| 1. |
The scope of human resource management includes |
| A. | Procurement |
| B. | Development |
| C. | Compensation |
| D. | all of the above |
| Answer» D. all of the above | |
| 2. |
Human resource management is normally in nature |
| A. | Proactive |
| B. | Reactive |
| C. | Combative |
| D. | none of the above |
| Answer» A. Proactive | |
| 3. |
The human resource management functions aim at |
| A. | ensuring that the human resources possess adequate capital, tool, equipment and material to perform the job successfully |
| B. | helping the organisation deal with its employees in different stages. of employment |
| C. | improving an organisation's creditworthiness among financial institutions |
| D. | none of the above |
| Answer» B. helping the organisation deal with its employees in different stages. of employment | |
| 4. |
Which of the 'following aptly describes the role of line managers and staff advisors, namely HR professionals? |
| A. | Staff advisors focus more on developing HR programmes while line managers are more involved in the implementation of those programmes. |
| B. | Line managers are concerned more about developing HR programmes whereas staff advisors are more involved in implementing such programmes. |
| C. | Staff advisors are solely responsible for developing, implementing and evaluating the HR programmes while line managers are not all involved in any matters concerning HR. |
| D. | Line managers alone are responsible for developinq, implementing and evaluating the HR programmes while staff advisors are not all involved in any matters concerning HR. |
| Answer» A. Staff advisors focus more on developing HR programmes while line managers are more involved in the implementation of those programmes. | |
| 5. |
Human resource management is the formal part of an organisation responsible for all of the following aspects of the management of human resources except: |
| A. | strategy development and analysis |
| B. | systems, processes, and procedures |
| C. | policy making, implementation, and enforcement |
| D. | management of the organisation's finances |
| Answer» D. management of the organisation's finances | |
| 6. |
organisation relies on the following sources of capital |
| A. | cultural, human and system capital |
| B. | social, cultural and human capital |
| C. | cultural, human and source capital |
| D. | none of the above |
| Answer» B. social, cultural and human capital | |
| 7. |
Strategic human resource management involves: |
| A. | planning, foresight and analytical decision making |
| B. | setting employment standards and policies |
| C. | linking human resources with strategic objectives to improve performance |
| D. | all of the above |
| Answer» D. all of the above | |
| 8. |
The balanced scorecard proposes that organisational success depends on: |
| A. | a focus on only the internal environment of the organization |
| B. | a constantly changing external environment |
| C. | the belief that it is impossible to take a rationalist view of the organisation to make optimal choices |
| D. | an ability to develop a complete list of cause and effect relationships driving a firm's success |
| Answer» D. an ability to develop a complete list of cause and effect relationships driving a firm's success | |
| 9. |
Kochan and Barocci's (1985) model of HRM has three elements. These elements are: |
| A. | the external environment, the internal environment and human resource management |
| B. | HRM/lR system effectiveness, the external environment and the internal environment |
| C. | human resource management, the internal environment and HRM/lR system effectiveness . |
| D. | the external environment, human resource management and HRM/lR system effectiveness |
| Answer» D. the external environment, human resource management and HRM/lR system effectiveness | |
| 10. |
The critical role of the SHRM Application Tool is to: |
| A. | develop a better strategic management process to deal with the dynamic changing environment today's organisations face |
| B. | identify if the organisation has enough staff, if the staff need training, if the compensation practices are appropriate, and if jobs are designed correctly |
| C. | identify and assess a narrow group of actions and plan how the organisation can overcome resistance to change |
| D. | outline techniques, frameworks, and six steps that must be followed to effectively implement change in an organization |
| Answer» A. develop a better strategic management process to deal with the dynamic changing environment today's organisations face | |
| 11. |
What are the ideas underpinning 'soft', 'e commitment', or 'high-road' HRM practices? |
| A. | Labour needs to be treated as an asset to be invested in |
