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AN INTRODUCTION TO DIFFERENTIATED LEARNING TOOLS
Participants in flexible learning programs have limitations on the nature of the
time they can spend on learning. Typically they are employed fully or partially,
pursuing higher studies or have other social and familial responsibilities.
Availability of time is a great constraint to these students.
To aidthe participants,we have developedfour unique learningtools as below:
Bullet Notes : Helps in introducing the important concepts in each unit
of curriculum, equip the
student during preparation of
examinations and
Case Studies : Illustrate the concepts through real life experiences

Workbook : Helps absorption of learning through questions based on reallife nuggets
PEP Notes :Sharing notes of practices and experiences in the Industry will help the student to
rightly perceive and get inspired to learn concepts at the cutting edge
application level.placementinterviews
Why are these needed?
 Adults learn differently from B. School or college going
students who spend long hours at campus.
 Enhancing analytical skills through application related learning
kits trigger experiential learning
 Availability of time is a challenge.
 Career success increasingly depends on continuous learning
and success
What makes it relevant?

How is it useful?


Where does this lead to?
As and when you get 5 to 10 minutes you can read one of these and absorb and comprehend.
Spending more time is your choice.
You can use the time in travel, waiting for meetings, lunch time, small breaks or at home
usefully.
Through these tools, the learning bytes are right sized for ease of learning for time challenged
participants.
The content starts from practice and connect to precept making it easy to connect to industry
and retain.
They can be connectedto continuous assessment process of the academic program.
Practitioners can use their real life knowledge and skill to enhance learning skills.
Immediate visualization of the practical dimension of the concept will offer a rich learning
experience.

Easier to move ahead in the learning process.

Will facilitate the student to complete the program earlier than
otherwise.Helpsstay motivated and connected.
When is it useful?


Human Resource
Management
Workbook

© The ICFAI Foundationfor Higher Education (IFHE),
Hyderabad,December, 2014.All rights reserved
No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet,or
transmitted in any form or by any means – electronic,mechanical,ph otocopying or otherwise – without
prior permission in writing from The ICFAI Foundation for Higher Education (IFHE), Hyderabad.
Ref. No. HRM-WB-IFHE – 122014
For any clarification regarding this book, the students may please write to The ICFAI Foundation for
Higher Education (IFHE), Hyderabad giving the above reference number of this book specifying chapter
and page number.
While every possible care has been taken in type-setting and printing this book, The ICFAI Foundation
for Higher Education (IFHE), Hyderabad welcomes suggestions from students for improvement in future
editions.
Our E-mail ID: cwfeedback@icfaiuniversity.in
ii

INTRODUCTION
Participants in ICFAI University Programs are eager to learn more from practice. They realize
that application orientation can enhance their learning and subsequent usage of management
precepts and practices. Picking out the principle behind real world events is critical to this
learning, as also identifying the alternative/solution using the principle. Towards this end the
institution has reengineered the Workbook.
The Workbook is a set of questions which typically illustrate a real life context from
contemporary corporate happenings and then poses a question to the student for reflection. The
narration of question helps the reader to reinforce the concept and facilitates the student to
enhance his/her capabilities in analyzing and interpreting the conceptual frameworks.
The examples depicting the names of existing persons or companies are taken from news
clippings/published articles from various public domain websites or website of respective
companies. Since live examples reinforce the understanding of the students, the possible
responses are connected to the concepts taught directly or indirectly. In many cases the
alternatives provided are choices in a work situation based on alternative approaches.
These questions provoke the learner to start thinking from the application side and connect to
the knowledge that he will use to solve. Practitioners can connect better thereby improving the
learning experience. This form of assessment improves learning while assessing whereas the
conventional form is more about assessment of learning.
The learning outcomes expected are:
The examples are linked back to application of theoretical knowledge in the illustrated
real-time situation. This facilitates the student to develop analytical approach in similar
or related situations.
Application based approach which enhances absorption and retention significantly.
Exposure to the current incidences and situations in relation to important concepts of
the subject.
The Workbook format is also used for Assessment.
iii

DETAILED CURRICULUM
UNIT 1 INTRODUCTION TO HRM
Definition and Concept of Human Resource Management: HRM Process – Acquisition, Development,
Motivation, Retention : History of Human Resource Management – Scientific Management Approach,
Human Relations Approach, Human Resources Approach - Functions of Human Resource Management:
Managerial Functions: Planning, Organizing, Staffing, Directing, Controlling : Operative Functions:
Employment – Job analysis, Human resource planning, Recruit ment, Selection, Placement, Induction,
Human Resource Development - Performance appraisal, Training, Management Development , Career
planning and development, Compensation – Job evaluation, Wage and salary administration, Incentives,
Bonus , Fringe benefits, Employee Relations - HR Policies and Procedures - Emerging Role of Human
Resource Management, Value of Human Resources: Human Resources – A Competitive Advantage,
Human Resource Accounting, Human Resource Analytics (HR Analytics), HR Score Card- Human
Capital Management: Definition, Elements of intellectual Capital, Human Capital Theory, Tangibles and
Intangibles, Difference between HRM and Human Capital Management, Models of HCM, Future of
HCM, Trends reshaping the future of HR, Impact on HR - Role of HR Executives: The service provider,
The executive, The facilitator, The consultant, The auditor - Challenges to HR Professionals: Worker
Productivity, Quality Improvement, The Changing Attitudes of Workers, The Impact of the Government,
Quality of Work Life, Technology and Training - Latest Fields of HRM: Strategic Human Resource
Management, Global Human Resource Management (GHRM) or International Human Resource
Management (IHRM), Electronic Human Resource Management (e-HRM), Q Human Resource
Management (QHRM).
UNIT 2 ORGANIZATIONAL STRUCTURE AND HRM
Organizational Structure and Human Resource Management - Formal and Informal Organizations: Formal
Organization,Informal Organization - Tall and Flat OrganizationalStructures -Responsibility, Authority and
Accountability :Responsibility, Authority, Accountability - Line and Staff Functions: Line and Staff
Relationship,Line-StaffConflict, Human Resource Management as a Line Responsibility, Human Resource
Managementas a Staff Function, The Role of Human Resource Department in an Organization – Specialist,
Facilitator, Change Agent, Controller - Operational and Strategic Role of HRM: Products and Human
Resources,Productionand Human Resources,Marketing and Human Resources,ManagementTechniques and
Human Resources, Organizational Structure and Human Resources.
UNIT 3 INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Concept of IHRM - Approaches to IHRM – Ethnocentric, Polyc entric, Geocentric - Features of IHRM:
Increased Complexity of HR Activities, Cultural Awareness and Tolerance, Stronger Relationship with
Employees and their Families, Different Expectations and Requirements of the Employees across Cultures,
ManagementofCross-culturalTeams,Diluted Risk on the Business Front and IncreasedRisk on People Front
- Importance ofIHRM - Factors Affecting IHRM:NationalCulture,Political Forces,Economic Forces,Market
Forces ,Technology Changes,LegalForces,LaborForces,CorporateCulture -Different IHRM Activities: Job
Analysis and Human Resource Planning,Recruitment andSelection,Training andDevelopment, Performance
Appraisal,Management, Compensation Management, Career Management & Development, Unionismand
Industrial Relations, Managing Cross-cultural Issues - Strategic IHRM.
UNIT 4 HUMAN RESOURCE PLANNING
Definition of Human Resource Planning - Objectives of Human Resource Planning :Human Resource
Planning at Different Planning Levels: The Process of Human Resource Planning, Assessing Current
Human Resources and Making an Inventory, Forecasting, Matching the Inventory with Future
Requirements - Managing the Forecasted Demand/Surplus, Managing Future Demand, Managing Future
Surplus, Dealing with Surplus Manpower- Retrenchment, Outplacements, Layoff, Leave of Absence
without par, Loaning, work sharing, reduced work hours, Early/ Voluntary Retirement, Attrition -
Growing Importance of Human Resource Planning : Current Trends
iv

UNIT 5 JOB ANALYSIS AND DESIGN
Concept of Job Analysis - Process of Job Analysis - Job Analysis Methods: Observation Method,
Individual Interview Method, Group Interview Method, Questionnaire Method, Technical Conference
Method, Diary Method, Functional Job Analysis, Position Analysis Questionnaire (PAQ), Critical
Incident Technique (CIT) - Job Analysis Information: Job identification, Significant characteristics of a
job, What the typical worker does, What materials and equipment the worker uses, How a job is
performed, Required personal attributes, Job relationship - Job Description: Drafting and Maintaining
Job Description - Job Specification – Physical, Mental , Emotional and Social, Behavioral specifications
- Uses of Job Analysis - Issues in Job Analysis - Concept of Job Design: Different Approaches to Job
Design: Engineering Approach – Repetition, Mechanical pac ing, No end product, Little social
interaction, No personal input; Human Relations Approach; Job Characteristics Approach – Skill variety,
Task identity, Task significance, Autonomy, Feedback; Socio-technical Approach - Modern Management
Techniques: Job Rotation, Job Enlargement, Job Enrichment, Some More Modern Management
Techniques – Flexi-time, Telecommuting, Job shari ng, Condensed workweek, Working from home
UNIT 6 RECRUITMENT
Concept of Recruitment - Factors Affecting Recruitment - Organizational Factors - Environmental
Factors - Recruitment Policy - Sources of Recruitment: Internal Search, External Sources –
Advertisements, Employee Referrals, Employment Agencies , Educational Institutions, Unsolicited
Applications, Other Sources, - Need for Flexible and Proactive Recruitment Policy - Evaluation of a
Recruitment Program
UNIT 7 SELECTION
Concept of Selection -The Selection Process -Selection Method Standards: Reliability: The Repeat or
Test-retest Approach, The Alternate-form or Parallel-form Method, The Split-halves Procedure, Validity:
Criterion Validity, Content Validity, Construct Validity, Generalizability, Utility, Legality -Application
Forms: Evaluation of Application Forms: Clinical Method, Weighted Method, Ethical Issues in
Application Form Design -Selection Tests: Intelligence Tests, Aptitude Tests, Achievement Tests,
Situational Tests, Interest Tests, Personality Tests, Polygraph Tests, Graphology – Interviews:
Preliminary Interview, Selection Interview: Formal and Structured Interview, Unstructured Interview,
Stress Interview, Group Interview Method, Panel Interview, In-depth Interview, Decision-Making
Interview - The Interview Process: Preparation, Setting, Conduct of Interview, Closing an Interview,
Evaluation, Reference Checks, Medical Examination - Placement
UNIT 8 SOCIALIZATION
Concept of Orientation: Difference between Orientation and Socialization - Objectives of Induction/
Orientation - Role of Organizational Culture in Orientation: Roles, Values, Norms - The Process of
Socialization, Assumptions – Influence on employee per formance, Influencing on organizational
stability, Handling new employee anxiety, Role of co-workers and the work environment in socialization,
Model of Socialization Process: Pre-arrival Stage, Encounter Stage, Metamorphosis Stage - Socialization
Strategies: Formal or Informal Socialization Strategies, Individual or Collective Socialization Strategies,
Sequential or Non-sequential Socialization Strategies, Fixed or Variable Socialization Strategies,
Tournament or Contest Socialization Strategies, Serial or Disjunctive Socialization Strategies, Investiture
or Divestiture Socialization Strategies - Socialization of Existing Employees: On-Boarding-The Four C’s
of On-Boarding
UNIT 9 MANAGING CAREERS
Concept of Career - Career Anchors: Career Anchors and their Characteristics - Elements of a Career
Planning Program: Individual Assessment and Need Analysis, Organizational Assessment and
Opportunity Analysis, Need Opportunity Alignment, Career Counseling - The Benefits of Career
Planning to an Organization: Ensure Availability of Resources for Future, Enhance Organizational
Ability to Attract and Retain Talent, Ensure Growth Opportunities for All, Handle Employee Frustration
v

