IACE-Indian Academy Of Competitive Exams IBPS SO ... Management.pdf12. Job Specification The job specification takes the job description and answers the questions. Job specifications

IACE-Indian Academy Of Competitive Exams IBPS SO PROFESSIONAL KNOWLEDGE

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HUMAN RESOURCE MANAGEMENT

1. Definition

HRM deals with the people dimension in management. According to Byars and Rue, „Human

Resource Management encompasses those activities designed to provide for and coordinate the human

resources of an organization.‟

According to Ivancevinch and Gulick, „Personnel / Human resource management is the function

performed in organizations that facilitate the most effective use of people (employees) to achieve

organizational and individual goals.‟

2. Scope of HRM

The scope of HRM is vast. All major activities in the working life of the employee from the time of

his entry into the organization until he leaves, retires come under the purview of HRM.

The most important activities undertaken are:

Planning, job design, job analysis, procurement, recruitment, selection, induction, placement,

training and development

Compensation, rewards, benefits, retrial benefits, medical and, healthcare facilities.

3. HRD Process

HRD is the process of training and developing employees to improve and update their

knowledge and skills, so as to help them perform their jobs better. The process also includes

developing the attitudes, beliefs and values of the employees to match the organizational needs. HRD

is a continuous process and should take into consideration both present and future needs. HRD

includes performance appraisal, training, management development & career planning and

development. Role of HR department in an organization as a

Specialist

Facilitator

Change agent

Controller

4. Emerging Role of HRM

In the changing times, it has become evident that it is the human resources of an organization of a

country that can lead it on to the path of success. The human resources of a country play a vital

role in determining its progress and prosperity. Even a national with rich in its human resources can

develop fast and a developed nation enriches the quality of its human resources. This is cyclic

process.

5. Human resources: A competitive advantage

Business has become knowledge based, service oriented, competitive and more dynamic in this

new age. According to Adi Godrej, chairman and MD, Godrej Consumer Products Ltd. “All corporate

strengths are dependent on people”. Human resources of an organization is an unique asset to the

organization and is essential for a business to gain competitive advantage over its competitors.

Challenges to HR Professionals:

Worker productivity

Quality improvement

The impact of the government

Quality of work

Technology and training

6. Human Resource Planning

Coleman has defined HRP or manpower planning as „the process of determining manpower

requirements and the means for meeting those requirements in order to carry out the integrated plan

of the organization.

According to Wickstrom, human resource planning consists of a series of activities, viz.

forecasting future manpower requirements.

Making an inventory of present manpower resources and assessing the extent to which these

resources are employed optimally.

Anticipating manpower problems by projecting present resources into the future and comparing

them with the forecast of requirements to determine their adequacy, both quantitatively and

qualitatively.



Planning the necessary programmes of development, selection, training, development, transfer,

promotion, motivation, compensation etc.

7. Objectivities of HRP

To maintain the required quantity and quality of HR

To forecast the turnover / attrition rates

To plan to meet organizational HR needs for expansion and diversification

To foresee the effects of technological changes on the requirement for HR

To develop the existing HR to match the HR requirements of the future

To optimize staffing in the organization

To make contingent plans to handle sudden requirements and situations of shortfall

To utilize HR effectively and efficiently

To estimate the value of HR and their contribution to the organization.

8. HRP at Different Planning Levels

Corporate level planning

Operational Planning

Intermediate – level planning

Planning short term activities

9. Methods of Dealing with surplus Manpower

Retrenchment

Lay – offs

Work sharing



Early /voluntary retirement

Outplacement

Leave of absence without pay

Reduced working hours

Attrition

10. Job Analysis

Job Analysis is the process of determining and recording all the pertinent information about a

specific job, including

The tasks involved

The knowledge and skill set required to perform the job

The responsibilities attached to the job and

The abilities required to perform the job successfully

Process of job analysis

Information gathering

Job – Specific competency determination

Job analysis: Area of Application

TECHNIQUES OF JOB ANALYSIS DATA

Personal observation

Sending out questionnaires

Maintenance of log records and

Conducting personal interviews

11. Job Description

The most common and product of a job analysis is a documented job description. It is an

important document which is basically descriptive in nature and contains a statement of job analysis. It

provides both organizational information and functional information. The job description describes in

detail the various the responsibilities of the job. It also describes the setting and work environment of

the job.

CONTENTS OF JOB DESCRIBITION

Job identification, organizational position of the job.

Job Summary

Job duties and responsibilities

Relation to other jobs

Supervision



Machine, tools and equipment

Working conditions

Hazards involved

12. Job Specification

The job specification takes the job description and answers the questions. Job specifications

translate the job description into terms of the human qualifications which are required for a successful

performance of a job. It is a qualifications, knowledge, skills, traits, and physical and mental

characteristics that no incumbent must possess to perform the job successfully.

Job design determines the responsibility of an employee, the authority he enjoys over his work,

the scope of decision – making, and eventually, his level of satisfaction and productivity.

A personnel manual contains the philosophy of the organization – various policies, objectivities,

practices and procedures, programmers, the responsibilities of different individuals in the

organization, also contain the work flow chart, initiation, implementation and approving

authorities. Each and every aspect related to an employee is contained in a personnel manual.

13. Recruitment and Selection

Byars and Rue define recruitment as „the process of seeking and attracting a pool of people

from which qualifies candidate for job vacancies can be chosen.

According to Edwin B. Flippo, „Requirement is the process of searching for prospective

employees and stimulating them to apply for jobs in the organization‟. In short, selecting right person

for a right job.

FACTORS AFFECTING RECRUITMENT



INTERNAL FACTORS

Recruiting policy of the organization

Human resource planning strategy of the company

Size of the organization and the number of employees employed

Cost involved in recruiting employees and finally

Expansion plans of the organization

EXTERNAL FACTORS

Supply and demand of specific skills in the labor market

Political and legal considerations such as reservation of jobs

Company‟s image – perception of the job seekers about the company.

A good recruitment policy must contain the following elements.

Organization‟s objectivities

Identification of recruitment needs to take decisions regarding the balance of qualitative

dimensions.

Preferred sources of recruitments.

Criteria of selection and preferences.

The cost of recruitment and financial implications of the same.

Source of Recruitment

Different sources of recruitment can the employed; depending on various factors like the level

of the position, number of people required, time available and the funds allocated for recruitment.

Internal sources

Within the organization: Transfer, promotion, demotion, extra responsibility offer etc.

External Sources

Advertisements

Employee referrals

Employment agencies (public and private)

Campus recruitments

Interested applicants (unsolicited applications)

Voluntary organizations / social organizations

Schools, colleges, professional institutions

Indoctrination seminars

Casual labour

Computer data banks

BPO (Business Process Out sourcing)

14. Selection

The process of choosing the most suitable candidate for a job from among the available

applicants is called selection. It is the process of ascertaining the qualifications, experience, skill,

knowledge etc. of an applicant with the purpose to determine the suitability for a job.



The selection process

The selection process in an organization depends on the organization‟ strategy and objectives,

the tasks and responsibilities of the job, the qualifications, experience and characteristics required in

an individual to perform those tasks and responsibilities successfully. These elements of selection and

their interrelationship are explained in figure.

Organizations Objectivities determine the recruitment policy and the job design. Job description and

job specifications are arrived at, based on the job analysis. The next step is „Competency modeling‟,

which is a relatively new concept helps in identifying the knowledge, skill and attitude set that enables

the individual to deliver the best performance in his job.

Steps in Selection Procedure

Reception or preliminary interview or screening

Application Blank

A well conducted interview to explore the facts and the attitudes of the applicant and his family

to the job.

A physical examination – health and stamina are vital factors in success.

Physiological testing

A reference check. Final selection (Approved by Manager)

Selection Test:

Different types of test are used as selection methods to evaluate an applicant.

Intelligence tests

Aptitude tests

Achievement tests

Situational tests

Personality tests

Polygraph tests

Graphology Interest tests

Interview

A selection or core interview is normally the interaction between the job applicant and the line

manger or experts where the applicant‟s job knowledge, skills, talent etc. are evaluated and

ascertained.

Formal and structured interview

Unstructured interview

Stress interview

Panel interview

In-depth interview

Decision making interview

Organization

Job design, job description

Job Specifications

Competency modeling

Selection

Recruitment policy



15. Performance Appraisal

The performance appraisal can be defined as the process of evaluation for the purpose of

rewarding or developing the employee. According to Michael Armstrong, „Performance appraisal is a

formal assessment and rating of individuals by their managers at – usually – an annual review

meeting‟. Performance can be defined as the degree of accomplishment of tasks by an employee in his

job.

Performance appraisal methods

Management by objectives or goal setting

Graphic rating scale

Work incident method

Forced choice rating method

Point allocation method

Raking methods

Checklist

Behaviorally Anchored Rating Scales (BARS)

360• performance appraisal

Team Appraisal

Balanced scorecard method

According to Mc Gregor: “Formal performance appraisal plains are designed to meet three

needs, one of the organization and the other two of the individual, namely:

It provides systematic judgments to backup salary increases, transfers, demotions or terminations.

It provide feedback to subordinate how he is doing and suggest needed changes in his behavior

attitudes, skills, or job knowledge. These plans let him know where he stands with the boss.

It is used as a base for coaching and counseling the individual by the superior.

Pitfalls in Performance Appraisal

Halo effect

Leniency effect

Stringency effect

Recency effect

Primary effect

Central tendency effect

Culture

Stereotyping

Perceptual set

Fundamental attribution error

Benefits of Performance Appraisal

Apart from evaluating the performance of the employees for rewards / punishments and

development, an effective performance appraisal system has many benefits.

Training and development needs of the employees can be determined

Organizational effectiveness can be improved by improving the individual performance of the

employees.

The performance appraisal system forms the basis for compensation management in the

organization, in addition to other methods like market surveys.

The performance appraisal can be used as basis for transfers, promotions and other career

planning activities of individual employees.

An effective performance appraisal system also helps in succession planning in the

organization.

Cross – functional transfers and job enrichment exercises et., can be taken up, based on inputs

from the appraisal system.

Human resources of the firm can be evaluated based on the competency and skill set and

potential of the workforce. This provides the base for human resource planning.

An assessment of the value of the human resource helps in organizational planning.

The performance appraisal system also helps in evaluating and auditing the existing plans,

processes and systems in the organization.

16. Training and management development

Training is a process of learning and a sequence of programmed behaviour. It is application of

knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It

attempts to improve their performance on the current job or prepare them for an intended job.



Development is a related process, it covers not only those activities which improve job

performance but also those which bring about growth of the personality; help individuals in the

progress towards maturity and actualization of their potential capacities so that they become not only

good employees but better men and women. Training a person for a higher job is development.

Michael Armstrong, defines training as the “the systematic development of the knowledge, skills

and attitudes required by an individual to perform adequately given task or job.”

According to Edwin B Flippo, training is “the act of increasing knowledge and skill of an

employee for doing a particular job.”

