31304394-Total-Ass-Quiz-Hrm501.pdf

8/14/2019 31304394-Total-Ass-Quiz-Hrm501.pdf

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Fall Semester 2006

HUMAN RESOURCE MANAGEMENT (MGT 501)

Quiz No. 1Marks: 10

Please highlight the crrect !ti"#

$# 1 All % the %ll&i"g are E'ter"al E"ir"e"tal *actrs e'ce!t

a# +egal C"si,erati"s

-# The +a-r *rce

c# C.sters

,# Cr!rate C.lt.re

$# / The !e!le &h !er%r tasks i" a &i,e ariet % h.a" res.rcerelate,

areas are calle,

a# HR E'ec.ties

-# HR Ge"eralists

c# HR S!ecialist,# All % the gie" !ti"s

$# 2 A strateg i"te",e, t achiee %air e!le"t - .rgi"g e!lers t hire

certai" gr.!s % !e!le &h &ere ,iscrii"ate, agai"st i" the !ast is

k"&" asa# *air e!le"t

-# E3.al E!le"t O!!rt."it (EEO)

c# A%%iratie acti"

,# E!le"t ,iscrii"ati"

$# 4 Ge"erall the gal setti"g is a

a# T! ,&" !rcess

-# 6tt .! !rcess

c# Prcess % t! ,&" s.!!rt a", -tt .! ,eel!e"t

,# *."cti" % se"ir a"agee"t

$# 5 *ll&i"g are the reas"s %r c",.cti"g 7- a"alsis e'ce!t

a# Sta%%i"g &rkers

-# O-seri"g &rkers

c# Trai"i"g a", 8eel!e"t

,# +egal C"si,erati"s
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$# 9 The eth, that .ses the rga"iati";s c.rre"t leel % e!le"t as the

starti"g !i"t %r ,eteri"i"g %.t.re sta%%i"g "ee,s is

a#


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Q 1. Following are the basic principles or conditions that facilitate learningexcept

a. Participationb. Relevancec. Feedback

d. Education

$ /# Career Developent is!a# " foral approach taken b# an organi$ation to help its people ac%uire

the skills and experiences needed to perfor current and future &obs.b. "n eplo#ee's progresses verticall# upward in the organi$ation fro

one specific &ob to the next.c. (oth a vertical se%uence of &obs and a series of hori$ontal

opportunities.d. )elf*understanding for future &obs. +hen, the person is in a position to

establish realistic goals and deterine how to achieve these goals.

Q -. can provide an opportunit# for the eplo#ee to share indecision aking, to learn b# watching others, and to investigate specificorgani$ational probles.

a. /ectures 0 )einarsb. "ssistant to Positionc. Coittee "ssignentsd. )iulations!

$ 4# is a career*path ethod recogni$ing that technical specialists canand should be allowed to continue to contribute their expertise to a

copan# without having becoe anagers.a. Deotionb. /ateral skill pathc. Dual*career pathd. one of the given options


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$ 5# +raining instruction for a sall group, which eplo#s such techni%ues asrole*pla#ing or siulation etc. and encounters give and take sessions andproble*solving techni%ues is called!

a. Career counselingb. 2orkshop

c. Developent Pland. 3n the &ob training

$ 9# (arriers to career advanceent include!a. /ack of tieb. Rigid &ob specificationsc# )hort*ter focusd. "ll of the given options

Q 4. +he basic skills possessed b# the individual that are re%uired to givecertain perforance are tered as!

a. "bilit#b. 5otivationc. Experienced. Perforance

Q 6. 7sing the approach, anagers evaluate organi$ationaleffectiveness.

a. External resourceb. 8nternal s#stesc. +echnicald. )#stes

Q 9. " career stage in which one begins to search for work and finds a first &obis!

a. Exploration periodb. Establishent periodc. 5iddle staged. one of the given options

Q 1:. 2ithout proper feedback about an eplo#ee's effort and its effect onperforance, we run the risk of decreasing his; her .

a. )alar#

b. Experiencec. 5otivationd. Perforance appraisal

SEMESE! F"## 2006


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H.a" Res.rce Ma"agee"t (MGT 501)Quiz No. 3

Marks: 10

$%g&l%g&t t&e correct answer from t&e g%ven opt%ons.

$ 1# The tr.st is -ase, " the -ehairal !re,icta-ilit that ces %r a histr

% i"teracti"

a# 8eterre"ce-ase,

-# D"&le,ge-ase,c# >,e"ti%icati"-ase,

,# N"e % the gie" !ti"s

$ /# is the !rcess &here- ."i" e-ers te .t their ."i" as their

re!rese"tatie#a# A.thriati" car,-# Re!rese"tati" certi%icati"

c# Re!rese"tati" ,ecerti%icati"

,# Tra,e ."i" electi"

$ 2# @e ca" ,e%i"e as actiities !e!le !er%r t ac3.ire e"ha"ce a", .se

!&er a", ther res.rces t -tai" their !re%erre, .tces i" a sit.ati" % ."certai"t

r ,isagreee"t#a# Orga"iati"al !litics

-# E'ec.ti"g a.thrit

c# Cllectie -argai"i"g,# Psiti" !&er

$ 4# Prtecti" %r ,iscrii"ati" sa%e &rki"g c",iti"s a", ."i" %r.lati"

are rights !ri,e, t e!lees#a# C"tract.al

-# >",ii,.al

c# Stat.tr,# Orga"iati"al

$ 5# A sit.ati" i" la-r a"agee"t "egtiati" &here- a"agee"t !ree"ts

."i" e-ers %r ret.r"i"g t &rk is calle, #a# Griea"ce

-# Strikec# Ar-itrati"

,# +ck.t


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$ 9# The lea,ershi! is a set % a-ilities that all&s the lea,er t recg"ie the

"ee, %r cha"ge t create a isi" t g.i,e that cha"ge a", t e'ec.te that cha"gee%%ectiel#

a# Tra"s%rati"al

-# Charisatic

c# A.tcratic,# Tra"sacti"al

$ =# The %irst %ral stage % the ,isci!li"ar !rce,.re isa# @ritte" Fer-al @ar"i"g

-# @ritte" @ar"i"g

c# S.s!e"si",# 8isissal

$ ?# The cst assciate, &ith e!lee se!arati"s a", t.r"er i"cl.,es:a# Recr.ite"t Selecti" csts

-# Trai"i"g cstc# Se!arati" csts

,# All % the gie" !ti"s

$ B# Accr,i"g t lea,ers a .se ,i%%ere"t stles &ith ,i%%ere"t e-ers %

the sae &rk gr.!#a# Pathgal lea,ershi!