The Benefits of Career Planning to an Individual- Issues in Career Planning: Dual Career Families, Low
Ceiling Careers, Declining Opportunities, Career Stages, Restructuring, Career Plateaus, Work-family
Issues - Career Development Cycle: Life-cycle model, Organizational-based model, Direction-pattern
model: Exploration Stage, Establishment Stage, Maintenance Stage, Disengagement Stage - Career
Objectives and the Career Path: Promotion: Merit-based promotion, Seniority-based promotions, Merit-
cum-seniority promotions/ Time-bound promotions, Vacancy-based promotions, Transfer: Employee
initiated transfers, Company initiated transfers, Public initiated transfers - Model for Planned Self-
Development: Self Assessment, Opportunity Analysis, Decision Making, Leverage Network, Venture,
Continuous Assessment - Succession Planning: Continuity, Long-TermPerspective, Organizational Need
Perspective, Turnover Management, Emphasis on Results
UNIT 10 PERFORMANCE APPRAISAL
Concept of Performance Appraisal- Objectives of Performance Appraisal - The Appraisal Process- The
Appraisers - Performance Appraisal Methods: Traditional Methods, Modern Methods: Management by
Objectives (MBO), Graphic Rating Method, Work Standards Approach, Essay Appraisal, Critical
Incident Method, Forced Choice Rating Method, Point Allocation Method, Ranking Methods:
Alternation, Paired comparison, Forced distribution, Checklist, Behaviorally Anchored Rating Scale
(BARS), 360 Degree Performance Appraisal, Team Appraisals, Balanced Scorecard - The Appraisal
Interview: Challenges of Appraisal Interview: The Organizational Culture, The Relationship Between the
Employee and His/her Supervisor, The Maturity Level of the Individuals - An Apprehensive Employee,
A wary Appraiser, A Biased Appraiser, Inexperience, How do we face the Challenges? - Pitfalls in
Performance Appraisal: Halo effect, Leniency effect, Stringency effect, Recency effect, Primacy effect,
Central tendency effect, Culture, Stereotyping, Perceptual set, Fundamental attribution error - Uses of
Performance Appraisal- Ethics of Performance Appraisal
UNIT 11 EMPLOYEE TRAINING AND MANAGEMENT DEVELOPMENT
Definition and Purpose of Training- Improving Employee Performance - Updating Employee Skills
:Avoiding , Managerial Obsolescence, Preparing for Promotion and Managerial Succession, Retaining
and Motivating Employees, Creating an Efficient and Effective Organization - Assessing Training Needs
-Areas of Training: Company policies and procedures, Skill-based training, Human relations training,
Problem-solving training, Managerial and supervisory training: Importance of Learning: Motivation,
Participation, Feedback, Repetition, Application -Employee Training Methods: On-the-Job Training-
Benefits, Limitation; Job Instruction Training; Apprenticeship and Coaching; Job Rotation; Committee
assignments, Off-the-Job Training: Classroom Lectures, Simulation Exercises – Case exercises,
Experiential exercises, Computer modeling, Vestibule training, Role playing; Programmed Instruction -
Evaluation of the Training Program -Training and Development -Concept of Management Development:
Work Roles of a Manager: Planning, Monitoring performance, Communication and development,
Objectives of Management Development, Process of Management Development - Management
Development Methods: On-the-Job Development Methods: Coaching, Job Rotation, Understudy
Assignments, Multiple Management, Off-the-Job Development Methods: Simulation Exercises – Case
study, Business games, Role playing, Incident method, In-basket method; Sensitivity Training,
Transactional Analysis, Conferences, Lectures - Evaluating a Management Development Program: Cost-
benefit analysis, Identifying gaps, Evaluation Levels
UNITS 12 COMPENSATION MANAGEMENT
Definition and Objectives of Job Evaluation –Objectives - Principles of Job Evaluation - Process of Job
Evaluation: Preparation of a job evaluation plan, Job analysis, Job description and job specification,
Selection of job dimensions, Classification of jobs, Implementation of the evaluation, Maintenance -
Techniques of Job Evaluation: Non-Quantitative Techniques: Ranking – Relative ranking, Paired
comparison, Single factor ranking,; Job Classification or Job Grading, Quantitative Techniques: Point
Rating Method – Determination of job factors or compensable factors, Determination of sub-factors,
Defining the degree statements or profile statements,assigning points to factors, sub-factors,and degrees,
Preparation of a chart, Applying the point system; Factor comparison method; Decision Band Method -
Advantages of Job Evaluation - Limitations of Job Evaluation - Concept of Compensation
vi

Administration: Principles Governing Compensation Administration, Purpose of Compensation
Administration - Different Concepts of Wages: Minimum Wage, Fair Wage, Living Wage - Basic Wage
Plans: Time Wage Plan, Piece Wage Plan, Skill-based Pay, Competency-based Pay, Broadbanding -
Variable Compensation - Executive Compensation - Wage Differentials - Theories and Surveys for Wage
and Salary Administration - Wage Fixing Institutions and Authorities - Concept of Rewards - Types of
Incentive Plans: Short-Term Plans: The Halsey plan, The Rowan plan, The Barth system of wages, The
Task bonus system, The Point Rating System, Progressive Bonus, Long-term Plans: Annual bonus,
Profit-sharing, Gain-sharing, Employee stock plans - Non-monetary Incentives - Guidelines for Effective
Incentive Plans - Employee Benefits: Objectives of Employee Benefits, Some Modern Concepts in
Employee Benefit Schemes – Golden Parachute, Cafeteria Benefit Plan
UNIT 13 OCCUPATIONAL SAFETY AND HEALTH
Causes of Safety and Health Problems at the Work Place - Lack of Education and Training: Human
Errors, Technical Errors, Psychological Problems, Occupational Hazards and Risks - Provisions to
Prevent Accidents in the Workplace - Safety and Health Programs in Organizations: Prerequisites for an
Effective Safety and Health Policy, Accident Prevention in the Workplace: Educating and Training the
Employees, Frequent Inspections by the Top Management, Tabulating and Analyzing the Causes for
Accidents, Conducting Regular Employee Wellness Programs, Designing a mental Health Program,
Making the Right Start and Get Going, Enforcement and Disciplinary Action - Stress and its
Consequences on Employee Performance: Causes of Stress, Handling Employee Stress, Avoiding
Burnout - Challenges in the Service Sector: Importance of Ergonomics
UNIT 14 GRIEVANCE HANDLING
Concept of Grievance - Causes of Grievance - Need for a Grievance Redressal Procedure - Effective
Grievance Redressal - Steps in a Grievance Redressal Procedure - Grievance Redressal Procedure in
Unionized Organizations - Conflict Resolution
UNIT 15 DISCIPLINARY ACTION
Definition and Concept of Discipline -Aims and Objectives of Discipline -Forms and Types of
Discipline: Self-imposed or positive discipline, Enforced or negative discipline -Acts of Indiscipline or
Misconduct: Minor infractions, Major infractions, Intolerable offences; categorized as Attendance, On -
the-Job Behavior, dishonesty, Activities that are harmful for the organization: Causes of Indiscipline and
Misconduct - Principles of Maintaining Discipline: McGregor’s Red Hot Stove Rule: Immediate,
Impersonal, Consistent and Foreseeable - Disciplinary Procedure: Forming and Issuing a Charge Sheet,
Considering the Explanation, Issuing the Notice of Enquiry, Holding a Full-fledged Enquiry, Final order
of Action, Follow-up - Approaches to Discipline: Incorrect Discipline, Preventive Discipline, Positive
Discipline: Steps in the Process of Positive Discipline – Responsibility for ensuring discipline,
Communicating organizational policies, procedures and rules, Communicate the performance expected
and penalties for violation, Collecting concrete data about any disciplinary violation, Administering
progressive discipline, Administering corrective counseling - Types of Disciplinary Action: Verbal
Warning, Written Warning, Suspension, Demotion, Pay Cut, Dismissal
UNIT 16 TRADE UNIONS
Definition and Concept of Trade Unions :Trade Union membership - Characteristics of Trade Unions: A
trade union is an association between workmen and workmen or between workmen and employers or
between employers and employers, The nature of labor unions is relatively permanent, A trade union’s
primary objective is to secure economic benefits for its members, Continuous changes in the character of
trade unions, Ideologies all over the world have influenced the birth and growth of the trade unions -
Functions of Trade Unions: Militant or intramural functions, Fraternal or extramural functions, Social
functions, Political functions, Ancillary functions - Classification of Unions – Types of Trade Unions:
Classification of Unions According to Purpose: Reformist Unions – Business unions, Uplift unions;
Revolutionary Unions – Political unions, Anarchist uni ons, Predatory unions, Classification of Union
According to Membership Structure – Craft unions, Industrial u nions, Staff unions, General unions -
vii

