Human Resource Management MBA Semester 2

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AMITY (Assignment)
MBA
Semester 2
Human Resource Management
Human Resource Management All blocks Solved Assignment
1st Block Assessment
Case Study
Itwas time for drawing up the HR budget for the financial year 2016-17. Nina,
Head (Human Resources) of ABC Incorporated, was pondering on the amount to
be allocated for the Training & Development (T&D) activities. The top
management was getting increasingly wary of shelling out funds when it came to
T&D expenditure, but Nina had to immediately get a training programunderway
for the 50 new joinees approved by the management. ABC Incorporated, an MNC
headquartered at Bengaluru, had hired 50 new management trainees in
November 2015 froma few of the premier business schools in India. These
recruits had joined the company in April 2016. Nina was given the responsibility of
putting the new joinees through a proper induction programthat would make it
easier for them to get acquainted with their job profiles. Nina, who was leading a
team of four HR executives, decided to conduct a 5-day-long training programfor

the Nina firstly understood the process of measuring HR processes to evaluate the
training cost. She also caluculated the ROI calculation, with special focus on
Training ROI. Finaly with all the details Nina defined the scope for future HR
managers, how to make their decisions more objective with the help of data.
Question 1
Nina was given the responsibility of putting the new joinees through a proper induction
program that would make it easier for them to get acquainted with their job profiles. How did
Nina manage to conduct the trainings?
By outsourcing trainers
By conducting training with tailored programmes
None of the above
By deligating the responsibility to others
Question 2
"While creating the financial budget for HR depart, Nina tried to evaluate the training cost.
She also caluculated the ROI calculation, with special focus on Training ROI. Theoretically,
what had Nina done?"
All of the above
Linked the HR strategy to business strategy
Linked the role of HR with finance
Managed the managemet by including in the total budget
Question 3
How did Nina calculate the training cost in HR budget?
By evaluating the training cost and caluculating the ROI
By evaluating the total cost and caluculating the ROI with special focus on Training ROI
By evaluating the training cost and caluculating the ROI with special focus on Training ROI
None of the above
Question 4

"What methods is used in the new age HR functions, while making decision regarding any
function within the organisation?"
Decentralised method of decision making
None of the above
Centralised method of decision making
Team level method of decision making
Question 5
"In the changing role of HRM, what are the new roles in the HR department?"
HR Consultant
All of the above
Rule Maker
Policy Desseminator
Question 6
What term is used for job analysis within the changing role of HRM?
Business Orientation
Competency Assessment
None of the above
HR Management
Question 7
"According to your understanding, why do you think that the HR department is asked to
create the budget of the year?"
All of the above
Shifting role from a guide to that of a strategic partner
Become a part of the management
Shifting role from management to consultant
Question 8
Why was there a delay in starting the training program for the new recruits by

