IES Management College And Research Centre Bandra Reclamation Mumbai

QUESTION BOOKLET
HR

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This Question Bank is provided by IES Management College and Research Centre for limited purposes and on specific basis. The contents of this document are intended to provide general advice on the subject matter contained in it. It should not be regarded as a substitute for text-books and reference books on the respective subject matter. Students are advised not to consult this document in isolation.

Q.1. WHAT IS THE DIFFERENCE BETWEEN HUMAN RESOURCE MANAGEMENT AND HUMAN RESOURCE DEVELOPMENT? Ans. HRM is the art of managing human workforce in an organization in an optimum manner which is beneficial to the employee as well as to the organization in achieving the organizational goal. Whereas, HRD is a part of HRM. It deals with an all round development of an employee within an organization, his career development, training, counseling, helping him explore his potential and develop skills which would prove beneficial to both, employee and the organization. Q.2. WHAT DO WE MEAN BY ORGANISATIONAL BEHAVIOUR? Ans. O.B can be defined as understanding, prediction and management of human behavior in organization O.B is field study that investigate the impact that individual ,group and structure have on behavior within the organization for purpose of Appling such knowledge towards improving an organization effectiveness. Q.3. WHAT IS THE DIFFERENCE BETWEEN HUMAN RESOURCE MANAGEMENT (HRM) & HUMAN RESOURCE PLANNING(HRP)? Ans. HRP is a part of HRM. HRM is concerned with developing the skills and motivating the manpower of the organization. HRP is concerned with meeting the manpower requirement (quality and quantity of manpower required) of the organization. Q.4. WHAT IS HUMAN RESOURCE PLANNING? Ans. Human Resource Planning is understood as the process of forecasting an organisation's future demand for, and supply of, the right type of people in the right number. It is only after this that the HRM department can initiate the recruitment and selection process. HRP is a sub-system in the total organisational planning. It includes the estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure that personnel supply equals personnel demand at the appropriate point in the future. Q.5. WHAT CONTRIBUTION DOES HRM (HUMAN RESOURCE MANAGEMENT) MAKES FOR THE EFFECTIVE FUNCTIONING OF THE ORGANIZATION? Ans. 1. Helping the organization reach its goals. 2. Employing the skills & abilities of the workforce efficiently. 3. Communicating HRM policies to all employees. 4. Helping to maintain Ethical policies and Socially responsible Behaviour. 5. Providing the organization with well trained and well-Motivated employees. Q.6. WHAT IS HUMAN RESOURCE MANAGEMENT? Ans. Human resource management (HRM) is the strategic approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. Q.7. DESCRIBE THE CLASSICAL CONDITIONING THEORY OF LEARNING? Ans. Classical conditioning is a form of associative learning that was first put forth by Russian physiologist, Ivan Pavlov, in 1903. It is a reflexive or automatic type of learning in which a previously neutral stimulus acquires the capacity to evoke a response that was originally evoked by another (conditioned) stimulus after repeated pairings with the same. Its primary use in human behavior is in dealing with habit formation, either trying (1) to form good habits or (2) to break bad ones including phobias.