-# FragIett" ,el

c# +ea,ere-er e'cha"ge ther,# The sit.ati"al lea,ershi! ther

$ 10# *ll&i"g the ,isci!li"e sh.l, -e ie,iate !ri,e a!le &ar"i"g -ec"siste"t a", -e i!ers"al#

a# 8isci!li"ar r.les

-# Crrectie acti"

c# P."itie acti",# Htste r.le

HUMAN RESOURCE MANAGEMENTFall Session 2007

Quiz # 1 MGT501

Ma!s" 20

ns$u%$ions" Rea& %ae'ull( ea%) s$a$e*en$ an&%)oose $)e *os$ a++o+ia$e ans,e. E-e( i)$


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s$a$e*en$ %on$ains /1 *a!. Mul$i+le ans,es ,illesul$ in /0 *a!.

ue &a$e 'o uiz su3*ission is T)us&a(4 1s$

No-e*3e4 2007

1. is $)e +o%ess o' a%uiin4 $ainin4 a++aisinan& %o*+ensa$in e*+lo(ees4 a$$en&in $o $)ei la3oela$ions4 )eal$) an& sa'e$( an& 'ainess %on%ens.

a. Labor Relationsb. Organizational Bea!ior%. Hu*an Resou%e Manae*en$". Organizational #ealt an" Sa$et% Manage&ent

2. 6)i%) o' $)ese e'es $o $)e $e*+oa(4 +a$$i*e an&

sel'e*+lo(e& ,o!es8a. 'nternal labor $or(e3. Con$inen$ ,o! 'o%e(. #ig)*er$or&an(e +or, s%ste&s". -o+nsize" e&*lo%ees

9. 6)i%) 3asi% 'un%$ion o' *anae*en$ in%lu&es &elea$inau$)oi$( $o su3o&ina$es an& es$a3lis)in %)annels o'%o**uni%a$ion8

a. lanning3. Oanizin

(. Lea"ing". Sta$$ing

:. O-e $)e +as$ 25 (eas4 all o' $)ese aeas o' lealen-ion*en$ )a-e in'luen%e& HRM e;%e+$"

a. E/ual e&*lo%&ent o**ortunit% legislationb. E&*lo%ees *a% an" bene$its%. E*+lo(ee %o*+e$i$ion leisla$ion". ob se(urit%

5. One o' $)e *os$ +o+ula *e$)o&s o' in%easin e*+lo(eees+onsi3ili$( an& %on$ol is .

a. Outsour(ingb. 1Militar% &o"el1 o$ &anage&ent(. #R'S&. 6o! $ea*s


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. Ho, &o %o*+anies 'a%ili$a$e ,o!'o%e &i-esi$(8a. Rel% on e4ternal su**ort s%ste&s $or &inorit% +or,ers.b. En(ourage e&*lo%ees to (allenge te belie$s an" !alues

o$ oter e&*lo%ees.%. ?uil& in a%%oun$a3ili$( $)ou) su-e(s an& au&i$s.". Rein$or(e tra"itional !alues.

@. E*+lo(ee in-ol-e*en$ euies e;$ensi-e a&&i$ional HRMa%$i-i$( in ,)i%) o' $)ese aeas8

a. Taininb. Bene$its(. Labor negotiation". Mar,eting

10. Manaes ,)o *ee$ &esina$e& oals ae .a. Asserti!eb. E$$i(ient%. E''e%$i-e". Entitle"

11. a-i& %on&u%$s ne, e*+lo(ee oien$a$ion 'o alae oaniza$ion. His ,o! is ,i$)in ,)i%) 3asi% HRM'un%$ion8

a. Manage&entb. Moti!ation(. areer *lanning


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&. Tainin an& &e-elo+*en$

12. E*+lo(ee ela$ions s+e%ialis$s ae in-ol-e& in ,)i%)o' $)ese a%$i-i$ies8

a. Han&lin e*+lo(ee %o*+lain$s

b. 5or,ing +it *osition (ontrol s*e(ialists in (o&*ensation(. Negotiating bene$its *a(,ages". oor"inating inter!ie+ s(e"ules

19. T)e 'a$)e o' s%ien$i'i% *anae*en$ is .a. -e&ingb. Burns%. Ta(lo". #a+torne

1:. A lae oaniza$ion is an EEO e*+lo(e ,i$) ana''i*a$i-e a%$ion +lan. 6)i%) o' $)ese a%$i-i$ies is+e'o*e& as +a$ o' $)e +lan8

a. All ob a**li(ants &ust a!e a re(o&&en"ation $ro&(urrent or *ast e&*lo%ee

b. 'nsuran(e *re&iu&s $ro& $or&er e&*lo%ers o$ alla**li(ants are anal%ze"

%. o3 euie*en$s ae &e$e*ine& 3ase& on s!ills4!no,le&e an& a3ili$ies

". ob announ(e&ents are *oste" on te (o&*an% bulletinboar"

15. 6)i%) o' $)ese i$e*s ,oul& 3e in $)e )i)es$se%ui$( %a$eo( o' a $(+i%al HRS8

a. E&*lo%ee na&eb. For&er e&*lo%ers%. Sala(". 5or, lo(ation

1


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17. 6alMa$ &i''een$ia$es i$s 3usiness 3( o''ein $)elo,es$ +i%es. O''ein $)e lo,es$ +i%es is 6alMa$Bs.

a. Fun(tional strateg%3. Co*+e$i$i-e a&-an$ae

(. -istin(ti!e (o&*eten(e". or*orate strateg%

1>. is $)e +o%ess o' assessin +oess$o,a& s$a$ei% oals an& $a!in %oe%$i-e a%$ion asnee&e&.

a. Strategi( &anage&entb. Strategi( *lanning%. S$a$ei% %on$ol". -i!ersi$i(ation

1@. is $)e i)$ $o *a!e &e%isions4 $o &ie%$ $)e,o! o' o$)es an& $o i-e o&es.

a. Lea"ersi*3. Au$)oi$((. -elegation". Manage&ent

20. 6)i%) o' $)e 'ollo,in is %onsi&ee& a uali$a$i-ea++oa%) $o =o3 anal(sis8

a. osition anal%sis /uestionnaire3. n$e-ie,s(. -e*art&ent o$ Labor a**roa(". Fun(tional ob anal%sis

HUMAN RESOURCE MANAGEMENTFall Session 2007

Quiz # 2MGT 501

Ma!s" 20

lease ea& $)e 'ollo,in ne, ins$u%$ions%ae'ull( 3e'oe a$$e*+$in $)e Quiz.