ACB Incorporated?
Lack of infrastructure
Delay in the fund approval by the management
None of the above
Lack of trainer
Question 9
How did Nina get the training fund for a finaincial year approved?
Defining the scope for future HR managers
Caluculating the ROI with special focus on Training ROI
Both a and b
Evaluating the performamce of employees after training
Question 10
Where is the HQ of ABC Incorporated?
Mumbai
New Delhi
Bengaluru
Chennai
Quiz Score: 100 out of 100
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2nd Block Assessment
Case Study
The Capital Hotel is located in the capital city of a Central European country. In the past its
main clientele has been government officials and administrators in departments of state and
managers of heavy industries visiting the capital on official government business. The room
occupancy rate was on average 50%. This custom has declined somewhat in the last two
years, but it has been more than replaced by business-people from neighbouring countries
in the week and by foreign tourists at the weekend. The average room occupancy rate is
now 75%; 60% of rooms are sold at 'rack' price and it is not uncommon for the hotel to be
fully booked especially at weekends. Generally speaking there is greater demand for
catering staff at weekends since many tourists like to take lunch in the hotel’s restaurant.
However, there is lower demand for housekeeping staff at weekends as tourist customers
generally stay for longer periods than businesspeople and make less demands on this
service.
Currently the hotel has 240 twin rooms but an extension is now being built and next year
there will be 345 twin rooms altogether plus a revamped leisure club with a brand-new
swimming pool and spa (run independently as a franchise). The owning company,
European Leisure Resorts, wishes to reposition the hotel, re-designing and re-branding the
hotel as an up-market “boutique” hotel. A new name is proposed, “The Garden Court”. A
new General Manager has been “head-hunted” from one of Russia’s top hotels and her
mission is to transform the quality of the hotel while ensuring good value for money.
Competitive Pressures and Strategic Responses
During the last two years a number of international hotel groups have opened hotels in the
city to cater for the new markets. All of these are known for their high standards of service.
Prices are correspondingly high. The management of Capital Hotel believes that to compete
they need to improve the standard of service whilst pegging prices some 10% below their
competitors. A survey of customers has indicated that customers would like the checking-in
process to be made quicker, for service in the restaurants to be speedier and more friendly
and for the rooms and public areas to be decorated and furnished to a higher standard.
Hotel Staffing
There are three departments in the hotel – front-of-house/administration,
housekeeping/maintenance, and catering. Reception work on three shift system ‘around the
clock’. Housekeeping works on a single shift system (from 06:30-16:00) with some overtime
working to cover evening cleaning duties. Catering operates a two shift system from 06:00-
15:00 and 15:00-24:00. Housekeeping staff are usually idle for about 2 hours of their shift.
By contrast catering staff are very busy for their entire shift. Staffs in the maintenance
division of housekeeping have very variable workloads, often working under low pressure
during their normal 07:00-
15:30 shift but then having to work under intense pressure, and being paid “double-time”, if
there is a

maintenance fault that needs urgent repair during the evenings or at weekends. Two of
these staff is paid a small, out of hours, on-call standby fee. The management staffs are
usually recruited from outside the hotel, whilst departmental supervisors are usually
promoted from within the department. Training and development is mostly on an ad hoc, as
needed “on-the-job” basis although 0.4% of total salary costs are spend on formal training
which consists mostly of sending staff on statutory health, safety and hygiene training
courses.
Question 1
What term can be used for the strategy Capital Hotel that it had taken to
meet the growing demand?
Recruitment of resources
HR Planning
None of the above
Strategic HR Planning
Question 2
What would have the management team ask the HR team to create for
specific jobs of new roles in Capital Hotel?
Job Description
Job Specification
Job Enlargement
All of the above
Question 3
The HR team of Capital Hotel has started sourcing for resources for new
roles. What would the job specification document conatin?
All of the above
Behavioural Requirements
Physical Requirements
Mental Requirements

Question 4
Which department works in single shift in the Capital Hotel?
Administration
Catering
Reception
Housekeeping
Question 5
Which staffs are hired from outside the hotel industry?
Catering
Housekeeping
Reception
Management
Question 6
Which area did the Capital Hotel decide to invest 0.4% of total salary cost?
Management
Infrastucture
Training and Development
Catering
Question 7
Which department handles all the decision regarding management of
resources?
Catering
Hotel Staffing
Administration
House Keeping
Question 8