| B. | Employees are a cost which should be minimized |
| C. | A lack of mutuality existing between employer and employee |
| D. | A disregard for unlocking discretionary effort |
| Answer» A. Labour needs to be treated as an asset to be invested in | |
| 12. |
Which consulting company is associated with the concept of talent management? |
| A. | Price Waterhouse Coopers |
| B. | Boston Consulting Group |
| C. | Deloitte |
| D. | McKinsey |
| Answer» D. McKinsey | |
| 13. |
Which of the following is a key HR role as defined by Ulrich et al (2009)? |
| A. | Personnel administrator |
| B. | Business ally |
| C. | Payroll adviser |
| D. | Organisational geographer |
| Answer» B. Business ally | |
| 14. |
The term 'emotional labour' is associated with which author? |
| A. | Arlie Hochschild |
| B. | Stephen Fineman |
| C. | David Sims |
| D. | Yiannis Gabriel |
| Answer» A. Arlie Hochschild | |
| 15. |
What kinds of practices outlined below are typically associated with non-standard working and flexibility? |
| A. | 9-5 working hours |
| B. | The reduction in distinctions between standard and unsocial hours or standard and extra hours |
| C. | Premium rates for unsocial hours |
| D. | The voluntary agreement of unsocial hours working |
| Answer» B. The reduction in distinctions between standard and unsocial hours or standard and extra hours | |
| 16. |
A marketing department that promises delivery quicker than the production department's ability to produce is an example of a lack of understanding of the: |
| A. | synergy of the business units. |
| B. | need to maintain the reputation of the company. |
| C. | organisational culture and leadership |
| D. | interrelationships among functional areas and firm strategies |
| Answer» D. interrelationships among functional areas and firm strategies | |
| 17. |
XYZ Corp. is centering on the objective of low-cost, high quality, on-time production by curtailing idle productive facilities and workers. The XYZ Corp. is taking advantage of a system |
| A. | Just-In-Time (JIT) |
| B. | Last In, First Out (UFO) |
| C. | First In, First Out (FIFO) |
| D. | Highly mechanized |
| Answer» A. Just-In-Time (JIT) | |
| 18. |
Which of the following lists is comprised of support activities? |
| A. | Human resource management, information systems, procurement, and firm infrastructure |
| B. | Customer service, information systems, technology development, and procurement |
| C. | Human resource management, technology development, customer service, and procurement |
| D. | Human resource management, customer service, marketing and sales, and operations |
| Answer» A. Human resource management, information systems, procurement, and firm infrastructure | |
| 19. |
Although firm infrastructure is quite frequently viewed only as overhead expense, it can become a source of competitive advantage. Examples include all of the following except: |
| A. | negotiating and maintaining ongoing relations with regulatory bodies |
| B. | marketing expertise increasing a firm's revenues and enabling it to enter new markets. |
| C. | effective information systems contributing significantly to a firm's overall cost leadership strategy. |
| D. | top management providing a key role in collaborating with important customers. |
| Answer» B. marketing expertise increasing a firm's revenues and enabling it to enter new markets. | |
| 20. |
A company's ability to meet its short-term financial obligations is measured by which of the following categories? |
| A. | Liquidity ratios |
| B. | Profitability ratios |
| C. | Activity ratios |
| D. | Leverage ratios |
| Answer» A. Liquidity ratios | |
| 21. |
The "balanced scorecard" supplies top managers with a ___________view of the business. |
| A. | longterm financial |
| B. | detailed and complex |
| C. | simple and routine |
| D. | fast but comprehensive |
| Answer» D. fast but comprehensive | |
| 22. |
In strategic human resource management, HR strategies are generally aligned with: |
| A. | business strategy |
| B. | marketing strategies |
| C. | finance strategy |
| D. | economic strategy |
| Answer» A. business strategy | |
| 23. |
Which of the following is closely associated with strategic human resource management? |
| A. | Efficient utilisation of human resources |
| B. | Attracting the best human resources |
| C. | Providing the best possible training |
| D. | All of the above |
| Answer» D. All of the above | |
| 24. |
Treating employees as precious human resources is the basis of the approach. |
| A. | hard HRM |
| B. | soft HRM |
| C. | medium HRM |
| D. | none of the above |
| Answer» B. soft HRM | |
| 25. |
Strategic management process usually consists of __ steps |
| A. | Four |
| B. | Five |
| C. | Six |
| D. | Seven |
| Answer» B. Five | |