.
94. Business games method the trainees are divided into different groups and teams. They play the roles of
competing firms in a simulated market.
95. Multiple management technique enables junior managers to participate in board and committee meetings,
which are normally attended only by senior and top level managers.
96. Incidental method method aims to develop the intellectual ability, practical judgment and social awareness
of the employees.
97. In basket is a method of development that simulates the aspect of a manager’s job. Trainee receives some
documents similar to the items normally found in managers in basket.
98. Sensitivity training is a method which helps to change the behaviour through unstructured group
interaction.
99. Transactional analysis is a theory of personality development and provides an approach for defining and
analysing the interaction between people.
100. The process of examining a training programme is called training evaluation.
101. Control helps in managing the training programme because if the training is not effective, then it can be
dealt with accordingly.
102. Intervention helps in determining whether the actual outcomes are aligned with the expected outcomes.
103. The trainee's skills and knowledge are assessed before the training programme.
104. Companies are designing employee growth programmes to increase employee productivity, prevent job
burnout and obsolescence, and improve the quality of employees’ work lives.
105. To cope in today’s turbulent times, it has become increasingly important for both organisations and
employees to better redress employee career needs.
106. The end result for a career resilient workforce is one that has self-reliant workers who are capable of
uninventing themselves to keep us with the fast pace of organisational changes.
107. Career can be defined as a sequence of positions, roles or jobs held by one person over a relatively long
time span and over his/her life time.
108. Career planning refers to the process by which an individual selects career goals and the path to these
goals.
109. Career anchors is an attitudinal characteristic that guides people throughout their careers.
110. Succession planning is usually restricted to senior-level management positions and can be informal or
formal.
111. Formal succession planning involves an examination of strategic (long-range) plans and HR forecasts
and a review of the data on all potential candidate employees.
112. Succession planning reduces randomness of managerial development movements.
113. Performance evaluation is the HR activity by means of which the organisation determines the extent to
which the employee is performing the job effectively.
114. The line managers do the evaluation of the employees.
115. Top management must encourage use of performance management and use it to make reward decisions
such as promotions.
116. Performance is defined as the record of outcomes produced on a specific job function or activity during
a specific time period.
117. Performance includes activities or tasks involved in performing a job.
118. Two aspects that need to be considered while establishing a PMS are validity and reliability.
119. In forced choice, the evaluator must choose from a set of descriptive statements about the employee.
120. In the essary evaluation of evaluation, the evaluator is asked to describe the strong and weak aspects of
the employee's behaviour.
121. In management by objectives, the targets are set in advance.
122. In critical incident technique technique, the performance is assessed on effective or ineffective
performance incidents.
123. In ranking method, the evaluator is asked to rate employees from highest to lowest on some overall
criterion.
124. In paired comparison approach, first the names of the persons to be evaluated are placed on separate
sheets in a predetermined order, so that each person is compared to all others to be evaluated.
125. The forced-distribution system is similar to 'grading on a curve’.
126. Recognition satisfies human need for esteem and self worth.
127. Awards may be given in the form of articles, certificates, plaques etc.
128. The use of incentives assumes that people's actions are related to their skills and ability to achieve
important longer-run goals.
129. The term wage is commonly used for those employees whose pay is calculated according to the number
of hours worked.
130. Salaried often implies a status distinction, because those who are on salary are generally white-collar,
administrative, professional and executive employees, whereas wage-earners are designated as hourly,
non-supervisory or blue-collar.
131. A job is defined as a collection or aggregation of tasks, duties, and responsibilities that, as a whole, is
regarded as the reasonable assignment to an individual employee.
132. The term salary is defined in the Oxford Dictionary as ‘fixed periodical payment to a person doing other
than manual or mechanical work’.
133. Subsistence theory is also known as 'Iron Law of Wages'.
134. Residual claimant theory was propounded by Francis A. Walker.
135. Minimum wage has been defined by the Committee as "the wage which must provide not only for the
bare sustenance of life, but for the preservation of the efficiency of the worker.”
136. Recognition of an employees’ contribution by giving an award is a non-monetary incentive.
137. In the profit-sharing incentive method, employees earn a share of the company’s profit, which is
normally calculated as a percentage of local profit. Rewarding groups for their successful performance is
known as gain sharing.
138. There is no scientific way of ascertaining the impact of employee benefits on factors such as employee
satisfaction and employee retention or productivity.
139. Some organisations might insist on few benefits to be contributory where the employee might need to
bear part of the cost.
140. Most organisations manage compensation and benefits through HRMS and corporate intranet portals.
141. Job evaluation is a systematic process of analysing and evaluating jobs to determine the relative worth of
jobs in an organisation.
142. Job evaluation is the evaluation or rating of jobs to determine their position in the job hierarchy.
143. Job evaluation determines the position and place of the job in the organisational hierarchy.
144. The objective of job evaluation is to measure employee satisfaction with respect to the compensation.
145. Maintain complete and accurate data relating to job description and job specification of various jobs.