Objectivities of Training:

Improving employee‟s performance

Updating employee‟s skills

Avoiding managerial obsolescence

Preparing for promotion and managerial succession

Retaining and motivating employees

Creating an efficient and effective organization

Assessing Training Needs:

Before an organization lays out the plan for training, it needs to anlayse. The training needs can

be assessed by:

Determining the organizational

Prioritizing the tasks in meeting these goals

Determining the skills required by the employees

Identifying deficiencies in the skill and knowledge levels of employees.

Employee’s Training Methods:

A number of factors determine the choice of training methods

Organizational culture

Learning principles

Content of the program

Time factor

Cost effectiveness

Appropriateness of the facilities

Employee preferences and capabilities.

Trainer preferences and capabilities

On the Job Training:

Job instruction training

Apprentices and coaching

Job rotation

Committee assignment

Off the Job Training:

Classroom lectures and conferences (demonstration and examples)

Simulation exercises (case exercises, experimental exercises, computer modeling, vestibule

training, and role playing) programmed instructions.

Off the Job Training

Case Method

Experimental Exercises

Computer Modeling

Vestibule Training

Role Playing

Classroom Lectures

Simulation Exercises

Programmed Instructions



The factors that can be used to evaluate a training program are:

Trainees‟ feedback on the content and process of training.

Knowledge or learning acquired by the trainees as a result of the training experience.

Changes in job performance of behaviour as a result of training.

Measurable improvements or results seen in individuals or the organization like lower turnover,

decreased absenteeism or fewer accidents.

Steps in the Evaluation of Training

Management Development is any attempt to improve managerial performance by imparting

knowledge, changing attitudes or increasing skills. The main objectives of management development

programs are:

Improving the performance of the managers.

Enabling the senior managers to have an overall perspective about the organization and also

equipping them with the necessary skills to coordinate the various units of the organization.

Identifying employees with executive talent and developing them so that they can occupy

managerial positions in the future.

Motivating the managers to perform more effectively in accordance with the organizational

goals.

Updating managers from time to time about the latest changes and developments in their

respective fields.

Improving the analytical and logical skills of employees.

Providing insights into conceptual issues relating to economic, technical and social areas.

Improving human relations skills and encouraging creative thinking.

Coaching Job Rotation Multiple Management

Transactional Analysis

Sensitivity Training

Simulation Exrcise

Conferences Lectures

On-the-job methods Off-the-job methods

Under study assignments

The case method

Incident method

Role Play In-basket Exercise

Business games

Setting Evaluation Criteria

Assessing the Knowledge prior to training

Trained or developed Workers

Assessing the Knowledge after training

Transfer to the Job

Follow-up



17. Compensation Management

Job Evaluation is a systematic process of analyzing and evaluating jobs to determine the

relative worth of each job in an organization.

Objectives:

To determine the position and place of a job in the organizational hierarchy.

To clarify the responsibility and authority associated with each job.

To manage internal and external consistency in the compensations.

To maintain complete and accurate data relating to job description and job specification of

various jobs.

Principles Governing Compensation Administration:

Maintaining equity in the distribution of wages and salaries in the organization.

Maintaining competitiveness in the wage market, in comparison to other players in the industry.

Matching employee explanations.

Reinforcing positive employee behavior and contribution to the organization.

Eliminating any discrepancies in wages administration in the organization.

Optimization of management and employee interests.

Maintaining good industrial relations and harmony with respect to compensation.

Purpose of Wage and Salary Administration:

Attracting talented resources

Retaining and motivating employees

Financial management

Legal requirements

Concepts of Different Wages:

Minimum Wages: It is the amount of remuneration, which is just sufficient to enable an

average worker to fulfill all his obligations. It is fixed by the government and enforced by the law with

respect to all the scheduled employments, and is revised at least once in five years based on the

consumer price index.

Fair Wages: Workers performing work of equal skill, difficulty should receive equal or fair

wages. Fair wages should also take into consideration the financial capacity of the employer. In India,

the Fair Wages Committee has recommended that a fair wage should be less the minimum wage.

Living Wages: The first Central Pay Commission introduced the new principle of „living wage‟

for Government employees. The Fair Wages Committee observed „Living Wages should provide for

employee and his family, the bare essentials of food, clothing and shelter, but also a measure of frugal

comfort including education for the children, protection against ill-health, requirements of essential

social needs and a more important misfortunes including old age‟.

Basic Wage Plans:

Time wage plan: Under this plan employees are paid for the period of time for which they have been

employed.

Piece wage plan: Under this plan employees are paid for the work done.

In practice these two methods are used together to gain the maximum benefit.

Skill based Pay: Employees are compensated for their job-related skills. This is also called knowledge

based pay.

Competency based pay: Competency can be defined as the knowledge, skill and behavior of an

individual that contribute to a worker‟s performance. The employee is compensated for these

competencies that he/she brings to the job.

Broad Banding: It is a base-pay technique, reduces the number of salary levels into broad salary

Band. The Bands normally have a fixed minimum and maximum, which overlap with other bands. The

major advantage is that it gives managers a free hand to fix the pay of individual workers, but within

set limits.

Variable compensation: These programs are designed to pay employees in accordance with their

performance and not in accordance with their position in the organizational hierarchy.

18. Concept of Rewards:

Organizational rewards are those that the employee earns as a result of his employment with the

organization. It is linked to employee performance and commitment to the organization. Rewards can

be both extrinsic and intrinsic. Extrinsic are tangible in nature and are normally under the canal of the

organization. e.g. Promotion, bonus etc. Intrinsic rewards are intangible in nature and are internal to

the individual. e.g. Challenging assignment of informal recognition, rewards can also be financial or

non-financial.



Incentives are the rewards to an employee, over and above his base wage or salary in recognition of

his performance and contribution. They can be termed as performance based rewards. e.g. annual

performance incentives monetary), and ESOP (Employee Stock Option Plans).

An employee receives for his employment and position in the organization.

Scholarships for employee‟s children, reimbursement of medical expenses, paid vacation etc. the base

salary, the incentives and the benefits puts together constitute the total compensation of an employee.

Incentive wage plans: Monetary and non-monetary.

Monetary Incentive Plan:

Short terms plans: Halsey plan, Rowan plan, Barth system of wages, Task bonus system, point rating

system, progressive bonus.

Long term plans: Annual bonus, Profit sharing (Distribution plan, deferred plan, combination plan),

Gain sharing, Employee stocks plans.

Recognition of employee contribution a challenging assignment, giving additional responsibility,

rewarding an employee for his performance through gifts or free vacations, awards in the form of

incentive, for exceptional performance.

In Profit sharing incentive method, employees earn a share of the company‟s profit, which is normally

calculated as a percentage of the total profit. Walt Disney was the first company to employ this

method.

19. Discipline: According to Nirmal Singh, ‘Discipline is employees‟ self-control which prompts him to

willingly co-operate with the organizational standards, rules, objectives, etc. Employees should adhere

to the rules and regulations laid out by the organization to ensure order and discipline. An employee is

subject to disciplinary action when he fails to meet some obligations towards his job or the

organization.

Misconduct or an act of undiscipline impairs the organization, tarnishes its reputation and leads to

employee unrest. It leads to disciplinary problems like:

Minor infractions are acts of misconduct that cause very little harm but if neglected, can accumulate

and result in serious problems for the organization. e.g. Coming late to work, negligence etc.

Major infractions interfere with the orderly operation of the organization and affect the morale of the

employees, e.g. Cheating, stealing, violating safety regulations etc.

Intolerable offences are those that can cause serious harm and damage to the organization, e.g. use

of drugs/alcohol while at work, smoking, creating conflicting situation etc. Disciplinary Action and

Grievance Handling are the basic acts of misconduct or indiscipline in an organization can be

categorized as follows:

Attendance

On-the-Job Behavior

Dishonesty

Activities that are harmful or the organization.

Causes of Indiscipline and Misconduct:

Indiscipline relates to disorderliness at work and non-conformity to the prescribed rules and regulations

of the management. Some of the causes of indiscipline are

When an employee has to perform a job that does not suit his qualifications, experience or

aptitude it can lead to frustration and delimitation or irregular attendance, tardiness at work

etc.

Strained relationship with the supervisor or with colleagues can force an employee to indulge in

acts of discipline.

Improper or biased evaluation of individuals and their performance can result in demotivated

employees, who might resort to misconduct to express their dissatisfaction and distress.

An inefficient, ineffective and closed-door grievance redressal procedure in an organization can

result in indiscipline of employees who are dejected and frustrated.

Loss of trust or confidence in each other, or in the management, can make employees behave

in an undisciplined manner.

Lack of proper education and upbringing of the workers can also lead to discipline at work.

Improper or inconvenient working conditions can lead to acts of indiscipline by workers.

Ambiguous working responsibilities, organizational policies and procedures also lead to

frustration among employees and result in misconduct.

Social and economic pressures or compulsions outside the purview of the organization may also

lead to indiscipline and misconduct of employees.

Stages in Disciplinary Procedure:

Forming and issuing a charge sheet



Considering the explanation

Issuing the notice of enquiry

Holding a fully fledged enquiry

Final order of action

Follow up

Types of Disciplinary Action:

Verbal warning

Written warning

Suspension

Demotion

Pay cut

Dismissal

Grievance Handling A grievance is a sign of an employee‟s discontent, either with job or the organization. The gap between

employees‟ expectation and organization rewards normally leads to grievance. Dale S. Beach defined

grievance as „dissatisfaction or feeling of injustice in connection with one‟s employment situation that is

brought to the notice of the management‟.

Causes of Grievances:

The different factors that can result in employees‟ grievances are:

Dissatisfaction of the employee with his compensation or different components of compensation

like incentives or benefits

Employees‟ disappointment resulting from denial of a promotion or a transfer

Unpleasant relationship with supervisor/s and other colleagues

Unhealthy or harmful working conditions

Job assignments that do not match employees‟ aptitude or skill

Lack of adequate resources to achieve objectives of the job

Denial of leave, overtime or other benefits

Need for a Grievance Redressal Procedure:

If an employee has no means f expressing his dissatisfaction, he will get frustrated and this

would affect his performance. If he chooses to share his grievances with his colleagues, it could lead to

unpleasantness and an unhealthy work environment. It may even lead to industrial unrest.

If the settlement of the grievance at the first (Supervisor) level does not satisfy the employee,

he can approach the next level. The employee is given more than one opportunity in an effective

redressal procedure.

Grievance procedures help in upward communication. Employees are free to express their

discontentment, problems or frustrations to the top management. By this, the top management

becomes increasingly aware of the problems of the employees.

A good grievance redressal system helps to maintain harmonious industrial conflicts and it helps

the management to win the trust and confidence of the employees.



Conflict Resolution

Grievances result in conflicts if there is incompatibility in the goals and expectation of the

management, with employees and the union. For an organization, to work smoothly and effectively,

there is a need for goal congruence and expectation match with the organization and employers. When

this spirit is absent, a grievance arises. If it is not resolved immediately, can hamper the work process

in the organization, by leading to conflict. Although conflict is dealt with in different ways, there are

seven primary ways to respond to it.

