SHRM Objectives Set 1

12/08/2020 1 By indiafreenotes
  1. Identify the managerial function out of the following functions of HR managers.
  • Procurement
  • Development
  • Organizing
  • performance appraisal


  1. Which of the following is an example of operative function of HR managers?
  • Planning
  • Organising
  • Procurement
  • Controlling


  1. The scope of human resource management includes
  • Procurement
  • Development
  • Compensation
  • all of the above


  1. Human resource management is normally in nature
  • Proactive
  • Reactive
  • Combative
  • none of the above


  1. The human resource management functions aim at
  • ensuring that the human resources possess adequate capital, tool, equipment and material to perform the job successfully
  • helping the organisation deal with its employees in different stages. of employment
  • improving an organisation’s creditworthiness among financial institutions
  • none of the above


  1. Which of the ‘following aptly describes the role of line managers and staff advisors, namely HR professionals?
  • Staff advisors focus more on developing HR programmes while line managers are more involved in the implementation of those programmes.
  • Line managers are concerned more about developing HR programmes whereas staff advisors are more involved in implementing such programmes.
  • 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.
  • 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.


  1. Human resource management is the formal part of an organisation responsible for all of the following aspects of the management of human resources except:
  • strategy development and analysis
  • systems, processes, and procedures
  • policy making, implementation, and enforcement
  • management of the organisation’s finances


  1. organisation relies on the following sources of capital
  • cultural, human and system capital
  • social, cultural and human capital
  • cultural, human and source capital
  • none of the above


  1. To address the challenges and opportunities they face organisations engage in’ a process of strategic management. Strategic management is:
  • short-term focused and composed of organisational strategy, including strategy formulation and implementation
  • long-term focused and composed of the organisation’s mission, vision and value statements
  • long-term focused and composed of organisational strategy, including strategy formulation and implementation
  • short-term focused and composed of the organisation’s mission, vision and value statements


  1. Strategic human resource management involves:
  • planning, foresight and analytical decision making
  • setting employment standards and policies
  • linking human resources with strategic objectives to improve performance
  • all of the above


  1. The balanced scorecard proposes that organisational success depends on:
  • a focus on only the internal environment of the organization
  • a constantly changing external environment
  • the belief that it is impossible to take a rationalist view of the organisation to make optimal choices
  • an ability to develop a complete list of cause and effect relationships driving a firm’s success


  1. Kochan and Barocci’s (1985) model of HRM has three elements. These elements are:
  • the external environment, the internal environment and human resource management
  • HRM/lR system effectiveness, the external environment and the internal environment
  • human resource management, the internal environment and HRM/lR system effectiveness.
  • the external environment, human resource management and HRM/lR system effectiveness


  1. The critical role of the SHRM Application Tool is to:
  • develop a better strategic management process to deal with the dynamic changing environment today’s organisations face
  • identify if the organisation has enough staff, if the staff need training, if the compensation practices are appropriate, and if jobs are designed correctly
  • identify and assess a narrow group of actions and plan how the organisation can overcome resistance to change
  • outline techniques, frameworks, and six steps that must be followed to effectively implement change in an organization


  1. In which decade did HRM originate?
  • 1950s
  • 1970s
  • 1980s
  • 1990s


  1. What are the ideas underpinning ‘soft’, ‘e commitment’, or ‘high-road’ HRM practices?
  • Labour needs to be treated as an asset to be invested in
  • Employees are a cost which should be minimized
  • A lack of mutuality existing between employer and employee
  • A disregard for unlocking discretionary effort


  1. Which consulting company is associated with the concept of talent management?
  • Price Waterhouse Coopers
  • Boston Consulting Group
  • Deloitte
  • McKinsey


  1. Why are employers interested in employee engagement?
  • To encourage employees to trust their managers
  • To make a quick profit
  • Because engaged employees are more motivated and prepared to give of their best to make the firm succeed
  • To make employees work harder for less


  1. Which of the following is a key HR role as defined by Ulrich et al (2009)?
  • Personnel administrator
  • Business ally
  • Payroll adviser
  • Organisational geographer


  1. The term ’emotional labour’ is associated with which author?
  • Arlie Hochschild
  • Stephen Fineman
  • David Sims
  • Yiannis Gabriel


  1. Why do some commentators claim that it is unlikely that the UK economy will become a knowledge economy?
  • The lack of IT education in schools
  • Culturally low in intelligence.
  • Historically low levels of company investment into research and development
  • Unions try to prevent knowledge transfer from management level to the broader workforce.


  1. What measures are typically involved in the rationalising of businesses?
  • Downsizing and. Layering
  • Expanding and Layering
  • Downsizing and Delayering
  • Expanding and Delayering


  1. What kinds of practices outlined below are typically associated with non-standard working and flexibility?
  • 9-5 working hours
  • The reduction in distinctions between standard and unsocial hours or standard and extra hours
  • Premium rates for unsocial hours
  • The voluntary agreement of unsocial hours working


  1. Which of the following is not a limitation of SWOT (Strengths, Weaknesses, Opportunity, Threats) analysis?
  • Organisational strengths may not lead to competitive advantage
  • SWOT gives a one-shot view of a moving target
  • SWOT’s focus on the external environment is too broad and integrative
  • SWOT overemphasises a single dimension of strategy