Methods Adopted by Trade Unions: Mutual Insurance, Collective Bargaining, Legal Enactments, Other
Methods - Problems Faced by Trade Unions: Uneven Growth of Unionism, Small Size of Unions,
Financial Weakness, Multiplicity of Unions, Inter-union Rivalry, Leadership Issue, Politics and Union -
Trade Unions and Globalization
UNIT 17 INDUSTRIAL RELATIONS, COLLECTIVE BARGAINING, AND WORKERS’
PARTICIPATION IN MANAGEMENT
Definition and Concept of Industrial Relations - Approaches to Industrial Relations: Psychological
Approach to Industrial Relations, Sociological Approach to Industrial Relations, Human Relations
Approach to Industrial Relations, Socio-ethical Approach to Industrial Relations, Gandhian Approach to
Industrial Relations, Systems Approach to Industrial Relations - Different Roles in Industrial Relations:
Employees, Trade unions, Management: Stages in Management style – Exploitative Authoritative Style,
Benevolent Authoritative Style, Consultative Management Style, Participative Style, Government -
Objectives of Industrial Relations - Industrial Disputes Prevention Machinery: Worker Participation,
Employee Grievance Redressal Machinery, Voluntary Arbitration, Conciliation, Court of Enquiry,
Tripartite Bodies, Adjudication- Labor Courts, Industrial Tribunals, National Tribunals - Concept of
Collective Bargaining - Features of Collective Bargaining : Group Activity, Activity in Levels,
Flexibility, Win-win Situation, Builds Relationships, An Art and a Science - Objectives of Collective
Bargaining: Functions of Collective Bargaining – A proc ess of social change, A peace treaty, A system
of ‘industrial jurisprudence’- Collective Bargaining Process: Preparation for Negotiation, Negotiation,
Contract Administration - Concept of Workers’ Participation in Management: Degree of influence by
Arun Monappa and Mirza Saiyadin - Informative participation, Consultative participation, Associative
participation, Administrative participation, Decisive participation- Purpose of Workers’ Participation
UNIT 18 QUALITY OF WORK LIFE
Definition and Concept of Quality of Work Life: Fair-compensation and job security, Healthy working
conditions/Healthy working environment, Provide personal and career growth opportunities, Participative
management style and recognition, Work-life balance, Fun at workplace - Methods to Improve QWL:
Alternative Work Schedule (AWS) - Flexible Work Schedule (FWS)/Flexi time, Flexi-tour, Gliding
schedule, Variable day, Variable week schedule, Maxiflex; Compressed Work Schedule (CWS), Flexi
place/ Telecommuting, Part-time Employment, Job Enrichment, Job Rotation, Job Enlargement ,
Autonomous Work Groups/ Self Managed Teams, Socio-technical Systems - Benefits of QWL
Programs- Effective Implementation of QWL Programs
UNIT 19 QUALITY CIRCLES
Definition and Concept of Quality Circles (QC) - Objectives of Quality Circles - Development and
Working of a Quality Circle: Stages in development and working of QC – Getting started, Composition
of QC – Steering committee, Facilitator, Coordinator- Ini tial problem solving, Presentation of
suggestions, Execution - Problem-solving Techniques in Quality Circles: Brainstorming Sessions, Cause
and Effect or Fishbone Diagrams, Sampling and Charting Methods - Solving Issues in Implementing
Quality Circles: Understand the concepts, Education, Execution delays, Interference and interruption,
Operational problems
UNIT 20 EMERGING CHALLENGES OF HRM
HR Policies in Emerging Challenges - Employee Engagement- Leadership Development: Reasons for
having leadership programs -Succession Planning: Benefits of succession planning,Succession planning
– a five step process – Agility – Retention - Exit Manage ment - Outsourcing: Reasons for outsourcing,
Process of outsourcing - Role of IT in Human Resource Management: Advantages ofIT, Functions of
HRM, Role of IT in each of the functions of HRM, Three basic ways in which IT can impact HR: IT
Software-Peoplesoft, SAP-HR.
viii

CONTENTS
Multiple Choice Questions
Unit 1: Introduction to HRM 11
Unit 2: Organizational Structure and HRM 14
Unit 3: International Human Resource Management 16
Unit 4: Human Resource Planning 18
Unit 5: Job Analysis and Design 20
Unit 6: Recruitment 23
Unit 7: Selection 25
Unit 8: Socialization 28
Unit 9: Managing Careers 31
Unit 10: Performance Appraisal 33
Unit 11: Employee Training and Management Development 35
Unit 12: Compensation Management 37
Unit 13: Occupational Safety and Health 40
Unit 14: Grievance Handling 43
Unit 15: Disciplinary Action 46
Unit 16: Trade Unions 48
Unit 17: Industrial Relations, Collective Bargaining, and Workers’ Participation in Management 50
Unit 18: Quality of Work Life 52
Unit 19: Quality Circles 55
Unit 20: Emerging Challenges of HRM 57
Multiple Choice – Answers and Explanations
Unit 1 Introduction to HRM 60
Unit 2: Organizational Structure and HRM 62
Unit 3: International Human Resource Management 63
Unit 4: Human Resource Planning 64
Unit 5: Job Analysis and Design 65
Unit 6: Recruitment 66
Unit 7: Selection 67
Unit 8: Socialization 68
Unit 9: Managing Careers 69
Unit 10: Performance Appraisal 70
Unit 11: Employee Training and Management Development 71
Unit 12: Compensation Management 72
Unit 13: Occupational Safety and Health 73
Unit 14: Grievance Handling 74
Unit 15: Disciplinary Action 75
Unit 16: Trade Unions 76
Unit 17: Industrial Relations, Collective Bargaining, and Workers’ Participation in Management 77
Unit 18: Quality of Work Life 78
Unit 19: Quality Circles 79
Unit 20: Emerging Challenges of HRM 80
ix

MULTIPLE CHOICE QUESTIONS
UNIT 1: INTRODUCTION TO HRM
Pranathi joined as a manager in a Petro Chemical company. Her job profile includes various functions.
One of her functions is to acquire people as per the organization’s requirement, plan their
development through training, motivate them to achieve the organizational goals, and encourage
them to feel committed and attached to the organization. What do you call the management function
Pranathi is performing in the company?
a. Customermanagement b. Human resource management
c. Client management d. Marketing management
e.Materialmanagement
In a tyre manufacturing company, the production supervisor found that workers were performing their
work under pressure putting lot of mental efforts. He then wished to simplify their work and make
it more interesting and motivating. He involved them in time-and-motion study, helped them to set
a standard time for each job. The production supervisor then introduced incentives for those who
produced more than the standard output. The workers were happy that their mental efforts were
reduced and work being simplified and standardized. What is the technique that the production
supervisor has adopted to change the workers’ perception.
a. Human relations approach b. Human resources approach
c. Scientific management approach d. Behavioral management
e.Modern management
Coca Cola follows GROW and WHALE DONE approach in performance management system. The
grow model enables the employee to know where he wants to be and to develop the skills that are
required to reach the expected level from the present level. Otherwise, it offers various training
programs and helps them in career planning and development. What is this process called in the
organizational context?
a. Human resource development b. Management development
c. Market development d. Product development
e.Process development
Ankit Sharma joined TCS as an associate software engineer. On the first day of his job, he was asked to
sit in the auditorium for some program. The program started by a welcome speech video given by
the CEO and followed by a documentary featuring history of TCS narrated by a higher official.
Then the program continued with a short session by the practice head of their branch. He spoke
about the organizational structure and values and delivery models etc of TCS. Finally, Ankit was
given a short brief about the job profiles and the reporting system and HR practices. What do you
call these programs conducted for the new joiners in an organization?
a. Recruitment b. Selection
c. Placement d. Induction
e.Job analysis
Nestle constantly improves the working conditions in organization with a special focus on employees. It
respects the right of the employees, offers competitive wages and benefits to cover their needs
according to local standards. It implements strictly the guidelines regarding working time and
assures a safe and healthy workplace and working environment. Nestle respects its employees and
do not encourage discrimination or harassment at workplace. All these initiatives represent the
____________of Nestle.
11

Human Resource Management: Workbook
a. Stakeholders relations b. Customer relations
c. Employee relations d. Market relations
e.Agent relations
Tata Motors observed that most of the attrition happens in the first five years, when employees switch
jobs to try out new things and stick to the company only after completing five years. In order to
check this issue, it set guidelines to engage and retain their employees by providing different
learning options, a career architecture that allows moving across jobs, and leadership mentoring. It
also planned to create a flatter organization. What do you call the plans made by Tata Motors?
a. Challenges to HR professionals b. HR policies and procedures
c. Career planning d. Training and development
e.Role of HR executives
Hindustan Machine Tools Limited (HMTL) reports the evaluation of its human resources in the annual
reports. It gives the information on per employee basis with respect to the value added, average
monthly earnings, the average monthly fringe benefits, investment and profit before tax etc.
Furnishing these details in the annual reports is called as ________________.
a. Capital accounting b. Financial accounting
c. Management accounting d. Cost accounting
e.Human resource accounting
The manager in a cable manufacturing company conducted performance appraisals and submitted the
report to the top management. Subsequently, management decided to conduct training to further
improve the performance of its workers. They also set guidelines for the training program. To that
effect, manager was asked to arrange for training by consulting different training firms and
scheduling the timetable and monitoring for the smooth conduct of the program. What is the role
played by the manager called in this case?
a. The executive b. The consultant
c. The facilitator d. The auditor
e.The service provider
Companies today are introducing quality work life programs to attain competitive advantage in the labor
market. All these initiatives are to hire and retain the best-qualified employees. In some of the
organizations, major talent is being wasted as many women drop out after lengthy training during
pregnancy. These companies recently begun offering child-care and eldercare referral services to
facilitate women workers and allow employees some flexibility in their work hours. Identify the
appropriate term used to address the challenge.
a. The impact of the government b. The changingattitudes ofcustomers
c. Technology and training d. The changing attitudes of workers
e.Quality improvement
A leading Bank adopts its appraisal methodology in a very tactical angle. Every sixmonths, it conducts
face-to-face performance appraisals with its employees and reviews its performance management
goals to ensure that the objectives are related and accomplishable. Also while categorizing some
employees as underperformers; decisions related to shifting them to another role or replacing them
with a more successful candidate is done in a planned manner. This helps the HR department to
plan the staff mobility or development programs in advance. Which of the following is connected to
these types of plans in an organization?
a. Strategic human resource management b. Scientific management
c. Strategic management d. Human resource planning
Global resource management
12