Q.8. WHAT IS HRD? Ans. Human Resources Development is a framework for the expansion of human capital within an organization. Human Resources Development is a combination of Training and Education that ensures the continual improvement and growth of both the individual and the organisation. Q.9. WHAT ARE THE HIERARCHICAL STAGES OF MASLOWS HIERARCHY? Ans. Abraham Maslow gave a well known theory named hierarchy of needs. He hypothesized that within every human being there exists a hierarchy of five needs. These needs are 1. Physiological: Includes hunger, thirst, shelter, sex, and other bodily needs 2. Safety : Includes security and protection from physical and emotional harm 3. Social : Includes affection, belongingness, acceptance, and friendship 4. Esteem : Includes internal esteem factors such as selfrespect, autonomy, and achievement and external esteem factors such as status, recognition, and attention 5. Self-actualization: The drive to become what one is capable of becoming includes growth, achieving ones potential, and self-fulfillment. Q.10. WHAT IS PERFORMANCE APPRAISAL? Ans. Performance Appraisal is a formal, structured system of measuring & evaluating an employee's job related behaviours & outcomes to discover how & why the employee is presently performing on the job & how the employee can perform more effectively in the future so that the employee , organization & society all benefit. Q.11. WHO R INVENTORS OF JOHARI WINDOW AND WHAT IS JOHARI WINDOW? Ans. Johari window is a psychological tool created by Joseph Luft and Harry Ingham in 1955 in the United States, used to help people better understand their interpersonal communication and relationships. it helps in understanding self and others. There are 4 main quadrants used to analyse self viz open self, blind self, unknown self, and hidden self. Q.12. WHAT ARE GOOD LISTENING SKILLS? Ans. Good listening skills will make you a more productive worker. The ability to listen carefully will allow you to better understand assignments and what is expected of you as well as help you build rapport with co-workers, bosses, and clients. Find out how to listen well and how to help your children develop this important skill. Q.13. WHAT IS LEADERSHIP? Ans. Leadership is defined as influence, that is the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goal. Q.14. WHAT DO YOU UNDERSTAND BY MANAGEMENT SKILL? Ans. Management skill is a combination of technical skill ,human skill and conceptual skill. Q.15. WHAT IS PERSONALITY? HOW IT IS RELATED TO THE OGANIZATIONAL BEHAVIOUR? Ans. Personality describe person as a whole psychological system. Personality is the aggregate some of all the attributes a person possess. This aggregate sum is of all the different attributes of the person is more than some of the parts. Personality can affect the behaviour of the person and a person is the part of the organization hence it can affect the environment of the organization. Good personality results in high productivity, less absentism, and a good interpersonal behaviour. Q.16. WHAT IS MACHIAVELLIANISM? Ans.

Named after Niccolo Machiavelli who in 16th century wrote how to gain and use power. Machiavellianism explains a degree to which an individual is pragmatic, maintains distance, and believes that end can justify means. High Mach they are More Manipulative, win more, persuade others more. Q.17. WHAT IS "BIG FIVE MODEL?" Ans. It is the Five factor Model for personality. The Big Five Factors are as follows: 1) Extraversion - This dimension captures one's comfort level and relationships. Extroverts tend to be assertive and sociable. Introverts tend to be reserved, timid and quiet. 2) Agreeableness:- This refers to a persons tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. 3) Conscientiousness:- It is a tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior. 4) Emotional Stability :- This taps a person's ability to withstand stress. People with positive emotional stability tend to be calm, self-confident and secure whereas people with a negative emotional stability tend to be nervous, anxious and insecure. 5) Openess to experience:- This addresses an individual's range of interests and ability to try out new things. Q.18. WHAT IS SELF MONITORING? Ans. A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors. Higher self monitoring individuals have greater adaptability to external situation. And probability is higher to become more successful as managers. Q.19. WHAT IS JOB ROTATION? Ans. Job rotation is the process of changing the roles or tasks that employees carry out from time to time. This is often done to help avoid dissatisfaction among workers who may become demotivated by carrying out one task for too long a period of time Q.20. WHAT IS MCCLELLANDS THEORY OF NEEDS ALSO CALLED? WHAT ARE THE NEEDS MENTIONED? Ans. The three needs theory. Need for Achievement, Need for Affiliation and Need for Power. Q.21. DIFFERENTIATE BETWEEN HUMAN RESOURCE MANAGEMENT AND PERSONNEL MANAGEMENT? Ans. HRM is more proactive than Personnel Management. Whereas personnel management is about the maintenance of personnel and administrative systems, HRM is about the forecasting of organizational needs, the continual monitoring and adjustment of personnel systems to meet current and future requirements, and the management of change. Q.22. WHAT IS JOB ANALYSIS? Ans. Job Analysis is the process of studying & collecting information relating to the operations & responsibilities of a specific job. The immediate products of this analysis are job descriptions & job specifications. Q.23. WHAT IS PARTICIPATIVE LEADERSHIP? Ans. It is a style that involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority

Q.24. WHY IS TEAM WORK IMPORTANT IN AN ORGANISATION Ans. Team work is very important for any organisation because every individual is talented in their own way and can contribute some or the other thing in an organisation . And its always said "unity is strength" in short an organisational goal is achieved only when every individual contributes to it in a right manner and things when worked out in group proves to be much better than doing it individually. Q.25. DEFINE MOTIVATION Ans. Motivation is define as the process that account for an individual's intensity, direction & persistence of effort toward attaining a goal . Q.26. DEFINE RECRUITMENT Ans. Recruitment is the identification of potential candidates for actual or anticipated job vacancies. Q.27. WHAT IS CONFLICT? Ans. Conflict is understood as a struggle between incompatible or opposing needs, wishes, ideas, interests or people. Conflict differs from competition. In competition one party does not try to frustrate the attempts of another, but it happens in conflict. Q.28. QUALITIES OF A GOOD HR MANAGER? Ans. Qualities of a HR manager are as follows: 1. 2. 3. 4. 5. He should have EMPATHY. LEADERSHIP skills are a must. INSIGHT of each job and related situation. CONCERN for its employees. PERSUASIVENESS.

Q.29. WHAT IS VRS? Ans. VRS refers to voluntary retirement scheme, designed by the organization to reduce the strength of surplus employees and to make the organization economically viable. Q.30. WHAT IS TRAINING? Ans. Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. Q.31. WHAT IS JOB ENLARGEMENT? Ans. Job Enlargement is the process of expanding the scope of the task or job assigned to a worker, by adding new responsibilities and tasks, which are similar to the existing task. It is also called horizontal loading, as new responsibilities or tasks added are of similar skill level. Q.32. IN PERCEPTION WHAT ARE THE FREQUENTLY USED SHORTCUTS IN JUDGING OTHERS? Ans. 1. selective perception 2. halo effect 3. contrast effect 4. projection 5. stereotyping

Q.33. WHAT IS STEREOTYPING? Ans. Stereotyping is a tendency to perceive an individual as belonging to a single class or category and as a consequence attributing favourable or unfavourable characteristics. Q.34.WHAT IS LINE AND STAFF CONCEPT? Ans. These are the terms used in organizational theory to denote different functions performed by managers who are directly responsible for achieving the organisational goals (line) and those who perform functions like marketing (staff). Q.35. WHAT IS REMUNERATION? Ans. Remuneration is the compensation an employee receives in return for his or her contribution to the organization. Remuneration involves both financial & non financial aspects. Remuneration of an employee comprises of wages and salary, incentives, fringe benefits, perquisites and non-monetary benefits. Q.36. WHAT IS GROUP COHESIVENESS? Ans. Group Cohesiveness is the degree to which members are attracted to each other and are motivated to stay in the group. It has two dimensions: emotional (or personal) and task-related. The emotional aspect of cohesiveness refers to the connection that members feel to other group members and to their group as a whole. Taskcohesiveness refers to the degree to which group members share group goals and work together to meet these goals. Q.37. WHAT IS SYNERGY? Ans. Synergy is a mutually advantageous conjunction where the whole is greater than the sum of the parts. It relates to a dynamic state in which combined action of a group is favored over the sum of individual component actions. Teams are more likely to have positive synergy than groups Q.38. WHAT IS ORGANISATION STRUCTURE? Ans. Organisation Structure is the formal pattern of interactions and co-ordination designed by management to link the tasks of individuals and groups in achieving organisational goals. Q.39. WHAT IS THE DIFFERENCE BETWEEN RECRUITMENT AND SELECTION? Ans. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. Q.40. WHAT ARE TRADE UNIONS? Ans. Trade unions are voluntary organizations of workers or employees formed to promote and protect their interests through collective action. The Trade Unions Act, 1926 defines a trade union as a combination, whether temporary or permanent, formed (i) primarily for the purpose of regulating the relation between (a) workmen and employers or (b) between workmen and workmen, or (c) between employers & employers, or (ii) for imposing restrictive conditions on the conduct of any trade or business, and includes any federation of 2 or more trade unions. Q.41. WHAT IS PLACEMENT? Ans. Companies conduct recruitment and selection and finally select employees. The employees undergo an induction program. After the induction program is over the employee is given a specific job in the company. This is called placement.