Which staff are promoted from within the department in capital Hotel?
Departmental supervisors
Catering
None of the above
House Keeping
Question 9
What strategy did the management of Capital Hotel take to cater to the new market?
Increased the prices by 10%
Improved the standard of service whilst pegging prices 10% below their competitors
None of the above
Improved the standard of service and prices increased by 10%
Question 10
Which department zerored down to the strategies of chnaging the shifts as well as revisig
the prices?
Management along with HR Planning
All of the above
HR Planning
HR staffing
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3rd Block Assessment
Case Study
Training and Development at Godrej
In January 2002, Godrej Industries Ltd. (GIL) bought a 26% stake in "Personalitree
Academy Ltd."
Personalitree provided interactive soft skills training programmes online to corporates.
Personalitree's training modules have since been a part of Godrej's training and
development initiatives. It all started in 1996 with the break-up of the joint venture between
Godrej Soaps Ltd (GSL) and Proctor and Gamble (P&G).
Post break-up, GSL was bereft of a distribution system and had to start from scratch. As
part of the
rebuilding exercise, GSL recruited about 250 new employees who had to be aligned with its
corporate culture. In 1997, GSL conducted a Total Quality Management (TQM) workshop
for all its 5000 employees to help them connect to their job.
Parivartan 2 was launched in September 2000 in GSL to train new as well as existing
employees on various aspects of the business and to motivate them. In 2001, new
initiatives like Young Entrepreneurs Board
(YEB), Red and Blue Teams, Mentoring and Reverse Mentoring were introduced in the
Godrej Group, (Godrej) to encourage the involvement of youth in strategic decision-making.
In early 2002, a need was felt among the top brass of Godrej to instil a performance- driven
culture in the company. In addition to upgrading the talents of existing employees, Godrej
had to train new recruits.
Thus, Godrej developed a comprehensive and innovative training programme for
management trainees and named it Godrej Accelerated Learning Leadership and
Orientation Programme (GALLOP).
The objective of GALLOP was to develop a newcomer into a professional by giving him or
her exposure to various departments and inculcate in him or her, a sense of belonging.
Later, in September 2002, GIL introduced Spark, a training programme for managers to
help them become effective coaches. Towards the end of 2002, E-gyan was introduced in
GIL to increase the learning potential of employees.
In January 2003, a special HR programme on honing the interpersonal and negotiation
skills of officer- level employees was launched in GIL. Further, in October 2003, an English

language training programme was held for floor workers of Godrej and Boyce
Manufacturing Company Ltd (GBML), so that they could follow all instructions issued in that
language independently.
Question 1
What according to your understand is training of resources in an organisation?
Both a and b
Reaching the leadership level
Developing Skills
Increasing Competencies
Question 2
Which method of training was adoped by GIL?
None of the above
On-the-job
Off-the job
Workshop
Question 3
How does training help an organisation?
All of the above
Increasing confidence and morale of employees
Matching employee specifications with the job requirement
Improving job knowledge and skills of employees
Question 4
What acording to you GIL must has included provide a good quality training?
Trainings taken by trained instructors
Both a and b
Training that are not evaluated
Training that reflect the information provided by job analysis

Question 5
GIL introduced _____________, a training programme for managers to help them become
effective coaches.
GALLOP
Parivartan
None of the above
Spark
Question 6
Organisations today believe in training their management. What skills are developed in such
trainings?
All of the above
Managing absenteesim
Increase in responsibilites
Decision-making skills
Question 7
What basic process is followed for trainings in organisations?
Training Methods
Training Need Identification
Training Design
All of the above
Question 8
According to your understanding, why did GIL introduce the training and development
department within the organisation?
To assess the employees
To motivate the employees
To upskill the employees
Both a and b

Question 9
What was Godrej's comprehensive and innovative training programme for management
trainees named?
Godrej Accomodative Leading Leadership and Orientation Programme
Godrej Accelerated Learning Leadership and Orientation Programme
Godrej Accomodative Learning Leadership and Orientation Programme
None of the above
Question 10
Which programe was introduced in GIL to increase the learning potential of employees?
All of the above
GALLOP
Spark
E-gyan
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4th Block Assessment
Case Study
The compensation management practices at Tata Consultancy Services Ltd. (TCS), one of
the leading Indian IT companies. TCS' compensation management system was based on

the EVA model. With the implementation of Economic Value Added (EVA)-based
compensation, the salary of employees comprised of two parts – fixed and variable. The
variable part of the salary was arrived after considering business unit
EVA, corporate EVA, and also individual performance EVA.
During the fourth quarter of the financial year (FY) 2007-2008, TCS announced its plans to
slash 1.5 percent of the variable component of employee salaries since its EVA targets for
the third quarter of FY 2007-2008 were not met
The announcement came as jolt not only to TCS employees but also to the entire Indian IT
industry. The company came in for severe criticism and it was accused of not being
transparent with respect to EVA calculation. However, some analysts felt that the pay cuts
were a result of the macroeconomic challenges that the Indian IT companies were facing --
rapid appreciation of the rupee against the US dollar and the recession in the US economy
(USA was the largest market for the Indian IT companies)
Question 1
According to your understanding, what is compensation management?
Systematic procedure of establishing compensation
All of the above
Procedure of work management
Procedure of selection of candidate
Question 2
Why did TCS announce its plans to slash 1.5 percent of the variable component from all
employee salaries?
Because of its EVA targets for the third quarter of FY 2007-2008
Because of its EVA targets for the first quarter of FY 2007-2008
None of the above
Because of its EVA targets for the fourth quarter of FY 2007-2008
Question 3
What is the objective of managing employee compensation?
To boost the morale of the employees
To manage the executive level employees
All of the above