T)is uiz %onsis$s o' 20 Mul$i+le C)oi%e Ques$ionsDMCQBs %a(in 1 *a! ea%).

ue &a$e 'o QU su3*ission is Sa$u&a(4Fe3ua( 024 200>.


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Rea& ues$ions %ae'ull( an& sele%$ $)e *os$a++o+ia$e ans,e 'o ea%) MCQ. A-oi&sele%$in $,o %)oi%es 'o one MCQ. T)e &ou3leo+$ions ,ill 3e *a!e& zeo.

All ins$u%$ions ,ill 3e %onsi&ee& ,)ile *a!in.So4 3e %ae'ul ,)ile a$$e*+$in $)e uiz.

ou *us$ a$$e*+$ $)e uiz D,o& &o%u*en$ in$)e 'ollo,in $a3ula s)a+e'o*a$"

Q no. Sele%$e&o+$ion

1 ?2 A

9

Ma!e sue $)a$ (ou u+loa& $)e solu$ion in ,o&'o*a$ onl( an& a%%o&in $o a3o-e *en$ione&s)a+e D$a3ula 'o*I o$)e,ise (ou ,ill 3e*a!e& as zeo /0.

Ma!e sue $)a$ (ou u+loa& (ou solu$ion 'ile onJUKMS 3e'oe $)e &ue &a$e$i*e. No solu$ion,ill 3e a%%e+$e& $)ou) E*ail a'$e $)e &ue

&a$e. ' (ou )a-e an( +o3le* ,i$) (ou KMS ou+loa&in $)en (ou %an sen& (ou uiz $)ou)E*ail ,i$)in $i*e li*i$ a$ *$501L-u.e&u.+!.

No uiz ,ill 3e a%%e+$e& $)ou) (ou +esonale*ail a%%oun$s De.. (a)oo4 )o$*ail4 *ail4e$%..

C)ea$in o %o+(in o' solu$ion is s$i%$l(+o)i3i$e&I No %e&i$ ,ill 3e i-en $o %o+ie&*a$eial.

On%e (ou u+loa& $)e uiz on KMS4 i$ ,ill no$ 3ee+la%e& in an( %ase.
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21.Which of the following personality characteristics areassociated with people who are likely to exhibit violent

behavior on the job?a. Neurotic

b. Optimisticc. Extravertedd. Type A

22. Which of these suggestions is an effective way to deal withstress?

a. Meditationb. Exercisec. Talking with othersd. All of the given options

2. !n "ost large facilities# who is responsible for reducing unsafeworking conditions and reducing unsafe acts by e"ployees?

a. Chief executive officerb. $hief safety officerc. Occupational safety and health officerd. Chief operations officer

2%. Who distinguished between intrinsic "otivation and extrinsic"otivation?

a. rederick Taylorb. rederick !er"berg

c. #avid McClellandd. &dward 'eci

2(. Which of the following is categori)ed as an indirect pay"entportion of e"ployee co"pensation?

a. $agesb. %alariesc. &"ployer*paid insuranced. Commissions

2+. ,tress can affect not only your health# but also other aspects ofyour life. What else can be affected by stress?

a. amily relationshipsb. $ork performancec. &our attention to safetyd. All of the given options

2-. ne"ploy"ent benefits are typically about //////////percent of a person0s earnings and last for//////////.

a. ( 2+ weeks


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b. '() * yearc. *++) , yearsd. ,() - weeks

/?# nsafe acts can be reduced through all of the following "ethodsexcept3

a. 4ob rotationb. %creeningc. Trainingd. ncentive programs

25. Which of these is the "ost co""on type of retire"ent plan?

a. 'efined benefitb. E/%Ac. #efined contributiond. Money purchase plan

. Which one of the following state"ents is correct in relation to"onetary rewards in accordance with 6er)berg7s 8wo*9actortheory?

a. 0ay increases are a powerful long1term motivatorb. !nade:uate "onetary rewards are a powerful dissatisfierc. Monetary rewards are more important than non1monetary rewards

d. 0ay can never be used as a motivator

1.Which pattern of co""unication is the :uickest way to send a"essage?

a. The circleb. The chainc. The & d. 8he wheel

2. $hronic stress is the stress that wears at people day after day.Which of these is an exa"ple of chronic stress?

a. An unhappy marriageb. Ongoing money problemsc. #issatisfaction with a 2obd. All of the given options

. 8he relative position of an organi)ation0s pay incentivesco"pared to other co"panies in the sa"e industry is knownas3

a. 0ay structure


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b. 0ay appraisalc. ;ay leveld. 0ay feedback

%. ;oor :uality lateral co""unication will result in which of the

following?a. 3ack of direction

b. etire"ent benefitsc. #isability incomed. #eath benefits

. &xpectancy theory focuses on the relationships between whichthree factors?

a. 6eeds5 effort and persistenceb. 6eeds5 performance and inputsc. nputs5 performance and outcomesd. Needs# perfor"ance and outco"es

5. A hori)ontal extension of the object to increase task variety iscalled3

a. 7ob evaluationb. 7ob enrichment


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c. 4ob enlarge"entd. 7ob rotation

%. $o""unication between two "e"bers of a project tea" fro"different function# but the sa"e level of authority is ////////

co""unication.a. 40 wardb. #ownwardc. A+ SEMESTER /009

HUMAN RESOURCE MANAGEMENT

(MGT 501)Quiz No. 1

Marks: 10

Please highlight the crrect a"s&er %r gie" !ti"s#

1# Re,.ce, h.rs tech"i3.e is .se, t

a# i"crease la%%s

-# c!e &ith s.r!l.s

c# i"itiate creatie recr.iti"g

,# !ri,e trai"i"g

/# The act.al hiri"g ,ecisi" is ,"e a%ter

a# !hsical e'a

-# i"terie&

c# -ackgr.", i"estigati"

,# c",iti"al 7- %%er

2# The 7-s hai"g challe"gi"g assig"e"ts career rie"te, a", hai"g

g, re."erati" i"creasea# ger"e"t i"%l.e"ce

-# recr.iti"g cst

c# iage % rga"iati"

,# attractie"ess % 7-

4# Orga"iati"s assess the trai"i"g "ee,s thr.gh


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a# c!a" recr,

-# c.ster c!lai"ts

c# -th % the gie" !ti"s

,# ""e % the gie" !ti"s

5# The !.r!se % ertie is t

a# restrict recr.iti"g

-# i"crease &rki"g h.rs

c# re,.ce aria-le cst

,# !ri,e c"ti"ge"t &rkers

9# The !rcess i" &hich rga"iati" "ti%ies its e!lees a-.t 7-

!e"i"gs thr.gh "tice -ar,s c!a" !.-licati"s r letters is calle,

a# i"ter"al recr.ite"t

-# 7- !sti"g

c# 7- a,ertisee"t

,# !e" h.se

=# Selecti" criteria a i"cl.,es all e'ce!t

a# e,.cati"