Overtime payments are a part of compensation management. Today, organizations are using biometrics
for employee work time management as it ensures true compensation management. It reduces the
paperwork and allows easy access to large volume of data. Further, they save cost and time
involved in calculating work time contribution. Biometrics is an electronic technology designed to
maintain attendance by recording in and out time of employees with zero errors. It examines the
finger print of human beings and records it as his identity forever. Biometrics usage is an example
of ________.
E-HRM as it applies IT for HR practices
QHRM as it ensures solving crucial problems with greater precision and accuracy
HR analytics as it provides insights into process of gathering data
HR accounting as it furnishes cost value information of employees
None of the above
A manager in a company was planning to purchase a less expensive car that take less time to pay off but
at the same time he wants to go for a luxurious model. To decide which car to purchase, he
considered some factors such as the market demand, warranty offered, expected useful life of the
car, cost of insurance and repair record for the car. He then started ranking the cars based on factors
for each car. Then among the alternative, he chose the best car that has the quick returns with longer
life warranty. The calculations made by the manager replicate the ____________________.
a. Human resource analytics b. Electronic human resource management
c. Quantitative human resource management d. Global human resource management
Strategic human resource management
To analyze the retention strategy and to promote the senior sales officials, a large sales firm collected
the performance of the employees for four years along with some demographic factors, educational
history, job location etc. They tried to establish a cause and effect relationship between the HR
program and the business outcomes. The analysis applied by the firm in exploring the promotion
strategy can be termed as ________________.
Quantitative human resource management as scientific techniques are used to make the
decisions
Human resource analytics as statistics and predictive models were used to gain valuable
knowledge from data analysis as guide to decision making
Human capital management as factors of human skills were considered for the
decision making
Electronic human resource management as internet was used to collect the
required information for decision making
None of the above
In Microsoft, the HR department develops career models in consultation with other department
managers. These models help the managers to answer the employee questions about their career
paths and the skills and competencies required to move up and to suggest developmental activities
to improve their performance. It provides tools to managers for consultation on problems such as
employee discipline, union grievances etc. It also helps in providing services through electronic
system like updating the personal information, providing counseling and application of policies.
The development of these models is referred to as _______in the HRM context.
a. Social capital management b. Physical capital management
c. Financial capital management d. Scientific management
Human capital management
13

UNIT 2: ORGANIZATIONAL STRUCTURE AND HRM
Google offers a playground for employees including a corporate recreation center. Its organization
structure emphasizes innovative teamwork, flat hierarchies and decentralization. Teams at Google
have the authority to make decisions without any interference from the management. An
organizational structure with these characteristics is known as ___________.
a. Mechanistic organization b. Formal organization
c. Informal organization d. Organic organization
e.Bureaucratic organization
In Bageecha Elementary School, faculty and staff have a defined role and are allocated specific
responsibilities and limited power to ensure smooth flow of work. The reporting system, rules,
policies, and procedures are determined by the management and school board. Any faculty or staff
member who does not obey the rules and do not follow the set norms are removed and persons who
wish to obey the rules and are able to meet the goals are placed in their position. What do you call
this type of organization?
a. Formal organization b. Informal organization
c. Vertical organization d. Bureaucratic organization
e.Mechanistic organization
Tesco PLC is a retail chain founded in 1919. They have more than 2484 stores in UK. Tesco’s
organizational structure has six levels of management starting from the checkout assistant to chief
executive officer. After the chairman, the top position is CEO. Managers at every level have small
number of employees. As a result, the duties of every staff are clear and focused. The structure
followed by Tesco is called as _________________________.
a. Flat structure b. Formal structure
c. Informal structure d. Centralized structure
e.Tall structure
A general manager delegated the right to one of its branch managers to increase the sale volume by all
means. To this effect, the manager was given powers to act independently to achieve the goal. The
manager accordingly instructed its sales representatives to put in extensive efforts and increase the
sales. He gave them the guidelines and set weekly targets to meet the goals of the organization. He
supported themin their tasks till the goals were met. Name the concept that is discussed in the case.
a. Responsibility b. Authority
c. Accountability d. Liability
Controllability
The chief accountant of an organization was given powers to act on accountants and clerks. But the
authority given was only to give advice to them and was limited only to his department and not
extended to other departments. What do you call this kind of relationship in an organization?
Line and staff conflict
Human resource management as a staff function
Line and staff relationship
Human resource management as a line responsibility
Human resource management as a facilitator
It is a fact that the HR departments of modern organizations have been successful in changing the view
of the line managers. There are still some employees and managers from the line function who
resent the HR function. The HR professionals can, however, change the attitude and perceptions of
such line managers by:
14

Understanding the markets and business better
Being empathetic to the constraints of the line functions
Building an environment of trust and transparency
Trying to work toward a win-win situation
All the above
The production manager of a plastic company was appraising its employees. He asked its HR manager
to provide him with the information of his employees about their appointment, tenure and salary
details to decide about their promotions and increments. The HR manager provided all the
information required by the manager. What do you call the help extended by the HR manager to the
production manager?
a. HRM as a line responsibility b. HRM as a staff function
c. HRM as a facilitator d. HRM as a controller
HRM as a specialist
IBM generates information about their processes, customer interactions (proposals, costing, project
plans, profiles and learning), interactions with the Government, etc as part of their day-to-day
operations. The content thus collected is placed on personal computers, department servers, papers,
and laptops. The process of storing and retrieving the content for reuse is done through Enterprise
Content Management (ECM). ECM helps in managing the information stored by using digital
technology and fromother sources. This is an example for ________________.
Products and human resources
Production and human resources
Marketing and human resources
Management techniques and human resources
Organizational structure and human resources
Director of testing Microsoft Lync empowered his teams to decide on the transformation of testing
division, developing the future video conferencing products and messaging services . Empowering
has benefitted the knowledge workers by boosting productivity through focus on critical tasks and
motivated and engaged them in business more and kept them interested. The concept used in the
case is called as __________________________.
Product and human resources
A noted company had several brands promoted on different servers. Due to this, customers were
confused and did not have a clear idea about their products. Therefore, the company reformed its
business model by focusing on what customer wanted. This model was developed through a
committee which analyzed customer requirements frequently. This customer-centric learning is an
example of ________________ .
Products and human resources
15

UNIT 3: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Virender as a manager in a large company had a complex and difficult role to play. He had to plan a
uniform structure, operations, policies and benefits across different business units located
worldwide and also had to ensure employee satisfaction. He had to understand the legal systemof
the countries wherever their branches were operating. He had to keep in mind the business
environment all over the world. What do you call this type of management in an organization?
a. Inter-continental organization b. Multi-domestic organization
c. International human resource management d. Global management
e.None of the above
Nissan’s first exports to the United States were car s and trucks. These cars and trucks were originally
designed to meet the Japanese environment especially the mild winters. These vehicles were
difficult to sell in many parts of the US during the cold winter months. The reason was, Nissan
thought that the car owners in America would also cover their cars with blankets as the car owners
in northern Japan were doing. After several years of international trading, they realized that its
approach is not relevant and changed it. What was the approach Nissan following earlier?
a. Geocentric b. Ethnocentric
c. Polycentric d. Decentralization
Optimization
Mc Donald delegates additional responsibility to a team of its HR directors to travel as internal
consultants to understand the requirement of nationals of their international business. Their job is to
keep local directors in over fifty countries updated on international concerns, policies, cultures and
programs. What is this feature called in IHRM?
Stronger relationship with employees and their families
Diluted risk on the business front
Increased risk on people front
Increased complexity of HR activities
Different expectations and requirements of the employees
Intel company’s productivity manager taught his employees on how to manage their email through
training program. The focus was on team discussion about how people work together and to
improve the efficiency and communication between the individuals in those teams. He also offered
simple tips on how to use email more efficiently. The productivity manager’s initiative is called as
the __________________.
Management of complex HR activities
Management of employees and their families
Management of cross-cultural teams
Management of technical expertise
Management of global laws
IBM is known for its strong leadership. When its leadership was stuck, a detailed analysis and
assessment of the situation was done by considering various options. IBM in 2004 listed out a set of
competencies that were mandate for its leaders. Some of the competencies were being client
focused, creative, and environmentally aware on a global basis. The initiatives taken by IBM led
to_________.
a. Competent global leaders b. Foreign trade and FDI
c. Qualified and talented managers d. Strong workforce
Skilled and well-trained groups of managers
16