To increase the peformance of employees
Question 4
According to the case study, what is the model of compensation management in TCS?
None of the above
Effective Value Added
Economic Value Affection
Economic Value Added
Question 5
Which among the following are global reasons of TCS' salary cut?
Recession in the US economy
Macroeconomic challenges that the Indian IT companies faced
All of the above
Rapid appreciation of the rupee against the US dollar
Question 6
Why was there severe criticism after the announcement of pay cut?
For developing wage policies
For keepig uniform wage structure
Becauses of not awaring every employee regarding wage policy
All of the above
Question 7
What are the part of compensation at TCS?
Both a and b
Fixed
Variable
Flexi-Basket

Question 8
On what parametres the variable component of the salary is credited?
All of the above
Business unit EVA
Individual performance EVA
Corporate EVA
Question 9
Acording to your understanding of the concept, what are the factors that affect
compensation in an organisation?
Prevailing market rate
Productivity
Job enlargement
All of the above
Question 10
What other component is included in compensation management other than salary?
Value of Rewards
Reward and Recognition
None of the above
Fixed component
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5th Block Assessment
Case Study
Toyota Kirloskar Motor Pvt Ltd is a subsidiary of Toyota Motor Corporation of Japan with
Kirloskar Group as a minority owner, for the manufacture and sales of Toyota cars in India.
TKM had around 2358 employees as on Jan 2006, out of which around 1500 were
members of TKM Employees Union (TKMEU). TKM had a history of unhealthy labour
relation between the management and labour right after few years of inception of its Bidai
plant. There were two strikes happened in 2001 and one in 2002, which was followed by a
lockout, due to increased shift up to 12 hours.
Strike during May 2005: Employees demanded a hike in wages as there was extension of
working shifts. During the strike fifteen employees were suspended and three were sacked
from the job. The management showed the reason for suspension as misconduct at the
workplace and attacking the supervisor. After rigorous clash between management and the
Employees the wages were raised by 15% Strike during Jan 2006: As the case of three
sacked employees remained unresolved the other employees again revolted. It appeared
as a flash strike. This made the strike illegal and the following events happened during the
strike. 400 employees blocked the road. They threatened to blow LPG cylinders inside the
premises. They obstructed the outward movement of manufactured vehicle. They stopped
the production, which was again illegal. They mishandled the other workers who were a not
the part of the strike.
Factors that led to strike
 Labour unrest at the workplace
 Worker’s unruly and rude behavior
 Senior Official’s strict behavior
 Worker’s indiscipline at workplace and consistent poor performance
 Increase of work shift to 12 hours from 8 hours
 No hike in wages were announced accordingly
 No bathroom breaks were given during the shift
 Dismissal of the workers on the ground of misbehavior
 External party (CITU) interference
(CITU) was involved with the TKMEU for all the activities, after TKMEU was affiliated to the
CITU in 2005.
This actually aggravated the rift between the TKEMU and the management’s internal
decision. The management also challenged some of the employees for taking part in
unproductive and wrong works with