146. Point rating method is a method where quantitative point scale is developed to evaluate the jobs.
147. In the ranking method method the jobs in an organisation are assessed based on the knowledge, skills
effort and other job dimension associated with each job.
148. Grades are formulated on the job of the nature of tasks and responsibilities of the job.
149. In paired-comparison method, each job is compared with every other job in the organisation.
150. Job evaluation is a logical and an objective method of ranking jobs relatively to each other.
151. Job evaluation simplifies the process of wage administration.
152. Job description and analysis are underlying characteristic of a person which results ineffective and/or
superior performance on the job.
153. There are two sets of competencies, threshold competencies and differentiating competencies.
154. Succession planning is the process of ensuring that pools of skilled employees are trained and available
to meet the strategic objectives of the organisation.
155. HRIS has three elements, namely input, process and output.
156. Objective of HRIS is to increase the ability of the human resource management to influence new
opportunities.
157. Human resource management system facilitates the HR managers to devote more time to strategic
issues.
158. Input refers to all employee-related data. HR policies, procedures, corporate goals and information about
the statutory provisions entered into HRIS for conversion into the desired form of output.
159. Data processing helps in storing and processing of data by a computer with help of the software that
issues instructions for processing.
160. Output is the final stage of an HRIS process.
161. The purpose of HRIS at the electronic data processing level is collecting, storing, manipulating,
analysing retrieving and distributing relevant information of human resources in the organisation.
162. Management information system is a system that provides information to managers, who use it for
decision making.
163. Decision support system helps users in simulating situations and making decisions.
164. Applicant tracking system is to give support to recruitment process and to streamline the overall
recruitment process.
165. The compensation management system aims at computing employee payments through an integrated
payroll system.
166. The succession planning module brings the identified and selected employees into the succession
channel.
167. Management must clearly decide about the need for an HRIS in the organisation.
168. Implementation of HRIS is expensive for an organisation.
169. HRIS implementation projects are typically quoted either on daily rate basis or by project basis.
170. HRIS standardises the processes for key HR functions which ensure that there is uniformity in the
performance of HR activities in the entire organisation.
171. HRIS has an ability to reduce the labour requirement in the HR department significantly.
172. HRIS enable its users to have anytime, anywhere access with multiple channels.
173. HRIS has a deep effect on organisation that implements them.
174. Some companies depend too much on consulting firms to perform HRIS implementation.
175. Training programme help employees to understand the HRIS well.
176. Job analysis is a recording of all the activities involved in a job and the skill and knowledge
requirements of the performer of the job.
177. Job analysis helps in identifying the key responsibility area for a position.
178. Job analysis plays a key role in designing and managing the performance appraisal system in an
organisation.
179. First stage in job analysis is to gather all the necessary information.
180. In job description the tasks, responsibilities, duties and functions of the job are prepared.
181. In observation method individuals performing the job are observed and relevant points are noted. It
includes what was done and how was it done.
182. Technical conference method is a method of gathering the job related information from ‘Experts’
(Supervisors) and not from employee.
183. In diary method method incumbents of that particular job make immediate note of the activities they
perform.
184. A job specification is a written statement of the minimum acceptable qualifications, knowledge, skill
traits, and physical and mental characteristics that an employee can perform the job successfully.
185. The job description describes in detail the various aspects of a job such as the tasks involved, the
responsibilities of the job and the deliverables. It also describes the setting and work environment of the
job.
186. Emotional specifications include stability, adaptability and flexibility, social specifications include
ability to work in a team, lead a team, maintain interpersonal relationship.
187. According to sociotechnical approach approach job should be designed taking a holistic view of both
physical and social environments.
188. Job rotation enhances employee motivation by periodically assigning the employee to alternative jobs.
189. Job enlargement involves increasing the length and hence the operating time of each cycle of work for
the job holder.
190. Job enrichment is done by redesigning jobs so as to increase both their scope and their depth.
191. Discipline is the observance of principles, rules or any other laid down procedures, practices, written or
otherwise in the organisation by the employees or group of employees, to whom these apply, for smooth
and effective functioning of the organisation.
192. According to Richard D. Calhoon, "discipline may be considered as a force that prompts individuals or
groups to observe the rules, regulations and procedures which are deemed to be necessary for the effective
functioning of an organisation.”
193. Conditions contributing to poor discipline are caused by weaknesses within the organisational structure
or by external factors.
194. As far as possible, all the rules should be framed in cooperation and collaboration with the
representatives of employees.
195. Rules should be uniformly enforced if they are to be effective.
196. A disciplinary policy should be preventive rather than punitive.
197. The line executive should issue only verbal and written warnings.
198. While finalising the rules, everyone should be given the opportunity to express freely their views.
199. An employee should realise the consequence of his/her inappropriate behaviour.
200. The supervisor must know his or her employee in determining how to give a reprimand.
201. Since a written reprimand is more permanent than a oral one, it is considered a more severe penalty.