A cosmetic company under its expansion plans entered in to the market of Brazil by introducing a
scented perfume. But the product failed in the country. The reason found was that the flower used
in the perfume was used for inauspicious occasions in Brazil. What factor of IHRM was
undermined by the expatriate manager in launching the product?
a. Political forces b. Economic forces
c. Market forces d. National culture
e.Technology changes
An organization was analyzing different markets for its international expansion. It found that, while in
Germany unions are strong and employees are carefully treated by the management, in Japan,
unions and management maintain good relationships and settle their dis putes amicably.
Subsequently, it has decided to start its operations in Japan. Name the factor that has affected in
making choice under international human resource management context.
a. Legal forces b. Labor forces
c. Corporate culture d. Political forces
e.Market forces
A meritorious person working in US Company was promoted for taking up an international assignment
in China for a period of 5 years. After two years, when he was expecting promotion in the China
branch, he was surprised when it was given to a person who was less experienced than himand new
to the company. On inquiry, he learnt that in China promotions are given based on the period of
service and not on merit as in US. The misunderstanding was due to the lack of knowledge on
__________________process in IHRM.
a. Recruitment and selection b. Training and development
c. Performance appraisal management d. Compensation management
e.Career management and development
In a company, the project manager was transferred to develop the new branch at Japan. He was
supposed to report to the Branch head in Japan. While reporting personally, he maintained an eye
contact with the head for an act of which the head responded furiously. The manager being unaware
of the Japan’s culture could not find his mistake and asked on e of his colleagues for the reason. His
colleague informed that making an eye contact is regarded being rude in Japan. Which factor of
IHRM was not considered while transferring the project manager?
a. Job analysis and human resource planning b. Unionism and industrial relations
c. Recruitment and selection d. Training and development
e.Compensation management
A shoe manufacturing company was planning to start its business in foreign country. It was making
SWOT analysis from the HR perspective to develop its own strategy for survival and success in
international business to gain maximum benefits from its available resources. What do you call this
process as?
a. Strategic IHRM b. Generic IHRM
c. Ethnocentric approach to IHRM d. Long-term orientation
Short-term orientation
17

UNIT 4: HUMAN RESOURCE PLANNING
Mahender is working as HR manager in a company that provides Engineering services. The company
has plans to increase its capacity from the next year and estimated that 15 additional engineers will
be needed and asked Mahender to do the needful. Mahender proposed to hire recent engineering
graduates to fill the future positions and got approval from the management. As per the plan, he
started recruiting from campus much early in the academic year so that the best candidates can be
recruited. Name the process being conducted by Mahender in the case.
a. Human resource organizing b. Human resource control
c. Human resource planning d. Human resource policies
e.Human resource procedures
Infotis Limited is in to the business of providing software solutions at present. Having grown huge
clientele relations, its CEO planned to expand through diversification and start computer services
and hardware replacement business at one of its branches. He instructed the central HR manager to
determine the recruitment and retaining strategy for future expansion. He in turn gave instructions
to the concerned branch manager to do the needful. The branch manager analyzed the market,
assessed the internal labor supply and sent proposals for recruitment, training and upgrading the
technology changes as expected for the future. These activities indicate the ________________of
human resource planning.
a. Objectives b. Process
c. Definition d. Strategy
e.Operations
In case no.36, The CEO while giving instructions to the central HR also gave him guidelines on
employment policy, welfare policy and development policy for present and future recruitment.
These instructions can be given at which level of planning?
a. Intermediate-level planning b. Operations-level planning
c. Planning short-term activities d. Corporate-level planning
e.Planning long-termactivities
In case no.36, the process of market and internal labor supply analysis and making plans for
recruitment, training and development of resources to match the future requirements by the branch
manager represents which level of planning?
a. Planning short-term activities b. Operations-level planning
c. Corporate-level planning d. Intermediate-level planning
e.Medium-levelplanning
TAMS (Toshiba American Medical Systems) a part of Toshiba Corporation, is a leading international
supplier of diagnostic medical imaging systems and comprehensive medical solutions such as CT,
and X-ray. It was using a service bureau as an in-house solution for HR management. Later in 2002,
it implemented the HR portal called UltiPro portal which was completely integrated with several
applications to solve compensation and performance management related issues. The new system
dramatically improved efficiency in handling tasks related to training management, turnover
analysis, and compensation. What is the new systemcalled in the context of HRM?
a. Human resource information system b. Human resource control system
c. Human resource management system d. Human resource organizing system
e.Human resource forecastingsystem
A manufacturing firm uses time series analysis (based on trend) for analyzing its human resources
requirement for future targets. The following table shows the HR Trend Analysis of the firm
2011-2015.
18

2011 2012 2013 2014 2015
Projected sales (crores) 1200 1000 1400 1300 1500
Number of employees 240 200 250 245 ?
What do you call the assessment of future human resource requirements in HRM context?
a. Matching b. Broadcasting
c. Forecasting d. Tracking
e.None of the above
A large retailer had to opt for downsizing as a result of an organizational objective to have youthful
management. While downsizing, they chose not to incur the additional expenses of giving
employment opportunities for their displaced employees. As a result the retailer had to undertake
the pressures of lawsuits for years for various reasons such as wrongful termination, discrimination
etc costing lakhs of rupees. After several years the same retailer who terminated the employees,
assisted them in getting new jobs. What do you call the services provided by the retailer for their
displaced employees?
a. Retrenchment b. Lay-offs
c. Loaning d. Outplacement
e.Attrition
During slack periods, organizations do not want their middle or top level managers to stagnate or leave
the company. Therefore, they place their managers for a s pecified period of time in other
organizations. These employees work on projects with other organizations, but continue to be on
the rolls of their parent organization. What do you call placing an employee from one organization
to the other for a specific period of time?
a. Loaning b. Voluntary retirement
c. Lay-offs d. Reduced work hours
e.Outplacement
The “Big Three” American automakers are General Moto rs, Ford and Chrysler. During the period
between 2008 and 2010, GM one among the big three removed about 75,000 and 100,000 workers
due to drop in their sales. What is this process called in the context of HRM?
a. Voluntary Retirement b. Leave of absence without pay
c. Attrition d. Loaning
e.Lay-offs
Petrochemical Plant entered in to a contract with Intertek for laboratory works. Intertek built a
laboratory to serve through 24/7 operations. The savings generated from this project was
approximately $5 million in the first year. Therefore, Intertek was given the responsibility of
operating the lab for a second plant producing petrochemicals. Contracting Intertek for the
laboratory works is known as_____.
a. Outsourcing b. In-sourcing
c. Loaning d. Retrenchment
Lay-offs
19

UNIT 5: JOB ANALYSIS AND DESIGN
In a manufacturing company, as the scale of operations increased due to demand, the management
started assessing the existing human resources for fresh recruitments. Accordingly, the management
started making the list of fresh recruitments to be made. The list included the name of the specific
job, the tasks involved, the knowledge and skill sets required to performthe job, the responsibilities
attached to the job, and the abilities required to performthe job effectively. The process done by the
company is known as________________.
a. Job specification b. Job description
c. Job design d. Job enlargement
e.Job analysis
In case no.45, while selecting the specific job position, the management studied the organizational
structure and then decided at which stage the role of the job has to be fitted and accordingly
formulated the activities and responsibilities of the job. For the job position of assistant production
manager, the top management asked its production manager to specify the competencies needed for
the job based on his observations and requirements. What do you call this step in the process of job
analysis?
a. Information gathering b. Job-specific competency determination
c. Developing a job description d. Job profile
Job-identification
Hrithwik is founder and CEO of a software solution company. He started his business with 30
programmers and successfully set-up his company. He then wished to increase his clientele by
adopting cloud technology. To list out the competencies required for the new recruitments, he
conducted a conference meeting on cloud technologies and invited _______________to provide
information on its applications.
Subject experts who were thought to be more knowledgeable and informative
Present employees to air their views
Top management personal observations
Individual interviews to assess theirjobs
Group interviews to assess job descriptions
In case no.47, from the conference meeting, Hrithwik has drawn the information on how to set up the
cloud technology platform and how to run the operations and which tasks have to be assigned to
which new programmer based on his skills and where to procure the systems with necessary
configuration. Identify the tools of HR referred to in this case.
i. Job identification ii. Significant characteristics of a job
iii. Work done by a typical worker iv. materials and equipment a worker uses
Way the job is performed
a. i,ii & iii b. i,ii,iii & iv
c. ii,iii, iv & v d. i,iii & iv
e.Iii,iv & v
An advertisement was seen in a newspaper for the position of team leader for a sales group. The ad goes
like this:
As a team leader, you are responsible for managing a group of people and delegating tasks,
assessing performance and reporting on developments to the management. The responsibilities
include allocating tasks to staff members, ensuring their performance, reporting to the top
20

management, organizing training programs, resolving problems at team level, carrying out
performance reviews periodically. Minimum of two years experience in the similar field is
preferred and salary is fixed on par with the industry. The job aspects given in the ad come under
__________________.
a. Job identification b. Job specification
c. Job description d. Job relationship
e.Job review
There is an advertisement with the following details in a newspaperfor the position of marketing
manager in a FMCG company:
Experience - Marketing Manager:
10 years ofresponsible positions in marketing,preferably in a FMCG company
Experience supervising andmanaginga professionalstaffofat least seven
Education
Bachelors and Masters Degree in Marketing
Required Skills,Knowledge and Characteristics
Strong and effective communicator with demonstrated teamwork skills
Expert in Internet and social media strategy with a demonstrated track record
Demonstrated effectiveness in holding conversations with customers and customer-
focused product development and outreach
Experience in the global marketplace is a plus
The information given in the advertisement is referred to as__________________.
a. Job description b. Job review
c. Job design d. Job specification
e.Job relations
Aniket working as marketing manager in a FMCG company was reviewing jobs in his department. He
collected information from employees personally by administering a questionnaire. The
questionnaire included information on their job including the tasks involved, the knowledge and
skill set required to perform the job, the responsibilities attached, the abilities required to perform
the job effectively etc. While assessing the information, he understood that there were some gaps in
the performance. Identify the effective tool that can help Aniket to cut the performance gaps.
a. Providing training for development b. Providing promotions
c. Providing career plans d. Prevention ofjob dissatisfaction
e.Providing health and safety
McDonald’s have predefined standards for employee awards. They conduct job analysis based of
observation, interviews and questionnaire methods. They analyze their performances based on the
job descriptions that include duties, tasks, summary statements and degree of supervision and
definition of functional verbs. According to the performance, the employees are provided benefits
by giving feedback. Name the approach adopted by McDonald’s to motivate their employees.
a. Engineering approach b. Human relations approach
c. Job characteristics approach d. Socio-technical approach
Scientific approach
21