CITU. The negotiation Process used by CITU state committee constantly supported the
TKMEU
representatives. With this support, members of TKMEU put forward some demands which
were later
modified a little and then fulfilled. After the clash between the management and TKMEU
finally came to an end, during January 2006, CITU stated that it would continue to support
TKMEU in the future and also fight with the management regarding
the order suspending the workers during the strike. On February 05, 2006 Union members
started hunger strike and CITU also supported this. The trade union has fulfilled its duty in
the TKM case. It always stayed as a support during various strikes to make the labour
union’s voice reach the management during the strike On Jan. 09, 2006 the representative
of TKM, TKMEU and CITU were asked to present before DLC (Deputy Labour
Commission), Ordered by STATE GOVERNMENT. So, on 20th Jan. 2006, TKM’s
management lifted the locket.
In India, labour unions are very strong due to their affiliation to Central Trade Unions and
their affiliation directly with the political party. In a country like India, where politicians use
their power and position to gain a huge chunk of vote share give so much priority to such
labour unions who constitutes the major part of their ballot bank. Sometimes, these labour
unions grow so strong; they make management and corporate to bow their head in front of
their demands. This in turn, sends wrong signals to the companies that were going to invest
in India from outside, as how unrest and indiscipline the labour force are here and how they
can sometime emerge. Indian labour laws such as Industrial Disputes (Amendment) Act,
1947 are the main legislation that governs the labour disputes in India. This law has mainly
focused in three areas, such as
 The provision for payment of compensation to the workman on account of closure or
lay off or retrenchment
 The procedure for prior permission of appropriate Government for laying off or
retrenching the workers or closing down industrial establishments
Keeping an eye on the recent developments in work practices around the globe it has
implemented several changes in the traditional system in order to go hand in hand with
other countries. The lifetime employment policy is amalgamated with pay cut or hike,
performance basis job etc. And the enterprise unions, which held a strong position in
traditional management style, had been diluted very deeply so as to reduce the
nonproductivity of the workers and have a control over them.
This has led to a very effective style of management. Now they have less human
consideration. They give too much stress on forcing TPS on employees, rather than taking
their wishes into consideration. This has led to creation of a negative image about Japanese
company’s organizational culture. In order to meet to the local demand and work structure,
the global organizations should give more autonomy to the local units to make their own HR
policies, work practices, other workplace requirements.
Question 1

Based on your understanding who are the parties involved in Industrial
Relations?
Employer
Human Resource Department
Trade Union
Both a and b
Question 2
Which among the following factors led to strike?
All of the above
Senior Official’s strict behavior
Labour unrest at the workplace
Worker’s unruly and rude behavior
Question 3
What are the focus of Industrial Dispute Act?
All of the above
Keeping an eye on the recent developments in work practices around the globe it has
implemented several changes in the traditional system in order to go hand in with other
countries
The provision for payment of compensation to the workman on account of closure or lay off
or retrenchmenthand with other countries
The procedure for prior permission of appropriate Government for laying off or retrenching
the workers or closing down industrial establishments
Question 4
The workers were on strike for better salary which is the perspective of workers for
industrail relations. Based on your understnding what is the perspective of employers about
IR?
None of the above
Economic Growth
Competitiveness

Productivity of the workers
Question 5
During the strike fifteen employees were suspended and three were sacked from the job
and the management showed the reason as misconduct at the workplace. What is the term
that explains misconduct at work?
All of the above
Industrial Dispute
Industrial Harmony
Industrial Relations
Question 6
In which year, there were strikes in Toyota Kirloskar Motor Pvt Ltd ?
2016
2006
1985
1987
Question 7
Most of the problems during industrial disputes are facilitated by __________.
All of the above
Employer
Trade Union
Employee
Question 8
TKM had around 2358 employees as on Jan 2006, out of which around 1500
were members of _______.
None of the above
CITU
TKMEU

TKM
Question 9
According to you understanding, which among the following roles are played
by the Trade Union?
Facilitator
Motivator
All of the above
Spokesperson
Question 10
According to your understanding from the case, why is it that there is limited success within
the union management issues?
Due to lack of encouragement
Due to lack of strong efforts
Strong Trade Unions
Both a and b
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Full Syllabus Assessment