There are

Avoidance: People who hate confrontations that might lead to anger, scrcasm, rejection, and

unpleasantness adopt this strategy. They try to withdraw from the situation rather than to face it.

Accommodating: These peoples suppress their own needs, opinions, and feelings, sacrificing

their own interests, in order to resolve the conflict in an amicable manner.

Win/Lose: At the other end of the spectrum are those who see conflict as a competition in

which there has to be a winner and a loser. They force their interests and ideas onto others, often

using force or compulsion, bribery or punishment.

Arbitration: An outside party is involved to resolve the conflict in an unbiased and objective

manner. In the absence of an arbitrator, both the parties might try for a settlement that suits their

interests better. In the case of arbitration, the decision of the arbitrator is final.

Voluntary Arbitration

Committee of Union and Management Representatives

Manager

Grievance Committee

Departmental Representatives

Departmental Representatives

Head of the Department

Supervisor

Foreman

Grievant Employee

VI stage Settlement within 7 days

V stage management‟s

decision on revision within 7 days

IV stage Decision within 7 days

III stage Decision within 7 days

II stage Decision within 3 days

I stage Response within 48 hours

N.S.

N.S.

N.S.

Conveys Verbally

N.S.

N.S.

N.S.



Mediation: An outside party mediates and helps the two parties reach conciliation. The

mediation party steers the two disputing parties towards a mutually acceptable settlement and does

not pass judgment.

Compromising: Both the parties meet “halfway” in order to reach an agreement. That is, each

party makes a few compromises to reach a commonly acceptable settlement. In some cases however,

this might lead to problems in the future as each party might lead to problems in the future as each

party might feel that it has compromised more than the other.

22. Trade Unions

Trade unions play an important role in industrial relations. They are groups of worker

representatives who fight for the betterment of the workers. The trade union movement in India

started from 1850. According t Date Yoder a trade union is “a continuing long – term association of

employees, formed and maintained for the specific purpose of advancing and protecting the interest of

the members in their working relationship”.

The Indian Trade Unions Act of 1926 (section 2 (B)) defines a trade union as “any combination,

whether temporary or permanent, formed primarily for the purpose of regulating the relations

between workmen and employers or between workmen and workmen or between employers

and employers or for imposing restrictive conditions on the conduct of any trade or business,

and includes any federation of two or more trade unions”

Workers join trade union for various reasons

Formation of trade unions is largely a result of worker‟s desire to protect their economic

interests in an organization.

Trade unions negotiate with the management and improve the working conditions of the

workers at the organizational level or industry level.

23. Industrial Relations

• The international Labour Organization (ILO) stated that “Industrial relations deal with either

the relationship between the state and employers‟ and workers” organization or the relations

between the occupational organizations themselves “.

• Industrial relations is an outcome of employer- employee relationship in an organization by

setting a framework for the management and the employees.

• Industrial relations is based on mutual compromise and adjustment for the benefit of both the

parties involved.

• The state and the legal system also have a role to play in the maintenance of a conflict – free

industrial environment.

Objectives of industrial Relations:

• To safeguard the interests of the labour and the management by preventing one of the players

from getting a strong hold over the other.

• To develop and secure mutual understanding and god relationships among all the players in the

industrial set up.

• TO maintain industrial peace and harmony by preventing industrial conflicts.

• To improve the standard of living of the average worker by providing basic and standard

amenities.

• To increase productivity by minimizing industrial conflicts and maintaining harmonious industrial

relations.

• To ensure discipline in the organization and in the industry.

• To provide a basic framework for the management and the employees to resolve their

differences.

• To improve the bargaining capacity of the workers through trade unions. Industrial Disputes Prevention Machinery :

Means of preventing industrial disputes are :

• Worker participation

• Employees „ grievances redressal machinery

• Voluntary arbitration

• Conciliation

• Court of Enquiry



• Tripartite bodies

• Adjudication

24. Collective Bargaining According to j. h .Richardson, “Collective bargaining takes place when a number of people enter into a

negotiation as a bargaining unit with an employer or group of employees with the object of reaching an

agreement on the conditions of the employment of the working people”.

Effectively collective bargaining is a managerial tool that facilitates an amicable and

mutually acceptable agreement between the management and the employees to solve all employment

– related problems.

Objectives of collective Bargaining

• To provide an opportunity to the workers to voice their problems on issues related to

employment

• To facilitate reaching a solution that is acceptable to all the parties involved

• To resolve all conflicts and disputes in a mutually agreeable manner.

• To prevent any conflicts/Disputes in the future through mutually signed contracts

• To develop a conducive atmosphere for fostering a good industrial relations.

• To resolve issue through third party (government) involvement in case of conflicting interests of

the parties involved

• To provide stable and peaceful industrial relations in the organization

• To enhance the productivity of the organization by preventing strikes, lockouts etc.

Process:

• Preparation for negotiation

• Negotiation

• Contract administration

• Levels of workers participations :

• Informative participation

• Consultative participation

• Associative participation

• Administrative participation

• Decisive participation

APPENDIX 1. The Trade Union Act, 1926

The Trade Union Act, passed in 1926, was brought into operation from June 1, 1927. It was

amended in 1947, 1960, 1962 and 1982. The act was mainly enacted to provide for the registration of

the trade unions and verification of their membership so as to help them acquire a legal and corporate

status.

To summarize, the main provisions of the Act are:

Registration of the trade unions

Cancellation of the registration of the trade unions and appeals

Re-registration of the trade unions

Duties and liabilities of a registered trade union

Rights and privileges of a registered trade union

Amalgamation and dissolution of a trade union

Submissions of returns

Power to make regulations

Penalties and procedures

2. The Industrial Disputes Act, 1947

The Industrial Disputes act, 1947 came into effect from April 1, 1947. It provides the basic rules

and procedures for resolving industrial disputes in the country even today, after subsequent relevant

amendments.

The main objectives of the Act are:

To promote measures for securing and preserving amity and good relations between the

management and the workers.

To provide a suitable machinery for investigation and settlement of industrial disputes between

employers and employees, between employers and workmen, or between workmen and

workmen.



To provide the workers with a right of representation by a registered trade union or by an

association of employees

To give workmen, the right of collective bargaining.

To promote conciliation of disputes

To get the dispute settled through adjudicatory authorities, if the two parties fail to resolve their

dispute

To prevent illegal strikes and lockouts

To provide relief to workmen in matters of lay-offs, retrenchment, dismissals and victimization.

3. The Factories Act, 1948

The Factories Act, 1948 came into force on April 1, 1949. The act provides for the regulation of

the employment of labour in factories. The objective of the Act is to secure, health, safety, welfare,

proper working hours, leave and other benefits for workers employed in factories.

The main provisions of the Act are:

Regulate the working conditions of labour in factories

Ensure basic minimum requirements for the safety, health and welfare of workers

Enforce compulsory approval, licensing and registration of factories to regulate the

establishment growth of factories

Provide guidelines on the health measures, safety measures and welfare measure to be taken

by the management

Regulate the working hours of employers to provide for adequate rest

Regulate the employment of women and young persons

Provide guidelines to the management for employee benefits like annual leave provision

Provide guidelines to prevent and deal with accidents or occupational diseases and also for

handling dangerous operations

4. The Employee State Insurance Act

The Employees‟ Sate Insurance Act, provides for certain benefits to employees in case of

sickness, maternity or any injury. It is the responsibility of the employer to ensure that both the

employer and the employee contribute to E.S.I. (Employee State Insurance) Account at the end of

each wage period. As per the Act, the employer has certain obligations towards the employees and

also towards the Employee State Insurance Corporation.

The Act provides the following benefits to the insured employs:

Sickness benefit – Cash benefit is paid to employee if he falls sick during the benefit period

Maternity benefit – A periodical cash benefit is payable to an insures woman employee, in case of

confinement, miscarriage, medical termination of pregnancy, premature birth of a child, or sickness

arising from pregnancy, miscarriage, etc., occurring or expected to occur in a benefit period

Disablement Benefit – Disablement benefit is payable in the form of cash installments, to an

employee who is injured in the course of his employment and is, permanently or temporarily, disabled

or contacts and occupational disease.

5. The Workmen’s Compensation Act, 1923

The Workmen‟s Compensation Act, 1923 aims to provide workmen and/or their pendants some

relief in case of accents arising out of and in the course of employment and causing either death or

disablement of workman. It provides for payment by certain class of employers to their workmen, as

compensation for injury caused by the accident.


Ensure the payment of compensations to an employee injured during the course of employment

Provide guidelines to the management and the employees regarding industrial safety

Determine the liability of the employer

Define and specify the duties of the employer and the employee in case of an accident

Provide guidelines in determining and establishing the cause of an accident and responsibility

for the same

Maintain better safety standards in organizations

Employees Entitled to Compensation:

Every employee (including those employed through a contractor but excluding casual

employees), who is engaged for the purposes of employer‟s business and who suffers an injury in any

accident arising out of an in the course of his employment, shall be entitled for compensation under

the Act.



The employer of any establishment covered under this Act, is required to compensate an

employee who has suffered an accident arising out of and in the course of his employment, resulting in

(i) Death

(ii) Permanent total disablement

(iii) Permanent partial disablement, or

(iv) Temporary disablement whether total or partial, or who has countered an occupational

disease.

6. The payment of Bonus Act, 1965

The payment of Bonus Act is the outcome of the recommendations made by the tripartite

commission which was set by the GOI way back in 1961. The Act was promulgated on May 26, 1965.

Subsequently it was accepted by the Parliament and accordingly in the year 1965, the payment of the

Bonus Act was enacted. The Act was amended in 1968, 1969, 1975, 1976, 1977, 1978, 1980, 1985

and 1995.

The main objectives of the Act are

To impose statutory obligations on the employer of every establishment defined in the Act

To pay bonus to all eligible employees working in the establishment

To outline the principles of payment of bonus according to the prescribed formula

To provide for the payment of minimum and maximum bonus and linking the payment of bonus

with the scheme of “set-off” and “seton”

To provide necessary machinery, to enforce the payment of bonus

The payment of bonus, Act, 1965 aims at providing for bonus (linked with profit & productivity)

to employees of every establishment wherein 20 or more workmen are employed on any during

an accounting year. Every employee receiving salary or wages up to Rs. 3500 p.m. and

engaged in any kind of work, whether skilled, unskilled managerial, supervisory or manual is

entitled to bonus for every accounting year if he has worked for at least 30 working days in that

year. The minimum bonus, which an employees is required to pay, even if he suffers losses

during the accounting year is 8.33% of salary or wages during the accounting year.

If an employee has not worked for all the working days in an accounting year, the minimum

bonus payable to him for that year shall be proportionally reduced. Bonus should not exceed

20% of the salary or wages of the employees.

7. The Payment of Wages Act, 1936

The payment of wages Act passed in year 1936 was enforced in March, 1937 on the

recommendations of the Royal Commission of Labour in India. The objective of the Act was to ensure

regular and prompt payment of wages to the workers and to prevent the exploitation of a wage earner

by prohibiting arbitrary fines and deductions from his wages.

