

McqMate
These multiple-choice questions (MCQs) are designed to enhance your knowledge and understanding in the following areas: Bachelor of Business Administration in Human Resource Management (BBA HRM) .
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 |
26. |
One of the components of corporate level strategy is: |
A. | growth strategy' |
B. | portfolio strategy |
C. | parenting strategy |
D. | all of the above |
Answer» D. all of the above |
27. |
Creating an environment that facilitates a continuous and two-way exchange of information between the superiors and the subordinates is the core of: |
A. | High involvement management model |
B. | High commitment management model |
C. | High performance management model |
D. | none of the above |
Answer» A. High involvement management model |
28. |
Procedures provide for an important element of consistency in managerial? |
A. | Direction |
B. | Strategy |
C. | Recruitment |
D. | Decision-making |
Answer» D. Decision-making |
29. |
Why has the bureaucratic form of organisation been fundamentally questioned? |
A. | The pressures of globalisation have rendered it unsuitable. |
B. | Organisations are experiencing acute pressure to change and pursue innovation as a means of securing business growth. |
C. | Organisations have grown so large that it is almost impossible to create an effective bureaucracy to manage them. |
D. | Information Technology has made it redundant. |
Answer» B. Organisations are experiencing acute pressure to change and pursue innovation as a means of securing business growth. |
30. |
The most pertinent criticism of the empowerment concept concerns |
A. | the balance between customers' wishes and efficiency. |
B. | the limited evidence for any shift towards a substantially .more empowered workforce. |
C. | the over-empowerment of employees |
D. | the limited theorising of the concept. |
Answer» B. the limited evidence for any shift towards a substantially .more empowered workforce. |
31. |
Selection is concerned with: |
A. | The activity to select a suitable pool of candidates. |
B. | Always being stimulated by the departure of an employee. |
C. | Always ascertaining a candidate's personality to ensure a suitable fit. |
D. | Applying appropriate techniques and methods to select a candidate. |
Answer» D. Applying appropriate techniques and methods to select a candidate. |
32. |
What do rational processes to recruitment and selection typically ignore? |
A. | Labour market demand |
B. | Wages |
C. | The time it takes to get to work |
D. | The use of power and micropolitics by managers |
Answer» D. The use of power and micropolitics by managers |
33. |
Which is the most popular method of recruiting applicants to jobs? |
A. | Radio and TV advertisement |
B. | Corporate website |
C. | Employee referral schemes |
D. | Commercial job boards |
Answer» B. Corporate website |
34. |
Which selection method remains the most used by organisations? |
A. | Interviews |
B. | Ability tests |
C. | References |
D. | A trial period |
Answer» A. Interviews |
35. |
Which items below are' forms of perceptual errors made during the selection process? |
A. | Like-me judgements |
B. | A candidate's time-keeping |
C. | The interview setting |
D. | The time of day |
Answer» A. Like-me judgements |
36. |
Which of the below is a form of interview used in candidate selection? |
A. | The appraisal interview |
B. | The competency based interview |
C. | The disciplinary interview |
D. | The return to work interview |
Answer» B. The competency based interview |
37. |
The interview is used as a method for determining: |
A. | The personality of the candidate |
B. | The degree of fit between the applicant and the demands of the job. |
C. | His/her age. |
D. | Physical attributes |
Answer» B. The degree of fit between the applicant and the demands of the job. |
38. |
According to the Leitch Review of Skills (2006), the ability of firms to succeed in the face of growing international competition depends increasingly on; |
A. | Work culture |
B. | Relaxed legal system |
C. | Good infrastructure |
D. | Skilled labour |
Answer» D. Skilled labour |
39. |
What is the main reason employers give why employees are not fully proficient? |
A. | Lack of experience |
B. | Over qualified |
C. | Lack of numeracy skills |
D. | Lack of literacy skills |
Answer» A. Lack of experience |
40. |
Which of the stages below are part of the Systematic Training Cycle? |
A. | Analyse operating conditions |
B. | Design training |
C. | Deliver on time |
D. | Evaluate customer feedback |
Answer» B. Design training |
41. |
What is the main disadvantage of off-the-job learning? |
A. | It isn't always directly related to real organisational issues and needs |
B. | The time needed to set up |
C. | Accessibility for those training |
D. | Long term costs |
Answer» A. It isn't always directly related to real organisational issues and needs |
42. |
A cultural view of learning considers the values and norms of communities through: |
A. | Myths, legends and proverbs |
B. | Music, song and dance |
C. | Rituals, language and religion |
D. | Talk, practices and stories |
Answer» D. Talk, practices and stories |
43. |
What is a 'communities of practice' approach to organisational learning? |
A. | An approach that focuses on practising 'best practice' |
B. | An approach that focuses on the values, beliefs and norms of a social group |
C. | An approach that focuses on the skills embedded within the group |
D. | An approach that has a clear set of defined practices to use in all situations |
Answer» B. An approach that focuses on the values, beliefs and norms of a social group |
44. |
Chase's study (1997) identified what issue as being the biggest obstacle to creating a knowledgecreating company? |
A. | Limited resources for training and development |
B. | Organisational culture |
C. | Failure of management |
D. | Inability to access learning material |
Answer» B. Organisational culture |
45. |
What is the most common form of organisational intervention designed to improve employee wellbeing? |
A. | Secondary and tertiary |
B. | Primary |
C. | Variable |
D. | Best-fit |
Answer» A. Secondary and tertiary |
46. |
What are the main aims of Employee Assistance Programmes? |
A. | To alter the organisational culture |
B. | To address team and individuaf performance and well-being in the workplace |
C. | To focus the attention Of employees to the power structures of an organization |
D. | To establish effective methods of care and support for 'everyone in an organization |
Answer» B. To address team and individuaf performance and well-being in the workplace |
47. |
How does the selection of an international assignee usually take place? |
A. | Formal interview process with internal staff. |
B. | Informal discussion based on chance conversations with internal staff. |
C. | Informal discussion between each member of a specific team. |
D. | Formal recruitment process that includes internal and external candidates |
Answer» B. Informal discussion based on chance conversations with internal staff. |
48. |
How can HRM help to build successful cross-border alliances? |
A. | By ensuring that organisations spend 25% of their budgets on cross-border alliances |
B. | By ensuring that a strategy is in place before embarking on a cross-border alliance |
C. | By ensuring that organisations export their ideas to other societies and cultures |
D. | By ensuring that international joint ventures are staffed by high-quality managers |
Answer» D. By ensuring that international joint ventures are staffed by high-quality managers |
49. |
Which of the following techniques are not connected with human resource planning? |
A. | succession planning |
B. | management of change |
C. | simple linear regression |
D. | Markov matrix analysis |
Answer» B. management of change |
50. |
Which of the following is NOT a common criticism of using personality tests in selection? |
A. | Good performers in the same job may have different personalities |
B. | There are no reliable instruments with which to assess personality |
C. | An individual's personalitycan vary with circumstances |
D. | Candidates can fake the answers, so giving a misleading impression |
Answer» B. There are no reliable instruments with which to assess personality |
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