202. Both discharge and dismissal culminate in termination of employment.
203. When the management of an organisation wants to initiate an enquiry against an employee for alleged
misconduct, the concerned employee is issued a charge sheet.
204. The charge sheet should clearly indicate the charges against the employee and seek an explanation for
the employee’s misconduct.
205. In case the employee feels that the enquiry is biased and that the disciplinary action is unjust, he should
be given a chance to make an appeal.
206. The broadest interpretation of the term grievance should include any discontent or dissatisfaction that
affects organisational performance.
207. In the language of the labour management relations, a grievance is a complaint formally presented by
the employee or employees to the management.
208. The national commission of labour states that complaints affecting one or more individual workers in
respect of their wage payments, overtime, leave, transfer, promotion, seniority, work assignment and
discharges would constitute grievances.
209. Employees may feel that they are paid less when compared to others.
210. Poor physical conditions of workplace, tight production norms, defective tools and equipment, poor
quality of materials, unfair rules, lack of recognitions, etc. are the work environment causes of grievance.
211. Employee is unable to adjust with his colleagues suffers from feelings of neglect, humiliations.
212. A factual grievance arises when legitimate needs of the employees remain unfulfilled.
213. Imaginary grievance is when an employee’s dissatisfaction is not because of any valid reason but
because of a wrong perception.
214. Grievances, if not identified and redressed, may affect adversely the workers, managers and the entire
organisation.
215. It should be ensured by the organisation that its grievance procedure is in conformity with the existing
laws of nation.
216. The grievance handling procedure cannot violate any of the rights of the employees guaranteed by the
law.
217. The number of stages in grievance procedure should be kept to the minimum.
218. When a grievance arises, it has to be settled at the lowest possible level in the redressal procedure.
219. The grievance committee consists of two representatives from the management, two from the union and
one from the same department in which the concerned employee works.
220. Grievance procedures keep a check on arbitrary action.
221. Organisations are obliged to provide employees with a safe and healthy environment.
222. Main purpose of health and safety policies is the protection of people and the work environment.
223. The objective of labour welfare is to make people happy and satisfied.
224. The purpose of labour welfare is to bring about the development of the whole personality of the workers
to make a better workforce.
225. Employee welfare measures increase the productivity of an organisation.
226. Facilities such as housing schemes, medical benefits, and education and recreation facilities for workers’
families help in raising their standards of living.
227. Two types of welfare measures are statutory and non-statutory.
228. Statutory welfare offered by the organisations in compliance with the central and state government
regulations.
229. Canteens are to be provided by the employer so as to provide hygienic and nutritious food to the
employees.
230. Proper and sufficient lights are to be provided for employees so that they can work safely during the
night shifts.
231. Employers have the direct responsibility to provide welfare facilities to the employees.
232. The central government is empowered to make rules to protect the health, safety and welfare of the
employees working in factory premises.
233. Trade union takes an active role in offering welfare facilities to the employees in order to improve their
well-being.
234. When attrition rate is low in an organisation then the employer needs to earn employee goodwill and
loyalty.
235. An organisation is made up of its people.
236. Profitability of an organisation has a direct relationship with the employees’ productivity.
237. Welfare benefits of the employee affects the business as a whole.
238. Competency mapping is a process that identifies key competencies for an organisation and/or a job and
incorporating those competencies of the organisation.
239. To conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ)
is the first step in competency mapping.
240. Outsourcing is contracting with another company or person to do a particular function.
241. Business process outsourcing is the assignment of one or more important business processes to external
providers.
242. The outside firms that are providing the outsourcing services are third-party providers.
243. Right sizing of workforce refers to employing and maintaining exact number of employees with required
skills, abilities and knowledge to perform the existing number of jobs in an organisation.
244. Overstaffing results in high labour cost, high cost of production in addition in organisational policies.
245. Indian organisations retrench the employees through various schemes like voluntary retirement schemes
and golden handshakes.
246. Flexi time is a scheme where an organisation gives its employees the opportunity of a flexible working
hours arrangement.
247. Flexi time increases employee satisfaction and production.
248. Flexi time benefits employees to avoid the stress of commuting at peak times if their start and finish
times are staggered.
 249. Knowledge management refers to a multi-disciplined approach to achieving organisational objectives by
making the best use of knowledge.
250. Knowledge management focuses on processes such as acquiring, creating and sharing knowledge and
the cultural and technical foundations that support them.
251. Technology needs to be chosen only after all the requirements of a knowledge management initiative
have been established.
252. Talent management term is usually associated with competency based HRM practices.
253. Matching the right person to the right job is an acknowledged need in organisations.
254. People are not organisational asset; they cannot be owned or controlled.
255. Employee engagement is the level of commitment and involvement an employee has towards their
organisation and its values.
256. The Hewitt model has gained a lot of importance in employee engagement and it seems to fit into the
Indian scenario very well.
257. Organisations can introduce spotlight awards for the employees who outdo themselves for the sake of
the business organisation.