The Act Defines the Term Wage‟ as

Any remuneration payable under an award or settlement

Any remuneration payable for overtime work, holidays or leave periods

And any other remuneration payable under the terms of employment whether it is called a

bonus or any other name


Responsibility of the employer for payment of wages

Fixing the wage period

Procures for wage payment

Payment of wages to discharged workers

Permissible deductions from wages

Nominations to be made by employees

Penalties for contravention of the Act

Equal remuneration for men and women

Obligations and rights of employers

8. The Minimum wages act, 1948

The Minimum Wages act, 1948 was intended as a measure to prevent exploitation of labour by

payment of unduly low wages. It also regulates the working hours and specifies that no employee can

be asked to work for more than 9 hours a day without being paid additional wages.

The main provisions of the Act are as follow:

Fixing wages in certain sectors where there is prevalent labour employment and exploitation



Fixing a minimum time and piece rate according to the occupations and different classes of

workers. The minimum wage that is fixed will include a basic rate or wage and special

allowance.

The act requires the appropriate government to review the minimum wage rates so fixed at an

interval of not more than five years.

The Governments are empowered to appoint Committees to hold enquiries and advise in fixing

the rates of minimum wages.

9. The Payment of Gratuity act, 1972

The Payment of gratuity Act, 1972 was enacted to introduce a scheme for payment of gratuity

for certain industrial and commercial establishments. The act came into force from 16th September

1972. As per the Act, „Gratuity‟ will be payable to any salary of employee, on the termination of his

employment after he has rendered continuous service for not less than five years on his

superannuation, or on his retirement or resignation or death or disablement due to death or disease. In

case of death, gratuity is payable, even if the employee has not completed five years of service.

It is the responsibility of the employer to pay gratuity to the employee, failing which he would

be penalized accordingly.

HRM OBJECTIVE QUESTIONS 1. Which of the following, the employees of an organization are helped in a continuous, planned way to

acquire sharpen capabilities required to perform various functions associated with their present or

expected future roles?

(a) Human Resource Management (b) Human Resource Development

(c) Performance Appraisal (d) None of the above

2. Gnutt Task & Bonus plan are examples of

(a) Negative incentive (b) Incentive plan of compensation (c) Part payment (d) All of the above

3. Negative Incentive includes

(a) Threat (b) Punitive action (c) Penalty (d) All of the above

4. …….. is the method of industrial regeneration under which an employed undertakes to pay his

employees a share in the net profit in addition to their regular wages.

(a) Penalty (b) Training (c) Incentive plan (d) Profit sharing

5. ……. Is a stimulus or a reason for producing action.

(a) Salary (b) Wages (c) Incentive (d) Bonus

6. The scope of personnel administration includes

(a) HR planning & recruitment (b) Compensation & maintenance

(c) Development & training (d) All of the above

7. ……… is/are various non-wage compensation provided to employees in addition to their normal

wages or salaries.

(a) Bonus (b) Compensation (c) Fringe benefits (d) None of the above

8. Which of the following is not an example of fringe benefit?

(a) Housing (b) Payments for time not worked (c) Health (d) Bonus

9. Social needs include

(a) Self assertion (b) Social approval (c) Self esteem (d) All of the above

10. Motivation refers to ……….

(a) Initiation & direction (b) Intensity & Persistence of human behavior

(c) Both (a) and (b) (d) None of the above

11. Motivation by participation is a/an ……..

(a) Incentive (b) Type of bonus scheme (c) Technique of motivation (d) None of the above

12. Clearly defined objective is a prerequisite for ….

(a) Motivation (b) Manpower planning (c) Selection (d) Recruitment

13. The process of systematically analyzing the activities pertaining to each job is

(a) Job content (b) Job rotation (c) Job enlargement (d) Job analysis

14. Employee motivation

Employee Employee performance

Rewards

Organizational Performance

The diagram denotes



(a) Functions of HRM (b) Scope of HRD (c) OB (d) None of the above

15. Match the column

(A) Job Analysis (1) Forecasting HR requirements

(B) HRP (2) Attracting prospective candidates

(C) Recruitment (3) Analysis of specific Job

(D) Selection (4) Choose the right candidate

(a) A-3, B-1, C-2, D-4 (b) A-4, B-1, C-2, D-3 (c) A-3, B-2, C-1, D-4 (d) A-4, B-2, C-1, D-3

16. Introducing a new employee to the organizational, culture, values & beliefs is known as

(a) Recruitment (b) Induction (c) Section (d) Training

17. The process of training & developing employees to improve & update their knowledge & skills and

to help them to perform their jobs better is called

(a) Selection (b) Job specification (c) Human Resource Development (d) Motivation

18. Staffing includes

(a) Obtaining & maintaining capable & competent personnel

(b) Selecting right personnel (c) Training & Development (d) All of the above

19. HRD includes

(a) Performance appraisal (b) Training & development

(c) Career planning & Development (d) All of the above

20. …….. refers to identifying one‟s career goals & formulating plans of reaching them through various

means like education, work experience etc.

(a) Performance appraisal (b) Career planning & Development

(c) Job description (d) Job analysis

21. The principle/s of compensation policy/management is/are

(a) Adequate (b) Equitable (c) Fair (d) All of the above

22. What is the job evaluation?

(a) Organisation & manpower planning (b) Classifying the job based on its importance

(c) Job-re-engineering (d) Review of progress

23. The process of formulating & operating a suitable wage/s salary program is

(a) Fringe benefits (b) Promotion policy (c) Compensation (d) Wage & salary administration

24. ……… is the process of evaluating the employee performance of the job in terms of the

requirements of the job.

(a) Merit Rating (b) Performance Rating (c) Benchmarking (d) Transactional analysis

25. Bonus is primarily a share in the surplus & is directly related to ……..

(a) Individual‟s performance (b) Organization‟s performance

(c) Competitors policy (d) None of the above

26. „Bonus‟ calculation is governed by

(a) The payment of Bonus Act 1965 (b) The Indian Factories Act 1948

(c) Worker‟s Compensation Act, 1984 (d) Worker‟s Pension Scheme, 1995

27. …… deal with the employees in the organizational context as a social group that contributes to the

organization.

(a) Social relations (b) Employee-employer relations

(c) Employee relations (d) All of the above

28. Personnel policy includes

(a) Joint consultation (b) Rules & regulations (c) Working conditions

(d) Training (e) All of the above

29. Objectives of Human Resource Planning is/are

(a) To forecast the turnover / attrition rates(b) To maintain required quantity & quality of HR

(c) To develop the existing HR for future need (d) All of the above

30. Corporate level planning includes

(a) Formulating strategic plans (b) Training & developing plans

(c) Promotion planning (d) All of the above

31. ………. is the expression to describe the termination of an employee due to his /her job becoming

redundant

(a) Promotion (b) Resignation (c) Retrenchment (d) Outplacement

32. ……… is the separation of employees from an organisation, due to resignation, retirement etc.

(a) Retrenchment (b) Attrition (c) Outplacement (d) None of these

33. Job analysis includes …….

(a) Collecting information about a specific job (b) Abilities required to perform the job

(c) Responsibilities attached to the job (d) All of the above



34. Job specification can be defined as

(a) Physical specifications of the job (b) Mental specifications

(c) Behavioural specifications (d) All of the above

35. Job analysis helps in …..

(a) Employment (b) Training & Development (c) Performance appraisal

(d) Promotion & transfer (e) All of the above


(A) Job Enrichment (1) Engineering approach

(B) Job Design (2) Flexi time

(C) Job Analysis (3) Preventing dissatisfaction

(D) Recruitment (4) Employment agencies


37. Which of the following is/are the method/s of recruitment?

(a) Employee referrals (b) Campus recruitment (c) Private Agencies (d) All of the above

38. Staff explosion refers to explosion of people manning the function. This is also known as

(a) The Creep effect (b) The Riggrian law (c) The Parkinson law (d) The Graicunas law

39. Which of the following is not a type of selection test?

(a) Aptitude test (b) Situational test (c) Personality test (d) Ignorance test

40. ……… help in assessing the candidate and validating the information provided in the application.

(a) Training (b) Selection (c) Interviews (d) Meeting

41. The full form of CITU is

(a) Centre of Indian Traffic Unit (b) Centre of Indian Trade Union

(c) Consideration of Indian Tourist Union (d) None of the above

42. CITU consists of the following union

(a) Hind Mazdoor Sabha (HMS) (b) Bharatiya Mazdoor Sangh

(c) National Labour Organization (NLO) (d) All of the above (e) None of the

above

43. The study of Industrial Psychology is helpful in ……….

(a) Job analysis & enrichment (b) Motivation

(c) Job performance (d) All of the above (e) None of the above

44. ………. is a type of conflict.

(a) Community conflict (b) Productivity conflict (c) Distress conflict (d) Job

conflict

45. Which of the following is/are key characteristic/s of successful quality improvement programs?

(a) Education & Training (b) Employee involvement

(c) Establishment of customer driven standards (d) All of the above

46. Choose the correct order of the process of HRP

(A) Developing a human resource plan (B) Auditing human resource plan

(C) Planning job requirement & job descriptions (D) Deciding goals or objectives

(E) Estimating future organisational structure & man power requirements

(a) D – E – B – C – A (b) A – E – B – C – D (c) D – C – A – B– E (d) A – C – B – D – E


(A) Job Analysis (1) End product of job analysis

(B) Job Description (2) Information gathering

(C) Job rotation (3) Qualification required

(D) Job specification (4) Alternative jobs


48. ……… is a written statement of the minimum acceptable qualifications to perform the job

successfully.

(a) Job Analysis (b) Job specification (c) Job enlargement (d) Job rotation

49. …… and …….. together constitute employment.

(a) Promotion & transfer (b) Recruitment & selection

(c) Selection & training (d) None of the above

50. ……… helps in identifying the knowledge, skill & attitude set that enables the individual to deliver

the best performance in his job.

(a) Competency modeling (b) Competency mapping (c) Talent Hunt (d) Brain storming

51. ……. Interview is to test the applicants‟ abilities to perform & deliver under stress.

(a) Eustress (b) Stress (c) Clinical (d) Situational



52. ……… system facilities optimization of employee‟s performance & also helps in identifying areas for

development.

(a) Motivation (b) Performance appraisal (c) Training & development (d) All of the above

53. BARS stands for

(a) Bar Association(b) Behaviorally Anchored Rating Scale (c) All of the above (d) None of these

54. …… is also called as a goal setting approach.

(a) Setting objectives (b) Management by objectives (c) Graphic Rating (d) Point Allocation

55. …….. appraisal system aims at a comprehensive & objective appraisal of employee performance. (a) Balance score card (b) Ranking (c) Behavioural (d) 3600

56. HR score card is a part of the ……………

(a) 3600 degree appraisal (b) Balance score card(c) Ranking appraisal (d)None of the above

57. ………. is a means of telling an employee where he stands in the organisation (comparison)

(a) MBO (b) Performance appraisal (c) Ranking (d) Training & Developing

58. Which of the following is/are systematic process of analyzing jobs to determine the relative worth

of each job in an organisation?