Organizations assign alternative jobs to the employee from time to time. This helps the employee gain
greater knowledge about the organization and its work processes, while helping managers deal with
frequent absenteeism and high turnover of workforce. Name the concept used by organizations to
motivate its employees.
a. Job enlargement b. Job enrichment
c. Job rotation d. Job sharing
Job analysis
TELUS is an international BPO, offering IT outsourcing services across industries in Canada. At
TELUS, focusing on high performing team is considered vital. In 2006, a study was conducted to
check the retention and engagement rates of employees through work from home. The study
resulted in substantial benefits which are continued thereafter. By 2015, their goal is to engage 40%
of team members to work on mobile basis, 30% in the office and another 30% working from home.
Which of the following methods of modern management techniques does the case include?
Flexitime and telecommuting
Telecommuting and working from home
Working from home and condensed workweek
Job sharing and flexitime
Part time work
22

UNIT 6: RECRUITMENT
Samsung adopted a policy of allocating a quota for job applicants to each university, to reduce the time
and efforts taken for screening. Under the quota it gives priority to the job applicants recommended
by the presidents of these universities. The job applicants from these universities have the privilege
of directly getting in to the standardized exam skipping the resume screening phase.The policy
framed by Samsung for the job applicants refers to _________________.
a. Selection policy b. Retirement policy
c. Transfer policy d. Recruitment policy
e.Compensation policy
Google is crowned as the “Happiest Company in America” in 2011 and CareerBliss.com ranked Google
as No.1 from more than 10,000 companies after reviewing 100,000 workers. Every year over two
million people apply for jobs and want to work with Google. The factors that attract people towards
Google are assumed to be the work-life balance, relationships with bosses and co-workers,
compensation, growth opportunities, company’s culture and the opportunity given to employee
empowerment. The success factors of Google named in the case are relevant to
________________ factors that affect recruitments in an organization.
a. Environmental b. Organizational
c. Technological d. Economical
e.Political
Martin, a successfulentrepreneurof battery manufacture in India was searching for a location to extend
his business internationally and recruit people from the same place. He was comparing the business
factors amongst the European and American countries.He found that companies to work in Europe
had to follow the directives and regulations created by European Union and the political systemhas
a huge influence on business regulations,consumer spending and so on. Therefore, he decided to
shift his focus to America. Name the factor of recruitment that hindered Martin to locate his
business in Europe.
a. Environmental b. Organizational
c. Technological d. Both a & b
e.Both a & c
NIKE Inc. employs people across the globe through direct and indirect contracts with manufacturers.
Every two years, it collects feedback through employee surveys to know the factors that motivates
and engage them. NIKE helps its employees in building their career through training and
development and welcomes innovative ideas. Employees are connected to the strategy and vision
with a clear link between their work and company objectives. NIKE invests in sustainable talent
practice and work together for diversity and inclusion on their culture. All these aspects of NIKE
reflect its _______________.
a. Compensation policy b. Promotion policy
c. Recruitment policy d. Transfer policy
e.Environment policy
McDonald’s restaurants adopted a policy of internal promotions. It encourages current employees to
reach higher positions within the company. It uses a technique called job positioning technique to
publicize and open job to its current employees through intranets and bulletin boards with a full
specification of work, wages, and hours of operation and a necessary skill for this position. These
type of recruitments in an organization are referred to as____________.
a. Internal search b. External search
c. Group search d. Lateral search
Internet search
23

Microsoft developed "Spread the love" website. Through this website, it encourages its employees to
write their individual stories and about their job experiences with Microsoft. The story might
include pictures, testimonials and video. The website allows the employees to share the web link
"spread the love" with friends, family and social groups. Microsoft ens ures that every potential
group is contacted first by an employment specialist to increase its process effectiveness. The
method used by Microsoft to improve the effectiveness of its recruitment process is popularly
known as ____________in software companies.
Internal search as employees of Microsoft are involved
Employee referrals as the friends, family and social groups of employees are referred
Job portal as employment opportunity is provided through website
Campus placement as the group may also include college portal
Direct employment as Microsoft is directly consulting the applicant
A private limited company established in 1987 in India is committed to ‘Executive Search’. It is one of
the most trusted executive search firms in the country with over 25 years of experience. It provides
specialized services through C-Suite search and senior level talent acquisition for clients across the
businesses. It helped some of the Fortune 500 companies in hiring the right talent at top level.
Companies providing such services are known as______________.
a. Job portals b. Public agencies
c. Talent agencies d. Head hunters
e.State agencies
One among the Fortune 500 companies visited a premier business school to identify the talented and
qualified persons even before they complete their education. The HR manager of the company gave
a presentation to the students about the company majorly including the information like selection
procedure, company’s milestones, organizational achievements, candidate scope of improvement
within the organization. The presentation also included the salary and employment benefits. Then
the process is followed by group of activities such as written test, group discussion, technical
interview, formal interview and final placement. The process discussed in the case is popularly
known as___________________.
a. Campus placement b. Pool placement
c. Project placement d. Student internship placement
e.Off-campus placement
The most fundamental social changes post industrialization is the increase in women’s employment.
Women today are performing a broader range of jobs particularly in professional and managerial
work. The changing social and economic conditions are empowering women and women
entrepreneurship is significantly seen increasing. Organizations are encouraging women to take up
the challenging jobs by making essential alterations in their recruitment policies. Therefore, it is
inevitable that the organizational policies have to be _____________________.
a. Flexible b. Proactive
c. Reactive d. Both a & b
e.Both a & c
A Senior Consultant of Infosys BPO once said that hiring right people at lower costs within a market
where the ‘war of talent’ is on, demands for a new s trategy. She stated this in a white paper titled
“Evolving Dynamics of Talent Acquisition and Recruit ment Process Outsourcing” Recruitment
process outsourcing as a global strategy was found to be an effective way for organizations to cope
with the challenges. Organizations developed new strategy after the____________________.
a. Evaluation of recruitment program b. Evaluation of communication program
c. Evaluation of management program d. Evaluation of control program
Evaluation of training program
24

UNIT 7: SELECTION
Generally, IT based companies follow certain protocols to place an employee for a position. They start
the process by screening the resumes of the job applicants received from internal and external
sources. First, they conduct primary interview followed by some written tests. Candidates
shortlisted from the written test have to pass through a face-to-face interview which is also called as
HR interview. Finally those who are successful in all the rounds are done with reference
background analysis and offered call letters. Candidates willing to join the job would be asked to
give an employment agreement. The above process followed by IT companies in filling the jobs is
known as_________________.
a. The selection process b. The compensationprocess
c. The control process d. The placement process
e.The induction process
Laws governing recruitment in private sectors are few in India such as the Child Labor (Prohibition and
Regulation) Act, Employment Exchanges Act, and Apprentices Act. Indian companies are
anticipated to have been following a fair recruitment policy. Name the selection method standard
discussed in the above sentences.
a. Validity b. Reliability
c. Utility d. Legality
e.Generalizability
After completing MBA, Martin joined a small IT company as HR manager. She was asked to be a part
of panel member for the selection process of engineers by the management. Being a part of it, she
was given the following format and was asked to fill it for every candidate she interviews.
Candidate Name: _______________________ Position:________________
Interviewer Name: ______________________ Job:____________________
Interview Date: _______________________
Rating Scale (1-5): 1=Unsatisfactory, 2=Below Average, 3=Average, 4=Above
Average, 5=Outstanding
Circle one choice only *Write NR if question not applicable
Related Education/Training Comments* Related Experience
Companies/products 1 2 3 4 5 Degree/Certification 1 2 3 4 5
Duration in job 1 2 3 4 5 Coursework 1 2 3 4 5
Reason for leaving 1 2 3 4 5 Communication Skills
Patents/Publications 1 2 3 4 5 Clarity of ideas 1 2 3 4 5
Technical Ability Overall Understanding 1 2 3 4 5
Theoretical Knowledge 1 2 3 4 5 Direct Answers 1 2 3 4 5
Practical Application 1 2 3 4 5 Writing Ability 1 2 3 4 5
Prof. Appearance 1 2 3 4 5 Interest with Company
Drive/Problem Solving Researched Company 1 2 3 4 5
Innovative/pioneer1 2 3 4 5 Motivated to work here 1 2 3 4 5
Assertive/Driver 1 2 3 4 5 Fit for project/position 1 2 3 4 5
25

