- Identify the managerial function out of the following functions of HR managers.
- Procurement
- Development
- Organizing
- performance appraisal
- Which of the following is an example of operative function of HR managers?
- Planning
- Organising
- Procurement
- Controlling
- The scope of human resource management includes
- Procurement
- Development
- Compensation
- all of the above
- Human resource management is normally in nature
- Proactive
- Reactive
- Combative
- none of the above
- 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
- 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.
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- In which decade did HRM originate?
- 1950s
- 1970s
- 1980s
- 1990s
- 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
- Which consulting company is associated with the concept of talent management?
- Price Waterhouse Coopers
- Boston Consulting Group
- Deloitte
- McKinsey
- 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
- Which of the following is a key HR role as defined by Ulrich et al (2009)?
- Personnel administrator
- Business ally
- Payroll adviser
- Organisational geographer
- The term ’emotional labour’ is associated with which author?
- Arlie Hochschild
- Stephen Fineman
- David Sims
- Yiannis Gabriel
- 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.
- What measures are typically involved in the rationalising of businesses?
- Downsizing and. Layering
- Expanding and Layering
- Downsizing and Delayering
- Expanding and Delayering
- 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
- 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
- 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
- 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
- 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
- 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.
- The competencies or skills that a firm employs to transform inputs into outputs are:
- tangible resources
- intangible resources
- organisational capabilities
- reputational resources
- 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
- 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
- The “balanced scorecard” supplies top managers with a ___________view of the business.
- long-term financial
- detailed and complex
- simple and routine
- fast but comprehensive
- In strategic human resource management, HR strategies are generally aligned with:
- business strategy
- marketing strategies
- finance strategy
- economic strategy
- 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
- Treating employees as precious human resources is the basis of the approach.
- hard HRM
- soft HRM
- medium HRM
- none of the above
- Strategic human resource management aims to achieve competitive advantage in the market through.
- Price
- Product
- People
- Process
- 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
- Strategic management process usually consists of __ steps
- Four
- Five
- Six
- Seven
- One of the components of corporate level strategy is:
- growth strategy’
- portfolio strategy
- parenting strategy
- all of the above
- 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
- 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
- Procedures provide for an important element of consistency in managerial?
- Direction
- Strategy
- Recruitment
- Decision-making
- 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.
- Who famously adopted Taylor’s Scientific Management approach?
- Ronald McDonald
- Ralph Lauren
- Henry Ford
- James Dyson
- 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.
- 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
- 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.
- 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
- 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
- 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
- Which is the most popular method of recruiting applicants to jobs?
- Radio and TV advertisement
- Corporate website
- Employee referral schemes
- Commercial job boards
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