(a) Job specification (b) Job evaluation (c) Job determination (d) All of the above

59. Minimum wages to be given in India is

(a) Rs. 100 per day (b) Rs. 50 per day (c) Rs. 150 per day (d) Rs. 75 per day

60. „Wages‟ are governed by

(a) Factories Act 1948 (b) Compensation Act (c) Minimum wage Act, 1948 (d) None

61. …….. is not a part of the study of human resource management.

(a) Employer branding (b) Wage & salary management

(c) Compensation (d) Conflict management

62. Which of the following is/are method/s of wage payment?

(a) Time wage (b) Piece wage (c) Balance wage (d) All of the above

63. The wage which gives for ensuring the workman‟s basic necessities like food clothing, shelter etc.

is

(a) Fair wage (b) Living wage (c) Piece wage (d) Wage

64. Which of the following plans are designed to motivate individual & groups that contribute

effectively, as they differentiate between performers & non-performers?

(a) Fair wage (b) Variable compensation (c) Minimum wage (d) Incentive

65. ………. Pay technique reduces the number of salary levels into broad salary bands.

(a) Living wage (b) Fair wage (c) Broad banding (d) All of the above

66. Which pay type gives wages according to the knowledge or knowledge based pay?

(a) Skill based pay (b) Broad banding (c) Competency based pay (d) Variable pay

67. The basic purpose/s of a reward system is/are to improve

(a) Employee happiness (b) Employee morale and job satisfaction

(c) Employee turnover (d) All of the above


(A) Incentive (1) Annual performance incentive

(B) Benefit (2) Reimbursement of medical expenses

(C) Reward (3) Extrinsic & Intrinsic

(D) Compensation (4) Wage & Salary


69. Halsey plan is a type of

(a) Promotion plan (b) Incentive plan (c) Reward (d) Wage plan

70. Halsey plan is calculated as

(a) Time taken × Rate (b) Planned hours × Time saved x Hourly rate


71. According to Rowan Plan, Incentive is calculated as

(a) Planned hours x Time taken x Hourly rate (b) Time saved x Time taken x Hourly rate (STD time)

(c) Standard time x Hourly rate (d) None of these

72. The basic objective of providing employee benefits is to ensure the employees‟ commitment to the

organisation through.

(a) Implementive innovative schemes (b) Reducing labour turnover

(c) Social & personal security & comfort (d) None of the above

73. Compensation of an employee consists of

(a) Wages & salary (b) Wages or salary, incentives & benefits

(c) Salary and rewards (d) All of the above



74. Job evaluation helps a systematic assessment of jobs for the purpose of

(a) Wage & salary administration (b) Calculating bonus

(c) Preparation of training schedules (d) Compensation

75. Wages include

(a) Minimum wage (b) Fair wage (c) Living wage (d) All of the above

76. The terms speed boss, route clerks etc. are used in relation to

(a) Line organisation (b) Line and staff organisation

(c) Functional organisation (d) None of these

77. Consider the following elements in a feedback loop

(1) Identification of deviations (2) Measurement of actual performance

(3) Actual performance (4) Comparison of actual against standards

The correct sequence of these elements in the feedback loop is

(a) 3, 2, 1, 4 (b) 3, 2, 4, 1 (c) 2, 3, 1, 4 (d) 2, 3, 4, 1

78. ………. is/are the rewards given to an employee, over & above his salary in recognition of his

performance.

(a) Incentive (b) Reward (c) Benefit (d) All of the above

79. The primary objective of disciplinary action is to make an employee conform to

(a) Punish the employee (b) To teach him a lesson

(c) Organisational rules & regulations (d) None of these

80. The management of personnel is also called

(a)Staffing (b) Controlling (c) Co-ordinating (d) Selection

81. The concept of placing a candidate on the right job is

(a) Selection (b) Placement (c) Recruitment (d) Training

82. According to workers‟ Compensation Act, employees are given compensation for acts like accidents

and illness that have

(a) Already occurred (b) Already claimed (c) Both (a) and (b) (d) None of the above

83. Which of the following is/are the method/s of settlement machinery of industrial dispute?

(a) Investigation (b) Conciliation (c) Arbitration (d) All of the above

84. Which of the following is not a type of strike?

(a) Gheraos (b) Slow strikes (c) Hunger strike (d) Mediation

85. Formulation of crèche is a type of

(a) Fringe benefit (b) Reward (c) Facility (d) All of the above

86. The large formation as a result of workers‟ desire to profit their economic interest in an

organisation is known as

(a) Employees‟ Council (b) Trade Union (c) Social clubs (d) All of the above

87. What is the main reason that drives worker to join a trade union?

(a) For the purpose of enjoyment (b) Job security

(c) Friendship need satisfaction (d) Job satisfaction

88. Which of the following is/are the form/s used by trade union?

(a) Collective bargaining (b) Strikes (c) Negotiation (d) All of the above

89. The full form of AITUC is

(a) All India Trade Union Council (b) All India Technical Unit Corporation

(c) All India Trade Union Congress (d) None of the above

90. The full form of INTUC

(a) Indian National Trade Union Congress (b) International Trade Union Council

(c) Indian National Trade United Council (d) None of the above

91. The objective/s of Industrial Relation is/are

(a) To safeguard the interests (b) To develop mutual understanding

(c) To maintain industrial peace & harmony (d) All of the above

92. Conciliation is a type of

(a) Union (b) Workers‟ Participation (c) Industrial Disputes Prevention Machinery

(d) None of the above

93. Standing Labour Committee & Industrial Committee are examples of

(a) Industrial Machinery (b) Tripartile Bodies (c)Type of Trade Union (d) Redressal Committee

94. Consultative participation is a form of

(a) Trade Union (b) Redresal Machinery

(c) Workers‟ Participation in Management (d) Industrial Committee

95. An accurate and ideal personnel/HR policy consists of …….

(a) Compensation policy (b) Working conditions



(c) Security & employment policy (d) All of these


(A) Job analysis (1) Employment Policy

(B) Motivation (2) Incentives & Benefits

(C) Wage Administration (3) Maslows‟ Theory

(D) Personnel policy (4) Job Evaluation



(A) Indian Contract Act (1) 1872

(B) The payment of Wages Act (2) 1936

(C) Workmens‟ Compensation Act (3) 1923

(D) Minimum wages Act (4) 1948


98. Appreciation is a type of

(a) Benefits (Fringe benefits) (b) Motivation (c) Non-monetary incentive (d) Punishment

99. Hawthorne experiments were conducted by

(a) Henri Fayol (b) Elton Mayo (c) F.W. Taylor (d) Dale Yoder

100. Human Resource Management does not include

(a) Personnel management (b) Recruitment (c) Training & Development (d) Cost analysis

101. Formula for calculating rate of separation is

(a) 𝐿𝑒𝑎𝑣𝑖𝑛𝑔 𝑝𝑒𝑟 𝑚𝑜𝑛𝑡 𝑕

𝐴𝑣𝑒𝑟𝑎𝑔𝑒 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑤𝑜𝑟𝑘𝑒𝑟𝑠 x 100 (b)

𝐿𝑒𝑎𝑣𝑖𝑛𝑔 𝑝𝑒𝑟 𝑚𝑜𝑛𝑡 𝑕

𝐴𝑣𝑒𝑟𝑎𝑔𝑒 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑤𝑜𝑟𝑘𝑒𝑟𝑠

(c) 𝐴𝑣𝑒𝑟𝑎𝑔𝑒 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑤𝑜𝑟𝑘𝑒𝑟𝑠

𝐿𝑒𝑎𝑣𝑖𝑛𝑔 𝑝𝑒𝑟 𝑚𝑜𝑛𝑡 𝑕 x 100 (d) None of these

102. Labour productivity can be expressed as

Production of labour output interms of value/ quantity/units/

(a) 𝑠𝑡𝑑 𝑡𝑖𝑚𝑒 𝑓𝑜𝑟 𝑎𝑐𝑡𝑢𝑎𝑙 𝑝𝑟𝑜𝑓𝑖𝑡

𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑚𝑎𝑛 𝑕𝑜𝑢𝑟𝑠 𝑠𝑝𝑒𝑛𝑡 𝑜𝑛 𝑝𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛

(b) 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑚𝑎𝑛 𝑕𝑜𝑢𝑟𝑠 𝑠𝑝𝑒𝑛𝑡 𝑜𝑛 𝑝𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛

𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑜𝑓 𝑙𝑎𝑏𝑜𝑢𝑟 𝑜𝑢𝑡𝑝𝑢𝑡

Interms of value/quantity/units/std time for actual profit

(c) (Production of labour output) x (Number of man hours spend on production)

(d) None of these

103. Man hours is calculated as

(a) Number of workers employed in production x Number of hours worked

(b) 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑚𝑎𝑛 𝑕𝑜𝑢𝑟𝑠 𝑠𝑝𝑒𝑛𝑡 𝑜𝑛 𝑝𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛

𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑜𝑓 𝑙𝑎𝑏𝑜𝑢𝑟 𝑜𝑢𝑡𝑝𝑢𝑡

(c) 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑕𝑜𝑢𝑟𝑠 𝑠𝑝𝑒𝑛𝑡 𝑤𝑜𝑟𝑘𝑒𝑑

𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑤𝑜𝑟𝑘𝑒𝑟𝑠 𝑒𝑚𝑝𝑙𝑜𝑦𝑒𝑑 𝑖𝑛 𝑝𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛 (d) None of these

104. …….. is a readiness to cooperate warmly in the tasks and purposes of a given group of

organisation.

(a) Productivity (b) Morale (c) Enthusiasm (d) Satisfaction

105. In Hezberg‟s two factor theory of motivation, salary and working environment are described as

(a) Hygiene factors (b) Satisfying factors (c) Motivating factors (d) Productivity factors

106. Which of the following development function of HR does not include?

(a) Employee training (b) Management development

(c) Career development (d) Identifying wage to motivate

107. The concept of „economic‟ man led Taylor to develop a system of wage payment was

(a) Differential piece rate system (b) Differential price rate system

(c) Similar piece rate system (d) Similar price rate system

108. …… is a process by which knowledge of an employee is matched to the requirements of the job.

(a) Recruitment (b) Job analysis (c) Selection (d) Placement

109. The process of training and developing employees to improve and update their knowledge and

skill is called

(a) Employment (b) Compensation management

(c) Human Resource Development (d) Selection



110. A controlling technique which helps in measuring the cost and value of people for an organization

is

(a) Human resource accounting (b) Value based accounting (c) BOP (d) None of the above

111. Providing employee benefit like conveyance facilities, housing facilities and educational facilities is

a type of

(a) Incentives (b) Bonus (c) Fringe benefits (d) Employment benefit

112. An HR manager performing the role of providing information on market statistics is

(a) The Executive (b) Service Provider (c) The Consultant (d) Facilitator

113. Which of the following is not a key characteristics of a successful quality improvement

programme?