Q.42. WHAT IS SIMULATION? Ans. Simulation involves creating atmosphere which is very similar to the original work environment. The method helps to train manager handling stress, taking immediate decisions, handling pressure on the jobs etc. An actual feel of the real job environment is given here. Q.43. DESCRIBE THE CONFLICT RESOLUTION STYLES? Ans. The conflict resolution styles put forth by Thomas and Kilmann's are: Competitive: They tend towards a competitive style take a firm stand, and know what they want. Collaborative: It comprises of people who try to meet the needs of all people involved. Compromising: Here people try to find a solution that will at least partially satisfy everyone. Accommodating: This style indicates a willingness to meet the needs of others at the expense of the person's own needs. Avoiding: People tending towards this style seek to evade the conflict entirely. Q.44. WHAT ARE THE QUALITIES & SKILLS REQUIRED FOR EFFECTIVE NEGOTIATION? Ans. 1. Communication skills 2. Experience & Job knowledge 3. Brain/Psycho 4. Style of Negotiations. 5. Gender 6. Body Language 7. Ethics 8. Creativity 9. Tactics 10. Tool Box Q.45. WHAT IS SPAN OF CONTROL? Ans. It is also known as span of management, it refers to the number of subordinates reporting to a given supervisor. In other words it is the number of employee that can be effectively & efficiently managed by the managers. Q.46. WHAT IS GROUP? Ans. We Define Group As Two Or More Individuals, Interacting and interdependent, who Have Come Together To Achieve Particular Objectives. Q.47. WHAT IS JOB ENRICHMENT? Ans. Job enrichment is an attempt to motivate employees by giving them the opportunity to use the range of their abilities. job enrichment has been described as 'vertical loading' of a job. An enriched job should ideally contain: A range of tasks and challenges of varying difficulties A complete unit of work - a meaningful task Feedback, encouragement and communication

Q.48. WHAT IS EMOTIONAL INTELLIGENCE? Ans.

Emotional Intelligence is the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in us and in our relationships. It describes abilities distinct from, but complimentary to, academic intelligence or the purely cognitive capacities measured by IQ. It is the awareness of use of emotions and their utilization within the parameters of individual cognitive styles to cope with situation and problems. It refers to the array of personnel management and social skills. It encompasses of Intuition, Character, Integrity, Motivation, and Good Communication & Relationship Skills. Emotional Intelligence measures how well you are able to handle yourself and others. Q.49. WHAT ARE THE DETERMINANTS OF PERSONALITY? Ans. Self-esteem:-self esteem refers to how individuals perceive themselves in terms of their abilities, competencies and effectiveness. Locus of control:- The locus of control is the degree to which we believe our own actions determine what happens to us. Two types of locus of control are there:Internal locus of control in which a person believes they control their own fate. External locus of control in which person believes other factors such as luck, etc. are the primary determinants of their destiny. Machiavellianism:- A person with Machiavellian personality believes that it is appropriate to behave in any manner that will meet your needs. Q.50. WHAT IS KNOWLEDGE MANAGEMENT? Ans. Knowledge Management (KM) comprises a range of practices used by organizations to identify, create, represent, distribute and enable adoption of what it knows, and how it knows it. Q.51. WHAT IS PERCEPTION? Ans. Perception means the way people look at the world. In other words, it means how two different people react to the same situation differently. What one perceives may be different for what other perceive. Difference in perception leads to conflicts and arguments. Q.52. WHAT IS JOB CHARACTERISTICS MODEL? Ans. Job characteristic model was developed by J. Richard Hackman. He proposes that any job can be described in terms of five core job dimensions. 1. Skill variety: The degree to which the job requires a variety of different activities so the worker can use a number of different skills and talent. 2. Task identity: The degree to which the job requires completion of a whole and identifiable piece of work 3. Task significance: The degree to which the job has a substantial impact on the lives or work of the other people 4. Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out. 5. Feedback: The degree to which carrying out the work activities by the job results in the individual obtaining clear & direct information about the effectiveness of his or her performance. Q.53. WHAT IS HUMAN RESOURCE ACCOUNTING? Ans. HRA is the process of identifying and measuring data about human resources and communicating this information to interested parties. Q.54. DEFINE COLLECTIVE BARGAINING? Ans. Collective bargaining, in labor relations, procedure whereby an employer or employers agree to discuss the conditions of work by bargaining with representatives of the employees, usually a labor union. Its purpose may be either a discussion of the terms and conditions of employment (wages, work hours, job safety, or job security) or a consideration of the collective relations between both sides (the right to organize