-# c!ete"cies

c# a!!lica"t !l

,# i"tegrit

?# T c",.ct 7- a"alsis HR a"ager &rk tgether &ith all e'ce!t

a# &rker

-# recr.it

c# s.!erisr

,# c"s.lta"t

B# The test that eas.res a-ilit t lear" a", t !er%r the 7- is calle,

a# a!tit.,e test

-# &rk sa!le test

c# cati"al i"terest test

,# 7- k"&le,ge test

10# Hiri"g !rcess c!letes -

a# selecti"

-# recr.ite"t


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c# trai"i"g

,# rie"tati"

Spec%al Semester 2006

HUMAN RESOURCE MANAGEMENT (MGT

501)

'u%( )o. 2Marks: 10

Please highlight the crrect !ti"#Q 1. 5cClelland believes the needs for are ost

iportant.

a. expectanc#, instruentalit#, and valanceb. existence, relatedness, and growthc. positive reinforceent, negative reinforceent, and punishentd. affiliation, power, and achieveent

Q


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Q =. +otal copensation constitutes of a. direct rewardsb. indirect rewardsc. both of the given optionsd. none of the given options

Q 4. Following wa#s can be used to avoid the high turnover of eplo#eesexcept

a. 7se Recognitionb. 7se one#c. 7se Positive Reinforceentd. Epower Eplo#ees

Q 6. " s#ste of retireent benefits that provides benefits like disabilit#insurance, survivor's benefits, and 5edicare is called .

a. )ocial )ecurit#

b. 7neplo#ent Copensationc. 2orkers' Copensationd. )ecurit# benefit

Q 9. 7pward appraisal is done b#a. 8ediate )upervisor b. Peersc. )ubordinatesd. one of the given options

Q 1:. exists when individuals perforing siilar &obs for the

sae fir are paid according to factors uni%ue to the eplo#eea. Eplo#ee E%uit#b. +ea E%uit#c. 8nternal E%uit#d. "ll of the given options

Semester Spr%ng 2006*'u%(+,-$uman !esources Management *M+0,-

Marks+,0,) A!!raisal % a &rker;s !er%ra"ce ca" -e ,escri-e, as:

a) Pla""i"g Actiit

-) Orga"ii"g Actiit

c- ontroll%ng "ct%v%t1

,) +ea,i"g Actiit


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2-Ha&thr"e st.,ies ,e!ict the e%%ects % &rk e"ir"e"t ":

a- $uman e&av%or

-) H.a" Per%ra"ce

c) H.a" Satis%acti"

,) All the gie" !ti"s

3-Prcess % &rki"g &ith ,i%%ere"t res.rces t acc!lish rga"iati"al gals is

k"&" as:

a) Strategic a"agee"t

-) H.a" Res.rce a"agee"t

c- Management

,) Tea &rk

-The c"ce!t % h& a !ers" -ehaes i" a gr.! ca" -e attri-.te, t:

a) Ther,"aics

b- roup 41nam%cs

c) M6O (Ma"agee"t - -7ecties)

,) Gr.! 6ehair

-The st., % Orga"iati"al 6ehair is clsel relate, t:

a) H.a" Pschlg-) H.a" 6ehair i" ge"eral

c- $uman e&av%or at work

,) H.a"Machi"e >"teracti"

6-Esse"tial c!"e"t % a" rga"iati" is:

a) Tea

b- Structure

c) >",ii,.al

,) N"e % the gie" !ti"s

5-The &hle is greater tha" the s. % its !arts is k"&" as:


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a) E%%icie"c-) E%%ectie"ess

c) Pr,.ctiit

- S1nerg1

7- Firt.al teas ca" c"tri-.te t -etter cr,i"ati" a"g the tea e-ers

-eca.se:

a- ec&nolog1 br%ngs t&em toget&er on a forum.

-) Tea e-ers eet !hsicall &ith each ther

c) Tea e-ers share ie&s a"g theseles ia c."icati" li"ks#,) Tea e-ers hae the real tie e"ir"e"t %r i"teracti"#

9-Setti"g sta",ar,s sh.l, -e le%t t the e!lee rather tha" rga"iati" lea,s tsel% c"trlli"g -eca.se:

a) >t %ll&s the a"agee"t - -7ectie a!!rach#

-) >t i"creases the !r,.ctiit % the &rkerc) >t i"creases the c"%i,e"ce % &rkers

- 8orkers come up to t&e &%g& stanar s%nce t&e1 &ave no pressure from &%s

super%ors.

,0-@hich "e is "t -asic c!"e"t % O6 (Orga"iati"al 6ehair) M,el

a) Orga"iati"

-) Gr.!

c- eam,) >",ii,.al

'u%( +2

Semester Spr%ng 2006$uman !esource Management+M *0,-

: orrect answers are s&own green

'+,; "ter"al a,ertisee"t - a" rga"iati" t attract ca",i,ates %r

the e'isti"g e!lees agai"st a aca"c#/# The sste % tra"s%erri"g e'isti"g e!lees t c!ara-le "e& 7-s aaila-le

i" the rga"iati"#2# A" arra"gee"t % i" h.se trai"i"g % e!lees %r career a,a"cee"t#


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4# Gr.!i"g tgether % a %ail % siilar 7-s .",er a si"gle title t esta-lish

."i%rit % sta",ar,s i" c"trls a", c!e"sati"s#

'+2; !eal%st%c =ob prev%ew %s a;

1# Tech"i3.e %r listi"g elee"ts % 7- -e%re selecti"g se"e t !er%r it#/# Per%ra"ce a!!raisal tech"i3.e#

2# A selecti" ,eice that e"a-les the ca",i,ates t lear" -th the

"egatie a", !sitie i"%rati" a-.t the 7- a", rga"iati". 4# N"e % the gie" !ti"s

'+3; cept;

1# O-seri"g h.rl &rk/# Reie&i"g i"terie&s c",.cte, &ith ,e!arti"g e!lees

2# St.,i"g ,iaries r ,ail 7.r"als that a"ager ke!t er a three"th !eri,4# Gii"g &rkers checklists t i",icate &hich tasks " the list are !er%re, ,.ri"g

7- e'ec.ti"

$4: ons%er%ng cont%nuous process %mprovement act%v%t%es %n organ%(at%ons S&oul ?@ero efectsA reall1 be a goalB