(a) Education & Training (b) Team work (c) Total systems approach (d) short term goal

perspective

114. The extent to which can employees work to meet his professional needs is termed as

(a) Quality of work life (b) Quality circles (c) Quality program (d) Quality cycle

115. …….. involves the development of HR objectives & their alignment with the organizational

objectives

(a) Human Resource Development (b) Strategic Human Resource Management

(c) Compensation Management (d) Human Relations

116. Flat organization structure does not mean …….

(a) Wide span of control (b) Fewer hierarchical levels

(c) Wide span of control by one manager (d) Close supervision

117. The right to give orders and the power to exact obedience from others in the process of

discharging the responsibility is ……….

(a) Authority (b) Responsibility (c) Accountability (d) Adaptability

118. Planning based on corporate policies and strategies is

(a) Corporate level planning (b) Intermediate level planning

(c) Operation planning (d) Short term planning

119. ……. Is the process of determining to reward all the pertinent information about a specific job,

including tasks & skills involved and required to perform the job.

(a) Job Evaluation (b) Job Description (c) Job Analysis (d) Job Design

120. …… is the simplest unit of work and involves an elementary movement

(a) Position (b) Task (c) Job (d) Micro-motion

121. Which of the following is the first step in the process of job analysis?

(a) Developing a job description (b) Job specific competency

(c) Information gathering (d) Developing a job specification

122. Motion and time studies are examples of which method of job analysis?

(a) Observation method (b) Technical conference method

(c) Group interview method (d) Questionnaire method

123. Which method of job analysis is more suitable for the middle and top level management jobs and

not for the lower level jobs?

(a) Position analysis questionnaire (b) Functional job analysis

(c) Dairy method (d) Critical incident technique

124. Job specifications details like analytical ability, data interpretation ability, decision making ability

etc. are

(a) Analytical details (b) Emotional details (c) Physical specifications (d) Mental Specifications

125. Which of the following is/are the benefit/s of job analysis?

(a) Organization audit (b) Health and safety (c) Promotion and transfer (d) All of the above

126. ……… is a process of structuring work and designating the specific activities at an individual or

group level.

(a) Job analysis (b) Job Design (c) Job Evaluation (d) None of the above

127. Herzberg proposed two factor theory of motivation where working conditions, policies,

interpersonal relations come under

(a) Motivating factors (b) Hygiene factors (c) Providers (d) Organizers

128. Which of the following helps in increasing the length and operating time of work for the

employee?

(a) Job Enlargement (b) Job Enrichment (c) Job Rotation (d) Job Specification

129. Which of the following can be called as job enrichment technique?

(a) Increasing the length of operating time of each job

(b) Providing wider scope & increased pace of work



(c) Making the job more interesting and Meaningful with new techniques

(d) None of the above

130. A software company allowed its employees to choose their working hours but within some

specifies limits. This is an example of

(a) Job sharing (b) Condensed work (c) Flexi time (d) Participation

131. The practice of working at home are while travelling and at he same time keeping in touch with

the office

(a) Telecommuting (b) Job sharing (c) Participation (d) All of the above

132. Engineering approach is derived from

(a) Systematic approach (b) Scientific management approach

(c) Contingency approach (d) Social approach

133. A good recruitment policy ……..

(a) Should be flexible enough to adopt any change

(b) Should not company with government hiring policy

(c) Requires more investment (d) All of the above

134. Which of the following external factors determine/s the effectiveness of a recruitment program?

(a) The situation in the labour market (b) The stage of development of the company

(c) Culture, social attitudes and beliefs (d) Geographical location of the job

135. Which statement is not true about on-line recruiting?

(a) It is a time saving process (b) It is cost effective

(c) It supplements rather than replace off line recruitment

(d) It totally eliminate complete work of the recruiter

136. The access of a recruitment program can be judged based upon

(a) Number of successful placements (b) Number of candidate hired

(c) The number of offers made (d) The number of applicants (e) All of the above

137. “Perceived equity in reward results in satisfying which one of the following motivation theories?

(a) Poster and Lower Model (b) Victor Vroom‟s Expectancy model

(c) F.W. Taylor‟s Incentive + Scheme (d) Herzberg‟s Two-Factor Theory

138. A formal record that helps in gathering information about a prospective candidate is

(a) Application blank (b) Reference check (c) Employee data (d) Personal data

139. Which of the following method help/s in evaluating the application forms in an organization?

(a) Weighted methodology (b) Clinical methodology

(c) Moving average method (d) Both (a) and (b)

140. Which selection test measures the person‟s ability in factors like logical reasoning, analytical

skills, G.K. etc.?

(a) Intelligence test (b) Performance test (c) Both (a) and (b) (d) All of the above

141. The study devised to study and measure accurately the time required for performing a particular

industrial operation is

(a) Motion study (b) Fatigue study (c) Time study (d) None of these

142. Identify the correct sequence in an interview process

(i) Closing an interview (ii) Evaluation (iii) Conduct interview (iv) Reference check

(a) I, ii, iii, iv (b) iv, iii, ii, i (c) iii, i, ii, iv (d) iii, I, iv, ii

143. At the time of conducting an interview

(a) Ask demanding and many questions (b) Get too involved in the interview

(c) Interrupt the candidate frequently (d) Make the candidate feel comfortable and relaxed

144. ……… refers to a system of shared meaning held by members that distinguishes one organisation

from other

(a) Organization change (b) Organization culture (c) Organizational development (d) Group dynamics

145. ………… is defined as the interaction among the three dimensions –HR activities, type of

employees and countries of operations.

(a) International HRM (b) Socialization (c) HRM (d) Employee Relations

146. Which approach states that “no particular management action will be suitable for all situations”?

(a) Systems approach (b) Contingency approach (c) Behavior approach (d) None of the above

147. Which of the following approach is the most popular?

(a) Methodological Approach (b) Technological Approach

(c) Human Relations Approach (d) Management Approach

148. The different aspects of HRD is/are

(a) Training and development (b) Career planning

(c) Performance appraisal (d) All of the above



149. Decision making is faster in

(a) Tall organization (b) Flat organization (c) Centralized organization (d) None of the above

150. Which of the following is not a method of dealing with surplus manpower?

(a) Leave without pay (b) Loaning (c) Work sharing (d) Suspension

151. Employee referrals is _________ source of recruitment.

(a) An external (b) An internal (c) A hybrid (d) None of the above

152. In India worker‟s participation has limited success because

(a) Differing attitudes and perceptions between workers and management

(b) The trade unions are poorly organized (c) Inter-union rivalry (d) All of the above

153. In India, according to the industrial policy. Revolution, 1956 the aim of the government in

advocating worker‟s participation is

(a) To create a socialist society (b) To increase industrial peace

(c) To have better relations and cooperation (d) All of the above

154. Which of the following council suggests steps to reduce and takes care of the aspect of

“absenteeism”?

(a) Shop Council (b) Plant Council (d) Unit Council (d) Joint Council

155. The various problems in Industrial Relations arise because of _________ as given by the

psychological approach

(a) Variations in salary structure

(b) The differing perception and attitudes of the management and workers


156. Which of the following is not an innovative method to improve the quality of work life?

(a) Flex time (b) Job enrichment (c) Job rotation (d) Demotion

157. _______ means a flexi time which is similar to variable day & there is no need to work for

specific hours.

(a) Maniflex (b) Flexi tour (c) Gliding time (d) Variable day

158. Job sharing, work sharing, phased retirement, all are examples of

(a) Part time employment (b) Full time employment

(c) Compressed work (d) None of the above

159. ________ are self-governing groups of worker who meet on regular basis to analyse and solve

problems in their work field

(a) Employee Circles (b) Quality Circles (c) Both (a) and (b) (d) None of the above

160. The objective of Quality Circle/s is/are

(a) To develop and utilize H.R. effectively (b) To improve employee benefits and incentives

(c) To develop quality of products (d) All of the above

161. Who introduced the concept of Quality Circles?

(a) Dr. Kaow Ishikawa et al (b) Dr. Edward Deming (c) Dr. Edward Yung (d) Dr. Kin Yung

162. What is the likely composition of a Quality Circles?

(a) 6 to 12 (b) 2 to 3 (c) 15 to 20 (d) More than 20

163. ________ is a continues association of wage earners for the purpose of protecting and advancing

the conditions of their working lives”.

(a) Management (b) Trade Union (c) Quality Circle (d) Employee Groups

164. What is the full form of BMS?

(a) Bhartiya Magdoor Sangh (b) British Management System

(c) Bhartiya Machine System (e) None of the above

165. The Rashtriya Mill Mazdoor Sangh, Bombay, Labour miles mazdoor sangh, Udaipur etc. are

examples of

(a) General Union (b) Craft Union (c) Industrial Union (d) Staff Union

166. Which of the following problems is the faced by trade Unions?

(a) Uneven growth (b) Small size (c) Inter-union rivalry (d) All of the above

167. What is the tenure of joint councils formed in an organization?

(a) 5 years (b) 10 years (c) 1 year (d) 2 years

168. Which of the following technique helps an employee to understand his strengths and weaknesses

for their career development?

(a) Individual assessment (b) Critical analysis (c) Opportunity analysis (d) SWOT analysis

169. Career planning and development programs for employees

(a) Increase employee frustration (b) Increase labour turnover

(c) Ensure future availability of resources (d) Increase job satisfaction



170. Reassignment of an employee to higher level job (both status, pay and responsibility) is termed

as

(a) Promotion (b) Demotion (c) Transfer (d) Retrenchment

171. ___________ is a process of selecting and developing employees to occupy key position in future

(a) Career planning (b) Succession planning (c) Development (d) Human Enhancement

172. Evaluation of an employees performance by his colleagues is called

(a) Peer appraisal (b) Formal appraisal (c) MBO (d) Group appraisal

173. Management by objectives include

(a) Clear and well-defined goals (b) Definite time plan to achieve goals

(c) Timely feedback (d) All of the above

174. Paired comparison is a method of

(a) Recruitment (b) Ranking (c) Grading (d) Selection

175. Appraisal by supervisors, subordinates, peers, self and customers is termed as

(a) Team Appraisal (b) 360˚ Appraisal (c) Group Appraisal (d) Balanced Score Card

176. The one main reason for negative attitude towards performance appraisal is

(a) It is related to pay (b) It is not liked by all

(c) It tends to be subject because of poor implementation (d) None of the above

177. _______ training method helps to gain functional knowledge.

(a) Role playing (b) Simulation (c) Programmed instruction (d) Committee instruction

178. What determines success of training program?

(a) Number of participants (b) Reputation of trainer

(c) Learning benefits to the trainees (d) Travelling / expense made

179. Traditionally, the par scales in companies were associated with ________

(a) Employee performance (b) Organizational hierarchy

(c) Worth of candidate (d) Charm of the employee

180. ________ form the basis for job evaluation.