LONG & SHORT ANSWER QUESTIONS

Unit 1 – Introduction to Human Resource Management

1. What is human resources management? Discuss the scope of HRM. – Page 2 to 5
2. Explain the functions of HRM. – Page 8 to 13
3. Discuss the main features of human relation approach. How does it differ from scientific management? –
Page 6
4. Briefly describe the different roles of HR professional in business. – Page 14 to 15

Unit 2 – HRM in India

1. Discuss the concept of HRM in India. – Page 23 to 25
2. Discuss the impact of changing roles of human resource in India. – Page 26 to 28
3. Discuss globalisation and its impact on HR. – Page 28 to 31

Unit 3 – Human Resource Planning

1. Define human resource planning. Discuss the need for human resource planning in an organisation. – Page
37 & 40 to 41
2. Describe the process of human resource planning. – Page 37 to 39
3. Examine the relevance of the different techniques used to forecast the human resources available to an
organisation. – Page 41 to 46
4. Discuss Index and Trend analysis of Human Resource Planning. – Page 42 to 43

Unit 4 – Recruitment and Selection

1. Define recruitment and discuss the factors affecting recruitment. – Page 55 & 56
2. Discuss selection process outcomes and its effect in the selection of candidates. – Page 61 & 62 to 63
3. Discuss the types of interviews. – Page 67 to 68
4. Discuss the process of interview. – Page 66 to 68