1# Ies !er%ecti" is reas"a-le gal#

/# N 0#1 !erce"t errrs ca" -e crrecte, .ch re e%%icie"tl tha" the ca" -e!ree"te,

2# Ies st i",.stries %i", this a" attai"a-le gal#

4# Seties %r se istakes cst -e"e%its ca" "t -e calc.late,

$5; Crgan%(at%onal eff%c%enc1 %s e>presse as;

1# Pla""i"g %r l"gr." gals

/# Maki"g the -est .se % scarce res.rces

2# Gal attai"e"t4# Meeti"g ,ea,li"es

'+6; oal sett%ng %s;


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1# T! ,&" !rcess

/# 6tt .! !rcess

2# A !rcess % t! ,&" s.!!rt a", -tt .! ,eel!e"t4# A %."cti" % se"ir a"agee"t

'+5; 8&en t&e f%rm c&anges t&e wa1 %t operates t&e process %s known as;

1# 8&"sii"g

/# 6rai" ,rai"

2# Restr.ct.ri"g4# O.ts.rci"g

'+7; 8&%c& one %s not %nclue %n t&e &%r%ng processB

1# Recr.ite"t

/# Scialiati"

2# Selecti"4# - s!eci%icati"

'+9; Effect%veness %s +++++++++++

1# 8 right thi"gs/# 8 thi"gs right

2# Pr,.ctiit

4# All % the gie" !ti"s

$10: E>tents of %n%v%ual freeom an %scret%on emplo1ees &ave %n perform%ngt&e%r =obs %s Dnown as1# Ca!itati"

/# *le'tie

2# E!&ere"t

4# A.t"

1# 6ase, " the c"ce!t % ual%f%e pr%v%lege se c.rts hae r.le, that e!lers

.st -e a-le t talk t "e a"ther a-.t e!lees#

/# C"trl a", Cr,i"ati" % hea,3.arters a -e i!e,e, i" selecti"g $ost+

ountr1 )at%onals


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2# re+arr%val stage e'!licitl recg"ies that each i",ii,.al arries i" rga"iati"

&ith a set % rga"iati"al al.es attit.,es a", e'!ectati"s#

4# ra%n%ng i"les !la""e, lear"i"g actiities ,esig"e, t i!re a" e!lee;s

!er%ra"ce at herJhis c.rre"t 7-#

5# The a"alsis that i,e"ti%ies the ki",s % the skills a", -ehairs re3.ire, %r the

i"c.-e"ts % a gie" 7- a", the sta",ar,s % !er%ra"ce that .st -e et is calle,

ask/Cperat%onal "nal1s%s.

9# Clear task i"str.cti"s a", ,el a!!r!riate -ehair are re3.ire, %r Effect%ve

learn%ng#

=# Trai"i"g t -e re e%%ectie is s.!!se, t -e %ll&e, &ith care%.l evaluat%on#

?# The -e"e%its gai"e, - a T 8 !rgra .st .t&eigh the costassciate, &ith

!ri,i"g the lear"i"g e'!erie"ce#

B# Success%on plann%ng programs are c"si,erati"s % the 7- !e"i"gs that !rese"tle'ist i" a" rga"iati" the !e"i"gs that are likel t cc.r i" the %.t.re a", h& these

!siti"s ight -e %ille,#

10# >" "ss%stant to os%t%oneth, e!lees &ith ,e"strate, !te"tial are gie"

the !!rt."it t &rk .",er a s.ccess%.l a"ger %te" i" ,i%%ere"t areas %

rga"iati"#'GH@ )C.

Marks: 10

Bighlight the correct answer fro the given options.

1. " process that significantl# affects organi$ational success b# havinganagers and eplo#ees work together to set expectations, reviewresults, and reward perforance.

a 5anageent b# 3b&ectivesb Perforance "ppraisalc) Performance Managementd 3rgani$ational Planning


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b +eac 3rgani$ationd BR 5anager

-. +he evaluator uses a list of behavioral descriptions and checks off thosebehaviors that appl# to the eplo#ee. +his ethod of appraisal is called

a Forced*Choice "ppraisalb Forced Distribution "ppraisalc) Checklist Appraisald (ehaviorall# "nchored Rating )cales

>. "n# copensation ethod that ties pa# to the %uantit# or %ualit# of workthe person produces is called

a ?ain*sharing Plan

b 8ncentive Planc Copensation Pland) Pay for performance Plan

@. Eplo#ee evaluations are directl# affected b# a supervisor's perceptionsof who is believed to be in control of the eplo#ee's perforance theeplo#er or the anager. +his theor# is known as

a) Attribution Theoryb )tereot#pec Balo Effect

d one of above options


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=. 2hich has an ipact on &ob pricing and the ultiate deterination of anindividual's financial copensationG

a +he 3rgani$ationb +he Aobc +he Eplo#eed) All of the above options

4. 3ffice environent that contain harful airborne cheicals, asbestos, orindoor pollution is referred to

a Boicideb) Sick uildingc ?reen Environentd Environent pollution

6. (enefits offered to eplo#ees reflect an# of the trends existing in our

a Countr#b Environentc 3rgani$ationd) !abor "orce

9. Recognition, positive reinforceent and eplo#ees' epowerent can beused to avoid the

a) Turnoverb Conflictc "ccidentd Frustration

1:.ot giving a coplient for a &ob done ver# well can cause

a Punishentb) #$tinctionc egative Reinforceentd De*otivation

1# *ee, -ackis i"%rati"a-.t se -ehair a", its e%%ects#/# S.!!rtie c."icati" is h"estacc.rate i"ter!ers"al c."icati"

that %c.ses " -.il,i"g a", e"ha"ci"g relati"shi!s#

2# The e'te"t t &hich e-ers % a c.lt.re gie !re%ere"ce t a" i"gr.! er

i",ii,.al gals is cllectiis#

4# C"tri-.tr Pla"sare gr.! healthcare !la"s i" &hich e!lees share i"the cst % the !rei.s#


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5# Stress is c!le' iss.eK it ca" a%%ect the!er%ra"ce i" !sitie as &ell as"egatie &as#

9# A 8eel!i"g tre", t&ar, i"tegrati"g ,isa-ilit cerage &ith &rkers

c!e"sati" a", ee"t.all &ith gr.! health care is k"&" as a"age,

health#=# U"i" sh! a ."i" sec.rit !risi" sti!.lati"g that as a c",iti" %c"ti".e, e!le"t a" i",ii,.al .st 7i" the ."i" that re!rese"ts

e!lees a%ter a !r-ati"ar !eri,#?# >" "egtiati"s the -argai"i"g !st.re that ass.es that the gals % the !arties

are irrec"cila-le is &i" lse -argai"i"gJ,istri-.tie -argai"i"g#B# All the !ractices that i!lee"t the !hils!h a", !lic % a" rga"iati" &ith

res!ect t e!le"t are calle, e!lee relati"s#

10# @histle -l&i"g 8iscls.re - %rer r c.rre"t rga"iati" e-ers %illegal iral r illegitiate !ractices .",er the c"trl % their e!lers#

%&I' (. *+Marks, -)

HBighlight the correct answer fro the given options.