(a) Job specification (b) Job description (c) Job dimension (d) Job definition

181. The financial capacity of the employee is taken into consideration in the concept of

(a) Minimum wage (b) Living wage (c) Fair wage (d) Just wage

182. Performance bonus is an example of

(a) Intrinsic record (b) Extrinsic reward (c) Reward (d) Motivation

183. The basic difference between incentive and benefits is

(a) Incentives are performance related and benefits are service related

(b) Benefits are performance related and incentives are service related

(c) Incentives are monetary and benefits are non-monetary (d) None of the above

184. Halsey plan, Rowan plan are examples of

(a) Long term incentive plan (b) Short term incentive plan

(c) Non monetary benefit (d) Incentive benefit

185. The first sign of employee discontent with the job or organisation is

(a) Conflict (b) Industrial unrest (c) Grievance (d) Strike

186. The first stage in the grievance redressal is handled by

(a) H.R. department (b) Arbitrator (c) Supervisor (d) Organizational head

187. The method of resolving conflict by smoothing out differences between both parties for the

benefit of larger interest is

(a) Avoidance (b) Accommodation (c) Arbitration (d) Medication

188. Which is not the feature of a good disciplinary process?

(a) Consistency (b) Impartiality (c) Immediate action (d) Un-predictability

189. The relationship between management and employees of an industry is called

(a) Interpersonal relations (b) Industrial relations

(c) Organizational relations (d) Employment relations

190. A mutually acceptable agreement between the management and employees is

(a) Adjudication (b) Industrial conflict (c) Collective Bargaining (d) Strike/lockout

191. A trade union‟s primary objective is to

(a) Conduct strikes (b) Force lockouts

(c) Fight with the management on employment related issue

(d) Achieve economic benefits for employees

192. Hawthorne Experiments gave rise to which approach of HRM?

(a) Mathematical Approach (b) Human Relation Approach

(c) Contingent Approach (d) Human Resources Approach



193. Which role does an HR professional play as an auditor?

(a) Ensures that all managers perform their roles

(b) Conducte training and developing activities

(c) Solve employees‟ grievances (d) Provides support to other departments

194. The process of ensuring that there are the right number of qualified people in right jobs

(a) Human Resource Planning (b) Recruitment (c) Retrenchment (d) Downsizing

195. Training and accidents have

(a) Negative Relationship (b) Positive Relationship (c) Both (a) and (b) (d) None of these

196. Giving more responsibility, wider scope, minimizing control constitute

(a) Job enlargement (b) Job expansion (c) Job design (d) Job enrichment

197. If a section method produces consistent results across different situations is termed to be

(a) Reliable (b) Valid (c) Legal (d) None of the above

198. The performance appraisal method that channelizes employee effects with organizational goals is

(a) BARS (b) 360˚ Appraisal (c) Balanced score card (d) MBO

199. In India, regulation of employment and conditions of employment are governed by

(a) Trade Union Act 1926 (b) The Industrial Disputes Act 1947

(c) The Factories Act 1948 (d) The workmen‟s compensation Act 1923

200. Manpower Inventory means

(a) Workers/employees to maintain inventory

(b) A system to know the qualitative and quantitative content of the workforce working presently

(c) Stock taking by the manpower (d) None of the above

201. Now a days cross level communication is increasing tremendously like

(a) Open house sessions (b) Mentoring (c) On line chats (d) All of the above

202. Normally, permanent employees are appointed on

(a) Confirmed basis (b) Probation basis (c) Ad-hoc basis (d) None of these

203. HRD is a process

(a) In which employees are helped in a planned manner to sharpen skills

(b) In which employees are developed in their capabilities (c) Both (a) and (b)

(e) None of the above

204. __________ facilitates complete utilization of human capital of the organization.

(a) HRD (b) Training & Development (c) Performance Appraisel (d) HRM

205. ________ system constitutes all the components of assessing the performance of employees in

the organization.

(a) Performance observation (b) Performance Management

(c) Potential appraisal (d) Performance appraisal

206. _______ is a process of systematically evaluating performance and providing feedback.

(a) Self development (b) Performance Appraisal (c) Assessment (d) None of these

207. Career planning is defined as a deliberate process of _____

(a) Indetifying career related goals (b) Planning about others career

(c) Looking into future (d) All of the above

208. ________ include activities that help in individual development and carry out career plans.

(a) Career Development (b) Career Planning

(c) Career Management (d) All of the above

209. Which concepts is shows a continuous process in the career graph of a person?

(a) Career planning (b) Career development (c) Future role (d) Positions in future

210. Which of the following is/are objectives of career planning?

(a) It facilitates individual to understand “best fit job”

(b) It helps to get the job according to his skills

(c) It helps to enhance the value system in the organisation (d) All of the above

211. Self assessment is the first stage of

(a) Training Process (b) Performance appraisal (c) Career planning process (d) Promotion

212. Self assessment → Career exploration → Goal action → Preparation → Setting.

This diagram represents

(a) Stages in career planning process (b) Process of training

(c) Stages in future succession (d) None of the above 213. Preparation for work Organizational entry Early career Mid career Late Career

This diagram represents

(a) Stages in planning (b) Process of career Development

(c) Stages in career planning (d) All of the above



214. _______ involves gathering information about one‟s self and the environment.

(a) Career path (b) Career trend (c) Career exploration (d) Development

215. What is the purpose of training?

(a) To increase quality and productivity (b) To develop invectiveness and creativity


216. ______ is a systematic approach to learning and development to improve individual, team and

organizational effectiveness

(a) Career development (b) Workplace training (c) Succession planning (d) Career planning

217. _______ is the foundation on which the abilities and skills are built.

(a) Knowledge (b) Skills (c) Aptitude (d) Attitude

218. _______ refers to the way the person looks at things.

(a) Skill (b) Ability (c) Training (d) Mentoring

219. Skills refers to the capability to perform job operations with ease and precision.

(a) True (b) False (c) Cannot say

220. A comprehensive valuation of current HRD strategies, structure, systems, styles etc. in context

with business plans is

(a) Audit (b) HRD audit (c) Control (d) Costing

221. The objective/s of HRD audit cover/s

(a) Organizational growth (b) Professional endowment

(c) Bench marking (d) All of the above

222. To improve performance of managers is the aim/objective of

(a) Management Development (b) Controlling (c) Career development (d) Training program

223. Grid Training is technique for development for

(a) Workers (b) Supervision (c) Staff (d) Managers

224. A behavioural science approach to improve organizational effectiveness is

(a) TQM (b) Benchmarking (c) Organizational development (d) Collaboration

225. The planed process of developing an organisation to be more effective in accomplishing desired

goals is

(a) Organizational effectiveness (b) Succession planning(c) TQM(d) Organizational development

226. Who has proposed the unfreezing-changing and freezing model of OD?

(a) Kurt Lewin (b) Leavitt (c) Griener (d) Taylor

227. The favourableness or unfavourableness of a job environment for people refers to

(a) Quality of work life (b) Political environment

(c) Organizational culture (d) None of the above

228. The objective/s of the Quality of work life program is/are

(a) Improve employee satisfaction (b) Enhance productivity

(c) Reinforce workplace learning (d) All of the above

229. Principle of equity means

(a) Giving equal salary to all (b) Just way to evaluating the conditions of an employee

(c) Listening to all (d) Equal benefits to all

230. Autonomy means

(a) No supervision (b) Freedom in performance (c) Less freedom (d) Authority

231. Job enrichment also means

(a) Reduce work load (b) Vertical loading of the job

(c) Share the work load (d) Change the work

232. Job rotation can be

(a) Vertical (b) Horizontal (c) Both a and b (d) Triangular

233. The concept of quality circle has been derived from

(a) Europe (b) Japan (c) India (d) America

234. ____ means taking part in sharing of power and status between managers and workers.

(a) Quality of work life (b) Quality circle (c) Worker‟s participation (d) Sharing

235. In India there are two types of labour welfare. These are known as

(a) Statutory and legal (b) Statutory and Voluntary

(c) Voluntary and private (d) Public and Private

236. Knowledge management covers

(a) Explicit knowledge (b) Implicit knowledge (c) Tacit knowledge (d) All of the above

237. What is not concerned with the field of HRM system?

(a) HR policy (b) Branding (c) Job design (d) Working designs

238. Job analysis cover/s



(a) Induction (b) Wage and salary administration (c) Collective Bargaining (d) All of these

239. HRD audit is an audit of

(a) Manpower (b) Plant (c) goodwill (d) Resources

240. Role playing method and case study method are examples of ____ type of training

(a) Performance training (b) Executive development training

(c) Vestibule training (d) Internship training

241. Personality tests aim at

(a) Measuring the basic makeup of the individual

(b) Measuring the candidate‟s knowledge and skill

(c) Measuring the candidate‟s intelligence (d) All of these

242. Whose name is associated with efficiency Plan?

(a) Emerson (b) H.L. Grantt (c) Bedeaux (d) Rowan

243. The first operative function of personnel management is

(a) Procurement (b) Maintenance (c) Development (d) Salary Structure

244. The payment of wages act was formulated in which year

(a) 1903 (b) 1936 (c) 1980 (d) 1947

245. “Motivation” is a branch of

(a) Planning (b) Organizing (c) Controlling (d) Delegating

246. The all India Trade union congress was formulated in

(a) 1919 (b) 1940 (c) 1947 (d) 1920

247. A personnel manager should process all round skills like

(a) Intelligence (b) Educational (c) Leadership (d) All of the above

248. A personnel manager performs different roles of

(a) Administrator (b) Facilitator (c) controller (d) All of the above

249. Laissez-Faire is a type of

(a) Management style (b) Leadership style (c) Traditional style (d) Supervisory style

250. Statement (A): A training programme helps in correct assessment of training needs.

Statement (B): It helps to improve job performance

Select the right option

(a) Statement A and B both are true (b) B supports A

(c) A support B (d) A is true b is false

251. ______ was primarily inexistence in traditional times for taking care of HR

(a) Personal Development (b) Human Resource Management

(c) Personnel Administration (d) Human Resource Utilisation


(A) Transfer (i) Shifting of employee

(B) Promotion (ii) Advancement of an employee

(C) Puzzle (iii) Type of test

(D) Preliminary Interview (iv) Selection

(a) A-i, B-ii, C-iii, D-iv (b) A-i, B-iii, C-ii, D-iv (c) A-iv, B-ii, C-iii, D-I (d) A-ii, B-i, C-iv, D-iii

253. Human Resource Planning is the responsibility of both the line and staff managers

(a) True (b) False (c) Only line manager (d) Only staff manager

254. Techniques of managerial control are useful in

(a) Profit Planning (b) Conducting meeting (c) Both a and b (d) Job rotation

255. _____ is an arrangement entered into by which the employees receive a share, fixed in advance

of profits

(a) Profit sharing (b) Reward (c) Incentive (d) Extra pay

256. Delegation of authority takes place when a manager thinks that

(a) He is unable to work (b) He is inefficient

(c) He cannot look after all the demanding tasks himself (d) He plans to go outside