Accountable 1 2 3 4 5
Likes challenge offered 1 2 3 4 5
Hire: [] Reject: [] Hold/File: []
This format helps the management in
a. Analyzing the information provided b. Select the suitable candidates
c. Analyzing the perceptions d. b & c
e.a & b
Anand went to attend an interview for the position of manager in a multinational company. As a part of
interview, the panel members gave him a real time problem that a manager faces in the organization
and asked him to suggest some alternative solutions to solve. He was then asked to play the role of
a simulated character. All the tests conducted by the company are known
as____________________.
a. Interest tests b. Personality tests
c. Situational tests d. Graphology
e.Aptitude tests
Rehan applied for the job of accounts officer in a large business analysis company. He was selected for
a series of interviews after qualifying in the written test conducted. Finally he was asked to attend
the last round of interview where he was sent to the General Manager-Accounts in the accounting
department. The GM asked him questions related to accounts and about the legal requirements of
the accounts to check his subject knowledge and expertise. What do you call this round of interview
in the process of selection?
a. Panel interview b. Group interview
c. Stress interview d. In-depth interview
e.Unstructured interview
Shreshta was called for second round of interview for the post of PRO in a marketing company. On the
day of interview she reported at the reception and was asked to meet the CEO in the cabin. She
knocked the door and entered the room. An elder and old person sitting in the chair asked her to
take the seat. He then started asking questions. When she tried to answer the question he landed in
to an argument and started asking more unrelated questions. He was also taking long breaks
between each question. Shreshta under confusion, though knows answers, was unable to speak out
of nervousness. What are these type of interviews called in a recruitment process?
a. Unstructured interview b. Stress interview
c. Preliminary interview d. Selection interview
e.Formal interview
In case no.70, finally after conducting the interview, the interviewer informed Shreshta that personal
interviews would be conducted for five more days and it might take one more week’s time to select
the candidate. Before asking her to leave he also asked whether she is interested to know anything
related to the organization. The courtesy shown by the interviewer in the process is generally
known as ______________in the selection process.
a. Preparation b. Setting the environment
c. Conduct of interview d. Closing an interview
e.Evaluation
For some jobs, like the fire fighting men, the job demands physical fitness. Before giving appointments,
they are required to examine their health conditions. These examinations include checking the heart
and lungs function, vision and hearing capability, as well as physical and mental
26

strengths. These examinations are required as they have to drag and wear heavy equipments during
calls to fires and should also be able to rescue people by lifting them. The term used for these
examinations in the process of selection is known as _________________.
a. Reference checks b. Evaluation
c. Setting d. Preparation
Medical examination
Protek Electricals Limited CEO notified the recruitment of engineers for the new branch expected to be
opened within two months. He sent a message to the newly appointed branch manager for the
proposed branch to conduct interviews for the said posts. The manager in turn inquired the CEO
about the objectives and the role of the job incumbent’s to make preparations for the interview.
Accordingly, he started reading the candidate’s application s to develop questions and set time and
evaluation methods. The proactive measures taken by the branch manager is referred to
as_________________.
Setting as the interviewer has to give comfort to the candidate
Conduct of interview as the candidate has to be interviewed
Preparation as the interviewer himself has to be ready to conduct the interview
Closing an interview as the interviewer has to explain the expected course of action
Evaluation as the interviewers also have to evaluate themselves periodically
In case no.73, the branch manager conducted the interview and selected engineers for whomoffer letters
were given. The offer letters included information about the probation period and the conditions for
the final placement upon the performance of the candidate during the training period. They were
given fifteen days time to join and informed to attend the orientation program on a specified date.
Thus the branch manager provided ________ to the job incumbents.
Placement
Recruitment
Selection
Referral
Assessment
27

UNIT 8: SOCIALIZATION
Lindblad Expeditions offers life-changing adventures across seven continents. It has its offices in New
York City and Seattle that controls five expedition ships and number of seasonal charters. The
adventure cruise company gives a DVD showing realistic pictures of what it’s like to work on
board to its newly appointed crew members before asking them to jump ship soon after their
appointment. This realistic job preview is a part of _____________process in the company.
a. Employment b. Recruitment
c. Selection d. Induction
Socialization
In case no.75, the objective of giving the DVD to new joiners is to________________.
Help employees to become familiar with the organization’s procedures and rules
To reduce the anxiety experienced by them when they join a new organization
Providing information about their specific duties and responsibilities
To reduce new employees to their co-workers, superiors, and subordinates
All the above
Secrecy and security are two important factors at Apple. New employees attend a half-day orientation.
The first day of orientation is engaged in completing the company related HR forms and like. New
employees are asked to get themselves connected to the network under an impression that they are
recruited for Apple and are assumed to be smart and tech-savvy. They are given an informal
“iBuddy” system which connects the primary team to answer the confused employee. The
procedure in which the new employee is supposed to get connected at Apple reflects its
______________________.
a. Organizational structure b. Organizational culture
c. Organizational chart d. Organizational development
e.Organizational behavior
In case no.77, new recruits at Apple do not have a senior member to train or to support themin learning
the job aspects. The new employee is supposed to learn out of self-inspiration and self-motivation.
This strategy is called as _____in socialization process.
a. Serial strategy b. Disjunctive strategy
c. Tournament strategy d. Contest strategy
e.Variable strategy
A call center company faced problem when 50 percent of its call center employees started quitting after
some months of training. They experimented with a new approach to meet the challenge by
redesigning the orientation process. In the new process, a senior leader talks about their
organization. Then, the new comers are asked to write on what they heard and were allowed to
share their answers with each other. This has improved employee retention and productivity. The
general assumption considered in redesigning its orientation programrefers to___________.
a. Influence on employee performance b. Influence on organizational stability
c. Handling new employee anxiety d. Role of co-workers and the work
environment in socialization
Influence on organizational culture
PricewaterhouseCoopers (PwC) internship program in the U.S., where the students were selected for
internships through campus fairs was called “Advance.” In th e process, PwC invited students to
social dinner a night before the interview day without giving a clue that it was a part of the first
round of interview. At the social dinner they took note of the student’s attitude and decided whether
28

to invite for further rounds or not. Strong interpersonal relationships at social events were
considered very critical. The process followed by PwC best suits which stage of the socialization
process according to Van Maanen J and Edgar H. Schein?
a. Encounter stage b. Metamorphosis stage
c. Pre-arrival stage d. Post-arrival stage
Post-encounterstage
Whirlpool used its career website as a tool for Realistic Job Preview (RJP). RJP involved giving recruits
a realistic idea of results of showing both positive and negative aspects of the job. Whirlpool
allowed its website to post frank and open comments from employees about the work at the
company. 40 studies conducted revealed that these RJPs resulted in higher performance and to
lower attrition rates from the recruitment process. It also lowered job applicants’ initial expectations
and led to lower turnover among newly hired. At which stage of socialization process did Wipro try
the technique of RJP?
Encounter stage as employee knows the expectations and the realities of the job
Pre-arrival stage as it is before the new employee is actually put on rolls
Metamorphosis stage as the employee is already familiar with the company procedures
Transformation stage as the employee is given opportunity to change his expectations
Implementation stage as the company started socialization process
In an organization, the senior employees who were sponsored to attend employee development
programs were combined with new employees. At the same time, hiring managers were also given
training on how to welcome new employees along. This new approach has helped them to reduce
the dropout rate of newly hired employees by 50%. Name the strategy adopted by the organization.
a. Formal socialization b. Informal socialization
c. Sequential socialization d. Non-sequentialsocialization
e.Individualsocialization
Focus computer systems follows a socialization process, where it tries to extract and utilize their new
and unique abilities of new joiners to add value to the organizations and contribute to their growth
building competitive advantage. Name the socialization strategy planned by the Focus computer
system.
a. Investiture strategy b. Divestiture strategy
c. Serial strategy d. Disjunctive strategy
e.Fixed strategy
In 2007, Siberian Geophysical appointed Luc Ollivier as head –operations. In his attempt to change the
culture by eliminating mistakes once said that “vetera n drillers have immense experience, but they
don’t like to teach the young people.”He then resolved the problem by introducing day long get-
togethers that conclude with a beer bash. He found that this approach has helped himto improve the
pace of work by more than 30% and drilling revenues to double by one year. This process of
socialization applies to _____.
a. New employees b. Existing employees
c. Potential employees d. All the employees
None of the above
A. At Percolate (a company that transforms marketing through technology),the first few days of joining
are spent on the following activities:
1: Providing Macbookand peripherals required
2: Setting up Google Apps account:asks the new joinees to
29

-add themselves to company’s internal calendar
-Write introduction e-mail
-Create paycheckaccount
3: Reading 18 page Google Doc that
includes: -The story of founders
-Creating strong passwords
-Our culture, values and the idea of communal genius
-Guidelines for running meetings
#4 Training sessions include:
-a discussion on how benefits and perks work
-a presentation on vision, mission and culture
What do you callthe processfollowed by Percolate in introducing the newjoinee to the company?
a. On-Training b. On-Joining
c. On-Entering d. On-Boarding
None of the above
30

UNIT 9: MANAGING CAREERS
A software company continuously supports its employees to move upward and provides an opportunity
to work at different geographic locations. It helps them to achieve their professional goals. The
company follows a newly developed system where people apply and select themselves as
candidates for the vacancies, if any. A committee is created to maintain inventory of competencies
existing and those that are being developed. Motivating employees through these initiatives help
them in their ________________.
Work planning as it allows for the smooth workflow
Career planning as it helps employees to achieve their goals
Manpower planning as it helps in the recruitment process for the future plans
Selection planning as it allows to draw the selection criteria for future developments
Succession planning as it helps in identifying individuals for future vacancies
Srinivas, a senior engineer working for a company was promoted as project head as he was successful at
resolving complex technical problems at work. He was initially happy for some months after the
promotion but his ultimate dream was to start the creative project he had in his mind and make a
mark for himself that was not encouraged by the management. So he was seriously making plans to
leave the organization by setting up his own business.The career anchor that dissatisfied himon the
job is____________________.
Autonomy as he likes to be self-reliant and do not like to be controlled by others
Technical competence as he has a strong inclination towards developing something
Entrepreneurial creativity as he enjoys creating and not to be confined by the organization
Lifestyle as he does not consider anything more important than enjoying
Security as he wants security and stability in his job
PepsiCo’s career building plan-BOLT (Building Outstanding Leaders for Tomorrow) is an essential part
of its Talent Sustainability. It is a framework developed where the individual and organizational
needs are aligned to help employees in building their career moves with appropriate involvement.
The framework has WorkSmart, ManageSmart and LeadSmart series. Under BOLT, PepsiCo offers
a platform of learning through experience by offering live projects and provides coaching to make
its employees work, manage and lead smart. The element of career planning focused by PepsiCo
through BOLT depicts the ______________.
Individual assessment and need analysis
Organizational assessment and opportunity analysis
Career counseling
Need opportunity alignment
Need analysis
AT & T has developed an innovative career plan with focus on internal pool of contract employees.
These employees are offered permanent positions under the name Resource Link. These employees
enjoy the same salary and benefits as offered earlier at AT &T except that their tasks are temporary
and move from project to project. Through this initiative it is earning huge benefits by providing
more development opportunities, retaining talented employees and reducing the cost of hiring
temporary employees through external agencies. The well designed career planning at AT & T
helped them to ____________________________.
Ensure availability of resources for future
Enhance organizational ability to attract and retain talent
Ensure growth opportunities for all
Handle employee frustration
All the above
31