1 2hich is a coon law doctrine stating that eplo#ers have the right tohire, fire, deote, or proote whoever the# choose, unless there is alaw or contract to the contrar# .

a. 5anageent Rights

b. Eplo#ent at 2illc. )tatutor# Rightsd. Contractual Rights

" worker surplus forecasted results ina. Creative Recruitingb. )pecial +raining Progras

c. Reduced Bours


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d. )uccession Planning

@ 2hich theor# suggests that a leader should adapt his;her leadership st#leto the taskG

a. Path*?oal /eadership +heor#

b. Iroo*Aago*Jetton 5odelc. /5K +heor#

d. +he )ituational /eadership 5odel

= +o be effective, leaders ust provide a that is ageneral stateent of the organi$ation's intended direction that evokespositive eotional feelings in organi$ation ebers.

a. Iisionb. 5issionc. ?oal

d. Declaration

4 +hese rights Protect eplo#ees fro discriination, )afe workingconditions, Right to for unions

a. )tatutor# Rightsb. Contractual Rightsc. Eplo#ent policiesd. Civil Rights

6 For siplicit#'s sake, we can classif# the ost fre%uent violations ofdiscipline into categories.

a. +wo

b. +hree

c. Four d. )ix

9 +o (ecoing a /eader do all excepta. (uild Jour Power (aseb. Develop Jour Audgentc. 7se Jour 5anageent )kills

d. Do ot +rust "n#one

1:" forecasting tool that uses atheatical e%uations to predict the

behavior of one variable on the basis of other known variable;s is knownas

a. 5anagerial &udgent

b. Regression anal#sisc. +rend anal#sisd. Ratio anal#sis

HUMAN RESOURCE MANAGEMENT


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SPRING 2007Quiz # 1 MGT501

Total Mark! 10

I"trutio"! R$a% ar$&ull' $a( tat$)$"t a"% &ill i"a**ro*riat$ a"+$r, E-$r' ri.(t tat$)$"t o"tai" /1 )ark,

Multi*l$ a"+$r +ill r$ult i" /0 )ark,

1# " s1stem use to acu%re store man%pulate anal1(e retr%eve an

%str%bute %nformat%on relate to t&e compan1Is &uman resources %s

calle a*n- _______________

a. $!HS

-# Prgressie ,isci!li"e sste

c# >RS

,# C"ti"ge"t &rk%rce sste

2. 8&%c& of t&ese %s a ma=or %mens%on of $!M pract%ces contr%but%ng to

compan1 compet%t%venessB

a# C!e"sati"g h.a" res.rces

-# Ac3.iri"g a", !re!ari"g h.a" res.rces

c# Ma"agi"g the h.a" res.rce e"ir"e"t. "ll of t&e g%ven opt%ons

2# $!M &as pr%mar1 respons%b%l%t1 for all of t&ese %mplementat%onvar%ables e>cept;

a# Task ,esig"

-# Pe!lec# Re&ar, sstes

. Crgan%(at%on structure

. 8&%c& of t&ese %s t&e process of gett%ng eta%le %nformat%on about

=obsB

a# - ,esig"

-# - ,escri!ti"c.


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-# Prgra i!lee"tati"

c# Eal.ati"

,# Gal setti"g

6. 8&%c& of t&ese %s ef%ne as an1 pract%ce or act%v%t1 carr%e on b1 t&e

organ%(at%on w%t& t&e pr%mar1 purpose of %ent%f1%ng an attract%ng

potent%al emplo1eesB

a# A lea,i"g i",icatr a"alsis

b. !ecru%tment

c# Pers""el !licies

,# Selecti"

5. Sc%ent%f%c management was one of t&e earl%est an best+known

statements of t&e _____________ approac&.

a# 6ilgical

-# Mtiati"alc# Perce!t.alMtr.Mec&an%st%c

?# Most $! funct%ons spen ver1 l%ttle t%me on;

a. ra%t%onal act%v%t%es

-# Tra"sacti"al actiities

c# Tra"s%rati"al actiities

,# 8at,a !erati"al actiities

9. la1%ng t&e role of ____________ reu%res es%gn%ng an el%ver%ngeff%c%ent an effect%ve $! s1stems processes an pract%ces.

a# A,i"istratie Age"t

-# Cha"ge Age"tc. Strateg%c artner

,# E!lee A,cate

,0. 8&%c& of t&ese refers to t&e egree to w&%c& ec%s%on+mak%ng aut&or%t1

res%es at t&e top of t&e organ%(at%onal c&artB

a# - ,esig"

-# 8ece"traliati"c# U"it % ca",

. entral%(at%on

HUMAN RESOURCE MANAGEMENTSPRING 2007


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Quiz # 2 MGT501

Total Mark! 10

I"trutio"! R$a% ar$&ull' $a( tat$)$"t a"% &ill i"

a**ro*riat$ a"+$r, E-$r' ri.(t tat$)$"t o"tai" /1 )ark,Multi*l$ a"+$r +ill r$ult i" /0 )ark,

1# areer evelopment cons%sts of sk%lls eucat%on an e>per%ences as

well as be&av%oral mo%f%cat%on an ref%nement tec&n%ues t&at allow

%n%v%uals to work better an a value.

/# Mentor%ng J oac&%ng &as become %ncreas%ngl1 %mportant over t&e

1ears because t&e emplo1ees w&o asp%re to &%g&er management levels

%n t&e organ%(at%on often nee t&e ass%stance an avocac1 of someone

&%g&er up %n t&e organ%(at%on.

2# &e goal of measur%ng performance %s to %mprove t&e effect%veness J

eff%c%enc1 of t&e organ%(at%on b1 al%gn%ng t&e emplo1eeKs work

be&av%ors J results w%t& t&e organ%(at%onKs goals %mprov%ng t&e

emplo1eeKs work be&av%ors J results.

4# Hnnovat%on enta%ls evelop%ng sk%lls to %scover new proucts an

processes an es%gn%ng aaptable structures an cultures.