257. Employment exchanges are very good source of

(a) External recruitment (b) Internal recruitment (c) Direct recruitment (d) Employee referral

258. Recruitment at the factory gate is as usually done in case of

(a) Skilled labour (b) Unskilled labour (c) Both a and b (d) Trained specially

259. The knowledge or skill acquired for a definite purpose is known as

(a) Knowledge learning (b) Training (c) Education (d) Expertise

260. Job security is enhanced in which system of payment

(a) Time wages (b) Piece wages (c) Both a and b (d) Differential wage

261. Differential wage rate system was advocated by



(a) Henri Fayol (b) F. W. Taylor (c) Peter Drucker (d) None of the above

262. Coordination and communication are

(a) Interdependent (b) Contradictory (c) Synonyms (d) Opposite

263. Management has to carry out the function of labour welfare

(a) Within the organization (b) Outside the organization (c) Both a and b (d) No where

264. Informal communication is also known as grapevine communication because

(a) It goes upward (b) It functions smoothly (c) It grows like a grape plant (d) Both b and c

265. Mutual cooperation and networking are

(a) Win-win strategy (b) Networking strategy (c) Franchise strategy (d) Competitive strategy

266. Dramatic reduction of manpower is called

(a) Termination (b) Retrenchment (c) Downsizing (d) Eroticizing

267. A situation where management is unable to provide employment due to non-availability of work

is called

(a) Lock out (b) Lay off (c) Termination (d) Closure

268. Monitoring employees through a preplanned series of position is called

(a) Promotion (b) Succession plaming (c) Job reporting (d) job rotation

269. Which one of the following method of training is required in enhancing decision making skills?

(a) On the job training (b) Behavioral modeling (c) Management games (d) Action learning

270. A list of job duties, responsibilities, reporting relationships and working conditions is called

(a) Job enhancement (b) Job specifications (c) Job description (d) Job enlargement

271. The predesigned set of questions used in an interview process leads to

(a) Behavioural interview (b) Situational interview

(c) Non-directional interview (d) Structured interview

272. The process of selecting, organizing and interpreting or attaching meaning to events happening in

the environment is called

(a) Perception (b) Attitude (c) Personality (d) Learning

273. Which of the following is/are not significant casual factor/s for grievance?

(a) Wages working condition and supervision

(b) Management policies, practice & maladjustments of employees

(c) Both a and b (d) None of the above

274. _____ means a mandatory settlement of industrial disputes by labour court or industrial tribunal

(a) Adjudication (b) Conciliation (c) Arbitration (d) Collective bargaining

275. _____ is a process where representation of workers & employers are brought together before a

third party for settlement by mutual discussion

(a) Bargaining (b) Adjudication (c) Conciliation (d) Settlement

276. In which process of settlement a neutral party studies the bargaining situation and makes

recommendations?

(a) Voluntary Arbitration (b) Collective Bargaining (c) Settlement mutually (d) Adjudication

277. A difference of opinion between employers and employees is terminated as

(a) Difference of opinion (b) Quarrel (c) Industrial dispute (d) Conflict

278. An industrial establishment should protect its employees against _____

(a) Competitors (b) Health hazards (c) Disputes (d) Conflicting situations

279. Which of the following is not a criteria for assessing performance?

(a) Quality (b) Quantity (c) Timeliness (d) Appearance

280. VRS is an example of

(a) Resignation (b) Downsizing (c) Termination (d) Exit policy

281. “Reciprocity” is a feature of

(a) Delegation (b) Co-ordination (c) Direction (d) All of these

282. The personnel function is concerned with the procurement, development and ____ of the

personnel of an organization.

(a) Compensation (b) Integration (c) Maintenance (d) All of the above

283. Industrial relations are based on ____

(a) Satisfaction and communication (b) Grievance procedure

(c) Collective bargaining (d) None of the above

284. Planning and development is based on _____

(a) Job analysis (b) Personnel research (c) Organizational planning (d) None of the above

285. Wage and Salary administration covers the following

(a) Job analysis (b) Job description (c) Job evaluation and grading (d) All of the above



286. A ____ is a man made rule for predetermined course of action that is established to guide the

performance of work towards the organization

(a) Rule (b) Program (c) Policy (d) Plan

287. According to Edwin B. Flippo personnel policy/ies is/are as follows

(a) Procurement policy (b) Development policy (c) Integration policy

(d) Maintenance and compensation policy (e) All of the above

288. ____ means the boundary to operate within the prescribed limits

(a) Maintenance (b) Delegation of authority (c) Controlling (d) Supervising

289. What means conferring authority from one executive or organization unit to another>

(a) Assignment (b) Promotion (c) Delegation (d) None of the above

290. The formation of human resource department is dependent on factors like

(a) Size of the organization (b) Nature of the business

(c) Location and type of management style (d) All of the above

291. Which one of the following formula was given by F.A. Halsey for determination of wages>

(a) T × R + (S – T) × R × % (b) T × R + 𝑆−𝑇

𝑇 × T × R (c) T × R +

𝑆−𝑇

𝑆 × T × R (d) T × R

292. Manpower management according to the needs of the firms is the objective of ____

(a) Human Resource Planning (b) Human Resource management

(c) Performance Management (d) Personnel Management

293. ______ is the process of searching for prospective employees and stimulating them to apply for

jobs in organization

(a) Selection (b) Promotion (c) Recruitment (d) Training

294. According to Dale Yoder _____ is a collection of duties, responsibilities which are assigned to an

individual

(a) Position (b) Status (c) Job (d) Assignment

295. What is a systematic procedure for collecting and providing information defining a specific job?

(a) Job analysis (b) Job description (c) Performance appraisal (d) All of the above

296. According to Ministry of Labour, Britian, ____ is the process of examining a job to identify its

component parts and the circumstances in which it is performed

(a) Training and development (b) Human resource development

(c) Job analysis (d) Personnel administration

297. Job description includes ____

(a) Job identification (b) job summary (c) Job duties (d) All of the above

298. A mathematical concept of superior-subordinate relationship was given by

(a) Bayard O. Wheeler (b) V.A. Gracunas (c) Lyndal Urwick (d) Earnest Dale

299. Out of the following which is not a type of method of wage payment?

(a) Time (b) Piece wage (c) Payment wage (d) Incentive wage

300. Construction Puzzle is a type of _____ test

(a) Selection test (b) Performance test (c) Mechanical ability test (d) All of the above



ANSWER KEY

1. (b) 2. (b) 3. (d) 4. (d) 5. (b) 6. (d) 7. (c)

8. (d) 9. (d) 10. (c) 11. (c) 12. (b) 13. (d) 14. (a)

15. (a) 16. (b) 17. (c) 18. (a) 19. (d) 20. (b) 21. (d)

22. (b) 23. (d) 24. (a) 25. (b) 26. (a) 27. (c) 28. (e)

29. (d) 30. (a) 31. (c) 32. (c) 33. (d) 34. (d) 35. (e)

36. (a) 37. (d) 38. (c) 39. (d) 40. (c) 41. (b) 42. (d)

43. (d) 44. (a) 45. (d) 46. (a) 47. (a) 48. (c) 49. (b)

50. (a) 51. (b) 52. (b) 53. (b) 54. (b) 55. (d) 56. (b)

57. (b) 58. (b) 59. (b) 60. (c) 61. (a) 62. (d) 63. (b)

64. (c) 65. (c) 66. (a) 67. (b) 68. (c) 69. (b) 70. (b)

71. (b) 72. (c) 73. (b) 74. (a) 75. (d) 76. (d) 77. (a)

78. (d) 79. (c) 80. (a) 81. (a) 82. (a) 83. (d) 84. (d)

85. (a) 86. (b) 87. (b) 88. (d) 89. (c) 90. (a) 91. (d)

92. (c) 93. (b) 94. (c) 95. (d) 96. (d) 97. (b) 98. (c)

99. (b) 100. (d) 101. (a) 102. (a) 103. (a) 104. (b) 105.(a)

106. (d) 107. (a) 108. (b) 109. (c) 110. (a) 111. (c) 112.(b)

113. (d) 114. (a) 115. (b) 116. (d) 117. (a) 118. (b) 119.(c)

120. (d) 121. (c) 122. (a) 123. (d) 124. (d) 125. (d) 126.(b)

127. (b) 128. (a) 129. (c) 130. (c) 131. (a) 132. (b) 133.(a)

134. (d) 135. (d) 136. (e) 137. (a) 138. (a) 139. (d) 140.(a)

141. (c) 142. (c) 143. (d) 144. (b) 145. (a) 146. (b) 147.(c)

148. (d) 149. (b) 150. (d)

151. (a) 152. (d) 153. (d) 154. (c) 155. (b) 156. (d) 157. (a)

158. (a) 159. (b) 160. (d) 161. (a) 162. (a) 163. (b) 164. (a)

165. (c) 166. (d) 167. (d) 168. (a) 169. (c) 170. (a) 171. (b)

172. (a) 173. (d) 174. (b) 175. (b) 176. (c) 177. (c) 178. (c)

179. (b) 180. (c) 181. (c) 182. (b) 183. (a) 184. (b) 185. (c)

186. (c) 187. (b) 188. (d) 189. (b) 190. (c) 191. (d) 192. (b)

193. (a) 194. (a) 195. (a) 196. (d) 197. (a) 198. (c) 199. (c)

200. (b) 201. (d) 202. (b) 203. (c) 204. (a) 205. (b) 206. (b)

207. (a) 208. (c) 209. (b) 210. (d) 211. (c) 212. (a) 213. (b)

214. (c) 215. (c) 216. (b) 217. (a) 218. (b) 219. (a) 220. (b)

221. (d) 222. (a) 223. (d) 224. (c) 225. (d) 226. (a) 227. (a)

228. (d) 229. (b) 230. (b) 231. (b) 232. (c) 233. (b) 234. (c)

235. (b) 236. (d) 237. (b) 238. (d) 239. (a) 240. (b) 241. (a)

242. (a) 243. (a) 244. (a) 245. (c) 246. (a) 247. (d) 248. (d)

249. (a) 250. (a) 251. (c) 252. (a) 253. (a) 254. (a) 255. (a)

256. (c) 257. (a) 258. (b) 259. (b) 260. (a) 261. (b) 262. (a)

263. (c) 264. (d) 265. (b) 266. (b) 267. (b) 268. (b) 269. (c)

270. (c) 271. (d) 272. (a) 273. (d) 274. (a) 275. (c) 276. (a)

277. (c) 278. (b) 279. (d) 280. (d) 281. (b) 282. (d) 283. (d)

284. (c) 285. (d) 286. (c) 287. (e) 288. (a) 289. (c) 290. (d)

291. (a) 292. (a) 293. (c) 294. (c) 295. (b) 296. (c) 297. (d)

298. (b) 299. (c) 300. (c)

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IACE-Indian Academy Of Competitive Exams IBPS SO ... Management.pdf12. Job Specification The job specification takes the job description and answers the questions. Job specifications