Case Study
Thompson Technology provides software solutions to the financial industry. From its
founding in 1988 through the 1990s, the company experienced significant financial success,
growing rapidly from a small startup to a publicly traded organization with approximately 800
employees. The recent economic recession and increased regulation of the financial
industry, however, have caused Thompson to experience significant decreases in revenue
for the first time. This case focuses on the organization’s attempts to control labor costs by
decreasing expenses.
They had decided to freeze hiring and the hiring freeze was successful. The overall staff
numbers were down by about 5 percent. As Scott Montgomery had expected, however,
simply reducing staff by attrition wouldn’t ensure that reduction goals would be met or that
reductions would occur in needed areas. Some departments had suffered serious talent
loss when key personnel resigned, but other departments still had excess staff and
duplication of effort. Reorganization was needed. After the strategic planning retreat,
Montgomery scheduled a series of meetings with COO Jack Albright and several
department managers whose areas suffered most from the labor imbalances. Montgomery
had a reorganization plan in mind, but he wanted input and agreement from those who
would be affected before he implemented it. He knew it wouldn’t be easy getting agreement.
From discussions during the retreat, it was clear that everyone recognized the need to
realign and further cut costs, but some managers seemed more interested in protecting
their turf than designing a feasible plan. It took a lot of negotiation, but a plan was finally
agreed to and approved by Kessler. Montgomery’s HR staff was ready to move ahead with
implementation. Like the previous reorganization, work groups were again realigned, teams
were re-formed and job assignments
changed. Even the facility changed. Partitions were removed and cubicles disappeared to
reconfigure the office into an open floor plan. It was expected that the open plan would
foster a sense of unity and ease communication among co-workers and managers. The
managers would no longer be isolated in private offices; they would sit side by side with
those they supervised. A number of managers objected to the open floor plan. They didn’t
like giving up their personal work space or the status inferred by a private office. “How can I
talk privately with a staff member when I’m out in the middle of the floor and everybody’s
hanging around listening?” Sally Werner, a technical support supervisor, grumbled to her
friend Maria Gonzalez, a payroll specialist. “You’re the only one left with a private office,
Maria, and that’s just because you do payroll!” “Well, there are private conference rooms on
each floor,” Maria replied. “You can always use those.”
“They’ve all got windows that look right out onto the floor. Everyone knows who you’re in
there with. As soon as I call someone in for a private conference, everybody will assume
they’re getting reprimanded.” “I hadn’t thought of that. If that’s the assumption, Sally, maybe
you have an image problem,” teased Maria. “It’s not funny,” Sally said. “I just think this
whole thing is a lousy idea. And what are those people in marketing going to do? They bring
their dogs to work. Before this, they had to keep their dogs in their cubicles. How’s that
going to work now?” “I don’t know,” said Maria. “Maybe there won’t be any more dogs

around.” “I suppose, they’re cutting back dogs, too,” Sally grumbled cynically. “Just like
everything else— even our benefits are going away. No more tuition reimbursement, no
more free coffee. This place is just not what it used to be. There is less of everything around
here except the workload. That gets bigger all the time.” “Well, I’m swamped too,” said
Maria. “HR’s really scrambling with so many people reassigned. Scott’s
desk is piled high with requests from employees for compensation reviews. Everyone thinks
a little change in job assignment means more money. The only ones not complaining are
the dogs!” “Well, what did they expect?” said Sally. “I’ve never seen such a dispirited,
burned-out bunch of people. You know, Maria, it’s never a little change—it’s a lot! Most of
us are working longer days, and no one even says thank you anymore. You know David
Adams in accounting? He told me he hasn’t had a performance review in nearly two years.”
“Wow! How can that be?” asked Maria. “We’re supposed to have one every year.” “I know,
but managers aren’t doing them. David said every time he asks his boss about it, his boss
just shakes his head and says he has so many people to supervise now he just doesn’t
have time to do performance reviews anymore. David thinks they’re really just trying to
delay everyone’s raise so they can save a little money.” “Maybe so, but that’s terrible!” said
Maria, “I’m surprised Scott lets them get away with that.”
“Well, maybe he doesn’t even know. I think he’s pretty out of touch with what’s going on
around here. What about that ridiculous policy telling us not to talk about compensation?
How do they think they can enforce a policy like that? Everybody’s talking, and some people
are just plain angry. Betsy Reynolds in customer service has already had three different job
assignments in the past year. Each time someone leaves, she moves into a new position,
reports to a new boss and just gets more work piled on. She’s working longer and longer
days just to keep up, but there’s never any more money! She told me she’s had it. She’s
looking for a new job!” “Betsy?” asked Maria. “She’s been here for years. She knows
everything about the company.
She’s the best customer service person we have.” “I know, but management doesn’t even
notice what’s going on. If she leaves, it’s just one less body on the payroll, and that seems
to be what they want. Frankly, I don’t think we can take any more reorganization!”
Question 1
What is the first step taken by Thompson Technology in an attempts to control labor costs
by decreasing expenses?
Freeze Hiring
None of the above
Downsizing
Freeze few departments
Question 2
"By freezing on hiring, what percentage of staff number decreased from the