5# #abor un%on m%g&t affect t&e appra%sal process b1 stress%ng sen%or%t1 as

t&e bas%s for promot%ons an pa1 %ncreases.

9# MC reu%res t&at superv%sors an emplo1ees eterm%ne ob=ect%ves foremplo1ees to meet ur%ng t&e rat%ng per%o an t&e emplo1ees appra%se

&ow well t&e1 &ave ac&%eve t&e%r ob=ect%ves.


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=# Crgan%(at%onal approac&es t&at are becom%ng %ncreas%ngl1 popular %n

eal%ng w%t& t&e nees of ual career couples are fle>%ble work

sc&eules telecommut%ng an t&e offer%ng of c&%l+care serv%ces.

?# &e workers must look across compan1 l%nes to ot&er organ%(at%ons to

eterm%ne w&at sk%lls are transferable an t&en go an get t&em

B# erformance feeback s&oul o more t&an %nform%ng learners

w&et&er t&e1 were r%g&t or wrong. cept __________

a# *e,eral age"cies-# Hs!itals

c# Schls


32/44



. Self+emplo1e persons

e# Ma".%act.ri"g %acilities

3. &ere %s fa%rl1 strong ev%ence t&at tra%ts can pre%ct _________ more

accuratel1 t&an leaers&%p effect%veness

a. #eaers&%p emergence-# E'traersi" i" lea,ers

c# +ea,ershi! a&are"ess

,# +ea,ershi! c!ete"cee# The c"scie"ti.s"ess % lea,ers

. 8&%c& one of t&e follow%ng %s not %mpl%e %n t&e ef%n%t%on of powerB

a# >"%l.e"ce

-# Pte"tial

c# 8e!e",e"c

. "ctual%(at%on

e# Ca!acit

. &e confl%ct+&anl%ng %ntent%on of accommoat%ng %s ________

a# assertie a", ."c!eratie

-# assertie a", c!eratie

c# ."assertie a", ."c!eratie

. unassert%ve an cooperat%ve

e# re%lectie a", eti"al

6. 8&%c& epartment enforces t&e stanars set out %n t&e Cccupat%onal Safet1

an $ealt& "ctB

a# 8e!arte"t % Health Sericesb. 4epartment of #abor

c# 8e!arte"t % 8e%e"se

,# 8e!arte"t % *i"a"cial Serices

e# Ec"ic 8eel!e"t 8e!arte"t

5. Fam%l1 %ssues econom%c problems an personal%t1 c&aracter%st%cs are

e>amples of t&e __________ factor of potent%al stress

a# Scial

-# E"ir"e"tal

c# Pers""el,# Pschlgical

e. ersonal

7. &e ___________ form of un%on secur%t1 means t&at %t %s up to t&e workers

w&et&er or not t&e1 =o%n t&e un%on an onl1 t&ose w&o =o%n must pa1 ues.

a# Clse, sh!-# U"i" sh!


33/44



c# Age"c sh!

. Cpen s&op

e# Mai"te"a"ce % agreee"t

9. &e %mens%on of assert%veness refers to s%tuat%ons ________

a. %n w&%c& one part1 attempts to sat%sf1 &%s/&er own concerns-# i" &hich there is a" e'!ressi" % c!etiti"

c# i"li"g a a7r -ehair cha"ge

,# that lea, t c"%licte# i" &hich "e !art -ehaes ge"er.sl

,0. 8&%c& of t&e follow%ng benef%ts coul be aware as workersK compensat%onB

a# Cash -e"e%it

-# Me,ical sericesc# Tie %% &ith !a

,# Tie %% &ith.t !ae. a an b

Quiz 1"Q1. #RM is asso(iate" +it te &anage&ent o$8A. 9eneral *eo*leB. Finan(ial resour(esC. Oaniza$ional +eo+le-. o&&unit% &e&bersQ2. ost o$ u&an resour(es re$ers to8A. o&*an% *ro$itsB. E&*lo%ee saresC. Sala( +a%!aes-. Earne" re!enuesQ9. To* le!el &anagers re/uire :::::::::::::::::: s,ills te &ost8A. Te(ni(alB. 'nter*ersonalC. Con%e+$ual-. Me(ani(alQ:. Mat(ing te ob "es(ri*tion +it te in"i!i"uals; /uali$i(ation isan i&*ortantas*e(t o$8A. 'SB. M'SC. HRS-. -BMSQ5. #R &anagers are generall% te ::::::::::::::: &anagers8A. Line


34/44



B. Mi""leC. S$a''-. To*Q


35/44



re*resente" b%8A. o3 anal(sisB. ob "es(ri*tion. ob s*e(i$i(ation-. ob e!aluation

Q1:. A *ra(ti(e use" b% (o&*anies to assign teir (ostl% a(ti!ities tooutsi"e *ro!i"ers>$or te *ur*ose o$ (ost sa!ing? rater tan (o&*leting it internall% is(alle"8A. lanningB. -e(entralization. Restru(turing. Ou$sou%inQ15. Organizational bea!ior "e*i(ts te8A. argons use" +itin te organization?. Colle%$i-e 3e)a-io o' an oaniza$ion

. E$$e(t o$ so(iet%;s (o&&on bea!ior on an organization-. ulture *re!ails in an organizationQ1


36/44



Q1. Re+ar"s o$$ere" to labors in!ol!e" in *ro"u(tion are (ategorize"as8A. Salar%B. Fringe bene$its

C. 6ae-. o&&issionQ2. Te goal o$ *re)retire&ent e"u(ational *rogra&s is to8A. '&*ro!e ob satis$a(tionB. 'n(rease e&*lo%ee (o&&it&ent. Mini&ize &e"i(al (lai&s $ro& retirees. Ease $)e $ansi$ion 'o* ,o!in li'e $o e$ie*en$Q9. Organizations *ut &a4i&u& e$$ort in &easuring *er$or&an(e o$organizational*eo*le be(ause8A. 't &a,es *ro(e"ures (ost e$$e(ti!e

?. $ )el+s in &e$e%$in $)e +o3le*s. 't lea"s to *ro"u(t inno!ation-. 't assists in i&*le&enting ne+ te(nolog%Q:. 5illingness (a*a(it% < o**ortunit% to *er$or& are sai" to be8A. er$or&an(e out(o&es?. e$e*inan$s o' +e'o*an%e. er$or&an(e a**raisals-. T%*es o$ *er$or&an(e stan"ar"sQ5. One o$ te &aor barriers to (areer a"!an(e&ent e4*erien(ing b%+or,ing la"iesis8A. i''i%ul$( in 3alan%in ,o! an& 'a*il( li'eB. To* &anage&ent is usuall% &ale oriente". La(, o$ e"u(ational o**ortunities-. o&&on *er(e*tion tat +o&an (an not be better bossQ