90. In case no.89, the benefits an individual employee derived from the organization includes
a. Disrespecting their objectives b. Matching career and self-development
plans
c. Feeling discouraged d. Planning with short-termperspective
e.All the above
A survey of companies revealed that companies are adopting different strategies to cope up with the
problems where two members of the same family are working together. They are developing plans
such as flexible working hours, counseling employees, family daycare centers etc to match their
requirements. To that extent, some companies like GE are also establishing cooperative
arrangements of networks with other firms to provide sources of employment for the other partner.
GE is trying to improve its career planning programs by developing plans for________________.
a. Low ceiling careers b. Career plateaus
c. Career stages d. Restructuring
e.Dual careerfamilies
Krishna Murthy recently retired as an engineer serving for more than 30 years from agriculture
department of a government organization and wanted to pursue his hobby of developing organ ic
farming of fruits and vegetables at his village. At the same time he also took up an assignment of
working from home for a reputed university to develop the course content and to contribute for
social welfare activities at the village. At what stage of career development is Krishna Murthy at
present?
a. Disengagement stage b. Exploration stage
c. Establishment stage d. Maintenance stage
e.Early growth stage
At the time of crisis during 2008-2009, TCS noticed that apart from improving the quality of work life,
ensuring a sense that employees careers are on tract was of more concern to employees. It quickly
adjusted itself to the interests of employees and ensured that people were moved up to new jobs
aligned in line with their interests. For the process they considered designation and performance as
significant factors. The mobility process adopted by TCS is called as
____________in HRM.
a. Promotion b. Transfer
c. Recruitment d. Performance appraisal
e.Demotion
IBM has a virtual career coach to help employees understand how best they do their work. Once the
employee evaluates his personality, work style, interests, skills and experience, coach helps him in
finding the opportunities based on his experience and provides guidelines to work on areas fo r
development. Which two stages of self-development are named in the process adopted by IBM?
a. Self-assessment and decision making b. Leverage network and venture
c. Self-assessment and opportunity analysis d. Decision making and leverage network
e.Decision making and venture
Glaxo Wellcome retains its “star” employees to fill their key positions. For the purpose, Glaxo follows
the procedure of identifying the gaps of critical positions in the structure and seeks to develop and
retain employees with excellent performance. At the time of filling gaps, it focuses on matching star
employees interests and capabilities for the available opportunities. It develops the star performers
by assigning them exciting and challenging tasks rather than with rewards. The process of filling
the key positions in the organization is referred as ___________in HRM.
a. Succession planning b. Organizational transfer
c. Turnover d. Long-term perspective
Organizational replacement
32

UNIT 10: PERFORMANCE APPRAISAL
TK Kurien, the chief executive of Wipro once in Economic Times interview said that as a part of culture
change , their sales executives who face clients directly would be ranked and graded based on
clients’ feedback. He also said that the initiative was a part of ‘360-degree survey’ where 70% of
the ratings would be considered from clients along with project managers and others. The new
strategy of Kurien was related to ________function of HR manager.
a. Recruitment b. Selection
c. Training and development d. Performance appraisal
e.Compensation
In case no. 96, the major portion of employee ratings was given to clients in the performance
measurement. In 360-degree appraisal method, client comes under which category of appraisers?
a. Self-appraisal b. Supervisors
c. Customers d. Subordinates
e.Manager
Apple’s CEO after successfully launching the two new iPhon e product lines and iOS 7, sent an e-mail
to all his employees firstly to thank them for their work and also announced extra paid time off
covering a whole one week for the Thanksgiving holidays ahead. The announcement made by the
Cook is referred as ________.
a. Reward b. Promotion
c. Benefits d. Incentive
Bonus
A multinational company follows a system of setting goals for their employees. The objectives are listed
out for each level of the organization and accordingly individuals are given specific aims and
targets. The philosophy behind this policy is to keep the employees informed about what the
organization is trying to achieve and what their contribution in achieving that objective is. Setting
goals for employees based on this principle is referred to as _____________in the context of HRM.
Management by objectives (MBO) as management functions based on objectives
Work standards approach as work standards are set for each individual
Forced choice rating method as employees are forced to set objectives accordingly
Checklist method as the objectives are listed out
Team appraisals method as individuals and management work as a team
A manufacturing company used a typical performance appraisal system where a Likert scale ranged
from 1-3 or 1-5 was given to rate the performance of an individual. The numbers in scale denoted
the level of performance of the individual such as 1-poor, 2-average, 3-good, 4-very good and 5-
excellent. These rates were given to appraise the candidates based on factors like quality and
quantity of work, accountability, customer service, financial records, punctuality, knowledge and
dependability on the job. Rating employees on the scale denotes ________________method of
appraisal.
a. Essay appraisal b. Point allocation method
c. 360 degree performance appraisal d. Balanced scorecard method
e.Graphic rating scale
Johnson & Johnson Advanced Behavioral Technology (JJABT), based in Denver, Colorado practices a
modern appraisal system where employees compare their perceptions with the internal and external
customers with whom they interact regularly at the workplace. The internal customers
33

include superiors, peers, and subordinates. The key element of the process lies in selecting the right
persons as raters. JJABT employees select the key raters fromthe customers and recommends to the
management. Appraisals done in this manner are called as ____________________.
Team appraisals as team of people are involved in the appraisals
Behaviorally anchored rating scale (BARS) as behaviors of the appraise are rated
360 degree performance appraisal as both internal and external customers are included
Critical incident method as incidents for giving feedback are mentioned
Essay appraisal as the customers are required to give the feedback in their own fashion
Ankit Choudhary heads the department of sales in Shenoy Drugs distributions. He has 5 teams
comprising of 10 members in each team. Every year he rebuilds the teams by exchanging team
members. At the time of appraisals, he usually appraises the team members based on the behavior
and performance of the team head as he influences the team and not on true performances of each
team member. Employees under his supervision are most of the time seen dissatisfied with his
appraisals. What do you call the challenge faced by the employees in performance appraisal?
a. Halo effect b. Stereotyping
c. Leniency effect d. Perceptual set
e.Primacy effect
In case no.102, on observing the pitfalls of appraisals done by Ankit Choudhary, management
conducted training sessions to all the managers involved in appraisals. They were also given
guidelines on how to interact with appraisee by the senior members. The next year, Ankit
conducted appraisals in a true manner and discussed both positive and negative aspects of
performance with each team member. The change in Ankit’s behavior reflects the __________.
a. Organizational culture b. Inexperience
c. Maturity level of the individuals d. Relationship between the employee and
supervisor
e.Apprehensions
In an appraisal system, the appraiser allows a single characteristic of the appraisee to dominate his/her
judgment of the employee performance. This may lead to either a positive report or a negative
report on the performance of the employee. This type of barriers in an appraisal systemis called as
____.
a. Halo effect b. Leniency effect
c. Stringency effect d. Recency effect
e.Primacy effect
Raman conducted performance appraisal of his staff individually after collecting their self-assessment
sheets. Later at a meeting with the staff for future project, he disclosed some of the negative aspects
of one of the employee in front of the staff which was discouraging to that employee. This shows
how Raman lacks the _______________of performance appraisal.
a. Procedure b. Power
c. Responsibility d. Ethics
Concepts
34

UNIT 11: EMPLOYEE TRAINING AND MANAGEMENT DEVELOPMENT
The Cheesecake Factory restaurant in Beverly Hills, California is the largest fast-growing food chain. Its
corporate training head started a video learning portal where any employee can upload a video
themselves on how to do their job well. The employees have the facility to share things like ‘how to
make a hamburger” or “how to best clean the floor” an d share it through the portal. The employees
quickly started using this portal by creating instructional videos and sharing stories on how to solve
their on the job problems. The systemdeveloped by Cheesecake factory helped in
_____________________.
a. Updating employee skills b. Preparing for promotion
c. Preparing for managerial succession d. Retaining employees
e.Assessing training needs
An IT company launched a leadership-development program. It was a newly developed program based
on data analytics. For the purpose, it reframed its training programs by eliminating the ones that did
not work. The objective behind reframing was to align the training with the business strategy. The
company was able to reframe its strategies by______________________.
a. Assessing profits b. Assessing practices
c. Assessing training needs d. Assessing resources
e.Assessingcosts
Deloitte was of the view that 50 percent of its client-facing workforce comprised of Millenials. These
Millenials were given training on the skills required to speed up their productivity under one year
program called “Welcome to Deloitte” (W2D). The progra m was developed to teach the new hire
to understand the organization, infuse their core beliefs, network-building skills. The program was
run through ‘Deloitte People Network’ a social networkin g tool. Deloitte also encouraged people to
‘crowd-source’ information from around the world through blogging groups under Yammer- social
media. A survey conducted on new hires showed that while 96% understood their culture, 97%
were confident to have joined Deloitte. Which areas of training did Deloitte focus through W2D
and Yammer?
i. Company policies and procedures ii. Skill-based training
iii. Managerial and supervisory training iv. Human relations training
Problem-solving training
a. i,ii,iii & iv b. i,ii & iv
c. ii,iii & iv d. ii,iii,iv & v
e.All the above
Aldi, a leading UK based international supermarket chain in over 18 countries practiced a typical
training system called ‘tell, show, do’, where store man ager himself acted as a trainer. The trainer
had to first teach the stores process to the newly joined store assistant and then exhibit it. Once the
training process was completed, then the manager observed the new store assistant performing the
job independently. The training method practiced by Aldi comes under _______________method.
a. On-the-job training b. Off-the-job training
c. Job rotation training d. Committee assignment training
e.Job instruction training
In continuation to case no.109, Aldi also provided interactive training sessions through a comp uter
where the trainer used photos, graphics, music and videos as training aids. Learning portals were
also available to the trainees where general information and instructions were made accessible.
These types of training methods were referred to as_____________.
35

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