organisation?"
6%
3%
4%
5%
Question 3
What was the challenge faced on the organisation's attempt to control labour costs?
Talent loss in few departments
Excess staff in some departments
Duplication of effort
All of the above
Question 4
Montgomery had a plan on reorganising the teams. What was the challenge
faced by him in implementing the plan?
The managers were interested in protecting their turf than designing a feasible plan
The managers had decided to resign rather than agreeing to the plan
None of the above
The managers did not approve of the plan
Question 5
"After further negotiation, the plan was approved by ______________."
Kessler
None of the above
Jack Albright
Montgomery
Question 6
What was implemented after approval of the plan?

Realignment of work
Reformation of teams
Change in job assignments
All of the above
Question 7
"In the reorganisation plan, which of the following step were taken by the HR staff?"
Cubicles were removed to reconfigure the office into an open floor plan
Managers no longer had isolated in private offices
All of the above
Partitions were removed
Question 8
Why was Maria given a private office?
None of the above
She is the payroll specialist of the organisation
She is the control room manager
She is the COO of the organisation
Question 9
Why were the manager's unhappy about removing their private offices?
Because they cannot attend meeting calls
Because they cannot manage their work
Because they would not be able to talk privately with a staff member
None of the above
Question 10
With your understanding on the case reorganisation helps in ___________.
Reduces employee count
Change in job assignments

Realignment of work
Both a and b
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Live interactive session test
Question 1
Which of the following is a benefit of Performance appraisal ?
In Motivation and Satisfaction
In Training and Development
In Attrition
Only A & B
Question 2
Which of the following is/are Modern Methods of Performance Appraisal ?
Management By Objectives
360 Degree Appraisal
Behaviorally Anchored Rating Scales
All of above
Question 3

Which of the following is a Performance Appraisal Bias ?
Central Tendency
Halo Effect
Excessive Stiffness or Lenience
All of above
Question 4
Personnel Management is the ____approach of managing people.
modern
traditional
latest
none of the above
Question 5
which of the following is a Power that a leader has ?
Coercive Power
Reward Power
Expert Power
All of above
Question 6
In RADPAC Model of Negotiation, P satnds for ?
Probability
Propose
Profit
Proximity
Question 7
IHRM stands for ?
Internal Human Resource Management

International Human Reource Management
International Human Receipt Management
Internal Human Receipt Management
Question 8
Employees belonging to home country of the firm where the corporate head uarter is
situated , are known as
Host country employees
third country employees
Home country employees
none of the above
Question 9
which of the following is an approach to IHRM ?
Ethnocentric approach
Geocentric approach
Polycentric approach
All of above
Question 10
which of the following is a parameter of HRM ?
Procurement
compensation
Development
All of above
Question 11
which of the following is true in context of HRM ?
tries to help employees develop their ppotential fully
it is about people at work both individual & groups

Both a & b
none of the above
Question 12
The objective of HRM is :
to develop human resources
to ensure employee satisfaction
Increase organisational productivity
All of above
Question 13
scientific Management theory is given by:
F.W.Taylor
Henry Fayol
Fredrick Herzberg
none of the above
Question 14
which of the following is an Organisational challenge of HRM ?
Downsizing
Organisational Restructure
Competitive Position
All of above
Question 15
Employment Law is the area of Law that governs the____
Employer employee relationship
employer employer relationship
emploee employee relationship
none of the above

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Human Resource Management MBA Semester 2

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