  1. 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:
  • synergy of the business units.
  • need to maintain the reputation of the company.
  • organisational culture and leadership
  • interrelationships among functional areas and firm strategies


  1. 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
  • Just-In-Time (JIT)
  • Last In, First Out (UFO)
  • First In, First Out (FIFO)
  • Highly mechanized


  1. Which of the following lists is comprised of support activities?
  • Human resource management, information systems, procurement, and firm infrastructure
  • Customer service, information systems, technology development, and procurement
  • Human resource management, technology development, customer service, and procurement
  • Human resource management, customer service, marketing and sales, and operations


  1. 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:
  • negotiating and maintaining ongoing relations with regulatory bodies
  • marketing expertise increasing a firm’s revenues and enabling it to enter new markets.
  • effective information systems contributing significantly to a firm’s overall cost leadership strategy.
  • top management providing a key role in collaborating with important customers.


  1. The competencies or skills that a firm employs to transform inputs into outputs are:
  • tangible resources
  • intangible resources
  • organisational capabilities
  • reputational resources


  1. An array of firm resources include interpersonal relations among managers in the firm, its culture, and its reputation with its customers and suppliers. Such competitive advantages are based upon:
  • physical uniqueness
  • path dependency
  • social complexity
  • tangible resources


  1. A company’s ability to meet its short-term financial obligations is measured by which of the following categories?
  • Liquidity ratios
  • Profitability ratios
  • Activity ratios
  • Leverage ratios


  1. The “balanced scorecard” supplies top managers with a ___________view of the business.
  • long-term financial
  • detailed and complex
  • simple and routine
  • fast but comprehensive


  1. In strategic human resource management, HR strategies are generally aligned with:
  • business strategy
  • marketing strategies
  • finance strategy
  • economic strategy


  1. Which of the following is closely associated with strategic human resource management?
  • Efficient utilisation of human resources
  • Attracting the best human resources
  • Providing the best possible training
  • All of the above


  1. Treating employees as precious human resources is the basis of the approach.
  • hard HRM
  • soft HRM
  • medium HRM
  • none of the above


  1. Strategic human resource management aims to achieve competitive advantage in the market through.
  • Price
  • Product
  • People
  • Process


  1. Wright and Snell made important contribution to the growth of:
  • Strategic fit model
  • Strategic labour allocation process model
  • Business-oriented model
  • none of the above


  1. Strategic management process usually consists of __ steps
  • Four
  • Five
  • Six
  • Seven


  1. One of the components of corporate level strategy is:
  • growth strategy’
  • portfolio strategy
  • parenting strategy
  • all of the above


  1. Creating an environment that facilitates a continuous and two-way exchange of information between the superiors and the subordinates is the core of:
  • High involvement management model
  • High commitment management model
  • High performance management model
  • none of the above


  1. Boundary crossing is an activity that
  • Creates internal organisational conflict between different departments as they compete to generate new practices
  • Occurs when organisations advance into new areas of the market
  • Undermines the integration of an organisation through the breakdown of the departmental boundaries.
  • Is focused upon achieving internal organisational integration between various organisational roles and units in order to generate creativity and synergy


  1. Procedures provide for an important element of consistency in managerial?
  • Direction
  • Strategy
  • Recruitment
  • Decision-making


  1. Why has the bureaucratic form of organisation been fundamentally questioned?
  • The pressures of globalisation have rendered it unsuitable.
  • Organisations are experiencing acute pressure to change and pursue innovation as a means of securing business growth.
  • Organisations have grown so large that it is almost impossible to create an effective bureaucracy to manage them.
  • Information Technology has made it redundant.


  1. Who famously adopted Taylor’s Scientific Management approach?
  • Ronald McDonald
  • Ralph Lauren
  • Henry Ford
  • James Dyson


  1. The most pertinent criticism of the empowerment concept concerns
  • the balance between customers’ wishes and efficiency.
  • the limited evidence for any shift towards a substantially. more empowered workforce.
  • the over-empowerment of employees
  • the limited theorising of the concept.


  1. One of the following attributes of potential employees is of heightened interest to employers when recruiting. Which one is it?
  • The candidate’s physical health
  • The candidate’s ability to deal with customers
  • The candidate’s ability to prepare for and cope with an uncertain future
  • The candidate’s organisational abilities


  1. Selection is concerned with:
  • The activity to select a suitable pool of candidates.
  • Always being stimulated by the departure of an employee.
  • Always ascertaining a candidate’s personality to ensure a suitable fit.
  • Applying appropriate techniques and methods to select a candidate.


  1. Which activities are not associated with workforce planning?
  • Forward planning reviewing internal and external labour supply
  • Assessing capability of workforce to develop any requisite skills
  • Time keeping
  • Identifying areas where recruitment will be needed


  1. Why is job analysis so infused with organisational politics?
  • Because it is a process which could lead to contraction of employees in a department and therefore diminishing its power base
  • A result of interdepartmental rivalry
  • Because it is not an objective activity
  • Because it is a process through which companies try to shed labour


  1. What do rational processes to recruitment and selection typically ignore?
  • Labour market demand
  • Wages
  • The time it takes to get to work
  • The use of power and micropolitics by managers


  1. Which is the most popular method of recruiting applicants to jobs?
  • Radio and TV advertisement
  • Corporate website
  • Employee referral schemes
  • Commercial job boards