37/44



Q>. Te ::::: *roble& o((urs +en su*er!isors ten" to rate all teirsubor"inates(onsistentl% ig.A. entral ten"en(%?. Kenien%(

. Stri(tness-. #alo e$$e(tQ@. Te relationsi* bet+een (riti(al in(i"ent &eto" < BARS>bea!iorall%an(ore" rating s(ale? is8A. No relationsi* e4istsB. -i$$erent &eto"s to e!aluate *er$or&an(eC. ?o$) ae si*ila A *e$)o&s-. o&*arison &eto" is use" $or A +ile BARS is relate" to traininge!aluationQ10. 5at is anoter ter& $or 360)"egree $ee"ba(,=

A. Fee"ba(, loo*?. Mul$isou%e assess*en$. @*+ar" $ee"ba(,-. ir(le $ee"ba(,Q11. Stan"ar"s are establise" to8A. A%)ie-e &esie& ou$%o*esB. Meet legal (o&*lian(e. A(ie!e (o&*etiti!e a"!antage-. ro&ote goo"+ill in &ar,etQ12. Te *oint &eto" to e!aluate ob is an e4tension o$8A. Ran,ing &eto"?. Fa%$o %o*+aison *e$)o&. lassi$i(ation &eto"-. oint $a(tor &eto"Q19. ob e!aluation is base" on te8A. %si(al s,ills re/uire" b% te ob?. Rela$i-e =o3 ,o$) 'o an oaniza$ion. o&*le4it% o$ te ob to *er$or&-. on(e*tual s,ill re/uire" b% te obQ1:. 5o is in te best *osition to obser!e an" e!aluate ane&*lo%ee;s *er$or&an(e$or te *ur*oses o$ a *er$or&an(e a**raisal=A. eersB. usto&ers. To* &anage&ent. **e&ia$e su+e-isoQ15. 9rou*s are (alle" :::::::::::::: i$ obs are si&ilar.A. ClassesB. 9ra"es


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. S(ales-. RolesQ1. Follo+ing are all e4a&*les o$ "ire(t (o&*ensation EET8

A. ensionB. Salar%. Bonus-. 'n(o&eQ1@. One o$ te &ain $la+s o$ lassi$i(ation &eto" to e!aluate teobs is8A. 't is an e4*ensi!e &eto"B. Onl% bene$i(ial $or s&all organizations. Ma4i&u& *robabilit% o$ biasness. No$ use'ul ,)en =o3s ae &i''een$Q20. 5i( o$ te $ollo+ing &easure&ent &eto"s rates e&*lo%ee*er$or&an(erelati!e to oter e&*lo%ees=A. 9ra*i( rating s(ale?. Co*+aa$i-e *e$)o&. Essa% &eto"-. riti(al in(i"ent &eto"

Quiz 1"Q1. #RM is asso(iate" +it te &anage&ent o$

A. 9eneral *eo*leB. Finan(ial resour(esC. Oaniza$ional +eo+le-. o&&unit% &e&bersQ2. 5i( o$ te $ollo+ing &anage&ent $un(tion in(lu"es settingstan"ar"s $ore!er%one in te organization=A. lannin


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Q11. usto&ers o$ an organization $all un"er +i( o$ te $ollo+ing(ategor%=A. Sareol"ersB. Sta$$. artners

. S$a!e)ol&esQ12. 5at (oul" be te best a**roa( $or an organization to sustain ina "%na&i(en!iron&ent=A. Be stagnant?. Res+onsi-e $o %)ane. Relu(tant to (ange-. Merge +it otersQ19. Te toroug < "etaile" stu"% regar"ing obs +itin anorganization isre*resente" b%

A. o3 anal(sisB. ob "es(ri*tion. ob s*e(i$i(ation-. ob e!aluationQ1:. A *ra(ti(e use" b% (o&*anies to assign teir (ostl% a(ti!ities tooutsi"e *ro!i"ersis ,no+n asA. lanningB. -e(entralization. Restru(turing. Ou$sou%inQ15. Organizational bea!ior "e*i(ts teA. argons use" +itin te organization?. Colle%$i-e 3e)a-io o' e*+lo(ees. E$$e(t o$ so(iet%;s bea!ior on an organization-. All o$ te gi!en o*tionsQ1


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C. An o+en s(s$e*-. A (logge" s%ste&Q1@. Brain "rain is one o$ teA. Oaniza$ional $)ea$B. Organizational o**ortunit%

. Organizational strengt-. Organizational +ea,nessQ20. Si$ting $ro& &anual to (o&*uterize" s%ste& is resulte" "ue toA. 5or,$or(e "i!ersit%?. Te%)noloi%al a&-an%e*en$. Sta,e ol"ers in!ol!e&ent-. 9lobalization

Quiz 2DMGT501Spring Semester 2009 VUQuiz 2"Q1. 5i( o$ te $ollo+ing state&ent re$le(ts te DAge -is(ri&inationA(tD $or+or,ers=A. A$ $)e ae o' :0 $o 704 ,o!es %an no$ 3e e$ie& 3( 'o%eB. At te age belo+ +or,ers (an ne!er be ire". #a!ing 0 %ears o$ e4*erien(e +or,ers soul" be *ro&ote"-. 5or,ers (an ne!er be reire" i$ retire" on(eQ2. Rea(ti!e a**roa( to o!er(o&e te in$luen(e o$ "is(ri&inator%

*ra(ti(es o((urre"in te *ast is re$erre" asA. E/ual e&*lo%&ent o**ortunit%?. A''i*a$i-e a%$ion. #R *lanningE. Litigation *ro(essQ9. Organizations *ut &a4i&u& e$$ort in &easuring *er$or&an(e o$organizational*eo*le be(auseA. 't &a,es *ro(e"ures (ost e$$e(ti!e?. $ )el+s in &e$e%$in $)e +o3le*s

. 't lea"s to *ro"u(t inno!ation-. 't assists in i&*le&enting ne+ te(nolog%Q:. 'n or"er to *ro&ote unbiase" &anage&ent organizations soul""e!elo*A. o+er$ul unionB. Strategi( allian(eC. Keal %o*+lian%e-. Sta,eol"er in$luen(e


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Q5. Follo+ing are all in(lu"e" in DStatisti(al A**roa(D o$ $ore(astingECETA. Tren" anal%sis?. Sensi$i-i$( anal(sis. Ratio anal%sis

-. Regression anal%sisQ. 5i( o$ te $ollo+ing re$le(ts te relationsi* bet+een M'S

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