Unit 5 – Training and Management Development

1. What is training? What are its objectives? – Page 78 to 79
2. Discuss the methods of training. – Page 81 to 82
3. Discuss management development programme. – Page 83
4. Distinguish between training and management development. – Page 86
5. Explain the evaluation process of training programme. – Page 87 to 89
Unit 6 – Employee Career Planning and Growth
1. What is career planning? – Page 98 to 100
2. Discuss the elements of a career planning programme. – Page 100 to 101
3. What is succession planning? What are the benefits of having a formal Succession Planning System in an
organisation? – Page 101 to 102
4. What are some other career planning initiatives that are being practiced in the industry these days? – Page
103 to 105

Unit 7 – Performance Appraisal

1. Explain the five ways of individually evaluating an employee. – Page 117 to 120
2. Define performance. – Page 113
3. Explain briefly the multiple-person evaluation methods. – Page 120 to 121
4. Write short note on the purpose of promotions. – Page 131
5. Explain the concept of 360 degree appraisal. – Page 121 to 129

Unit 8 – Compensation Management

1. Define wage and salary. What are the factors for effective wage administration? – Page 139 to 140
2. Describe the process of Wage Fixation and the tools available for it. – Page 141 to 142 & 142 to 143
3. Explain long-term and short-term incentive plan. – Page 146 to 148
4. What are the challenges in benefits management and how do organisations cope with it? – Page 148 to
150

Unit 9 – Job Evaluation

1. Define job evaluation and discuss its techniques. – Page 157 & 158 to 161
2. Enumerate the merits and limitations of job evaluation. – Page 162 to 163
3. Define competency and its benefits in organisation. – Page 163 167
4. How is competency linked with HR system? Explain with examples. – Page 165 to 167

Unit 10 – Human Resource Information System

1. Discuss the concept of HRIS and its objectives. – Page 176 to 177
2. Discuss the types of HRIS. – Page 179
3. Explain the applications of HRIS in human resource management. – Page 180 to 181
4. Discuss of the benefits of HRIS in an organisation. – Page 183 to 184
5. Explain the stages of HRIS implementation. – Page 181 to 183
6. Discuss the impacts of HRIS implementation in an organisation. – Page 184 to 187

Unit 11 – Job Analysis and Design

1. Define job analysis. What HR activities does job analysis provide? – Page 194 to 195
2. Explain the process of job analysis. – Page 196 to 197
3. Discuss all methods which are related to job analysis. – Page 197 to 198
4. Define job design. Discuss the characteristics of job design. – Page 203 & 205

Unit 12 – Employee Misconduct and Disciplinary Procedure

1. Define discipline. What are its objectives? – Page 215 to 216
2. What are the basic principles to maintain discipline? – Page 216 to 218
3. Enumerate the steps for disciplinary procedure. – Page 223 to 224
4. Explain the action-penalties of discipline. – Page 220 to 222

Unit 13 – Grievance and Grievance Procedure

1. Bring out the effects of grievance on employees. / “Grievances increases employee turnover and
absenteeism” Explain. – Page 233 to 235
 2. What is grievance? Why does it arise? What is its importance? – Page 230 to 231 & 233 & 237
3. Explain the grievance handling procedure. – Page 235 to 236

Unit 14 – Employee Welfare and Working Conditions

1. What is employee welfare? Explain its basic objectives. – Page 245 to 248
2. Explain the concept of Employee Welfare and the benefits of Employee Welfare. – Page 245 to 246
3. Discuss the types of welfare measures. – Page 250 to 252
4. Who all are responsible for welfare facilities in an organisation? Discuss. – Page 252 to 253
5. Explain the basic features of labour welfare measures. – Page 251 to 252
6. How do the welfare benefits affect the business of an organisation? – Page 255

Unit 15 – Emerging Trends in HRM

1. Describe competency mapping. Discuss the steps involved incompetency mapping with an end result of
job evaluation. – Page 263 to 265
2. Explain business process outsourcing. – Page 265 to 266
3. What are the benefits we can see if an organisation is providing flexi time to their employees? – Page 268
to 269
4. What is right sizing and how do companies manage right sizing? – Page 266
5. Explain knowledge management. – Page 269 to 270
6. Discuss talent management. – Page 272 to 273
7. Explain employee engagement and discuss about the special activities that an organisation can introduce
to engage their employees? – Page 273 & 275 to 276