workers, recognition of a union, or a guarantee of no reprisals against the workers if a strike has occurred). The merits of collective bargaining have been argued by both opponents and proponents of the process; the former maintain that it deprives the worker of his individual liberty to dispose of his service, while the latter point out that without the union's protection the worker is subject to the dictation of the employer. Process of negotiation between representatives of workers (usually labor union officials) and management to determine the conditions of employment. The agreement reached may cover not only wages but hiring practices, layoffs, promotions, working conditions and hours, and benefit programs. Although collective bargaining agreements are common in many countries, they are more scarce in developing countries that have large pools of surplus labors. Contract negotiations may occur at the national, regional, or local level, depending on the structure of industry within a country. Q.55. DEFINE ORIENTATION Ans. Orientation is the planned introduction of employees to their jobs, their co-workers and the organization Q.56. WHAT IS JOB DESCRIPTION? Ans. Job description is a written statement that defines the duties, relationships and results expected of anyone in the job. It is an overall view of what is to be done in the job. Typically it includes is a written statement that defines the duties, relationships and results expected of anyone in the job. It is an overall view of what is to be done in the job. Typically it includes Job Title Date Title of immediate supervisor

Q.57. WHAT DO YOU MEAN BY ATTITUDE Ans. Attitudes are evaluative statement favorable or unfavorable related to person, object or event. They reflect that how one feel about something. Q.58. WHAT IS A" PINK SLIP"? Ans. Pink slip refers to the American practice, by a personnel department, of including a discharge notice (printed on pink paper) in an employee's pay envelope to notify the worker of his or her termination of employment or layoff. Q.59. WHAT IS 360 DEGREE FEEDBACK? Ans. 360 degree feedback is a method and a tool that provides each employee the opportunity to receive performance feedback from his or her supervisor and four to eight peers, reporting staff members, coworkers and customers. Most 360 degree feedback tools are also responded to by each individual in a self assessment. 360 degree feedback allows each individual to understand how his effectiveness as an employee, coworker, or staff member is viewed by others. The most effective 360 degree feedback processes provide feedback that is based on behaviors that other employees can see. Q.60. WHAT IS SUCCESSION PLANNING? Ans. Succession Planning involves having senior executives periodically review their top executives and those in the next lower level to determine several backups for each senior position. Q.61. WHAT IS COMPETENCY MAPPING? Ans. Competency Mapping is a process of identifying key competencies for an organization and/or a job and incorporating those competencies throughout the various processes i.e. job evaluation, training, recruitment of the organization.

Q.62. WHAT IS BOGEY TACTIC IN NEGOTIATION? Ans. Negotiators using the bogey tactic pretend that an issue of little or no importance to them is quite important. Later in the negotiation, this issue can be traded for major concession on the issues that are actually important to them. Q.63. WHAT IS A QUALITY CIRCLE? Ans. A Quality Circle is a volunteer group composed of workers (or even students) who meet to talk about workplace improvement, and make presentations to management with their ideas, especially relating to quality of output in order to improve the performance of the organization, and motivate and enrich the work of employees. Typical topics are improving occupational safety and health, improving product design, and improvement in manufacturing process. The ideal size of a quality circle is from eight to ten members. Quality circles have the advantage of continuity; the circle remains intact from project to project. Q.64. DESCRIBE ORGANIZATIONAL DEVELOPMENT? Ans. Organizational Development (OD) is a planned top down organization-wide effort to increase the organization's effectiveness and health. OD is achieved through interventions in the organization's processes using behavioral science knowledge. It is a long range effort to improve an organization's problem solving and renewal processes, particularly through effective and collaborative management of organizational culture with the assistance of a change catalyst. Q.65. WHAT IS AN EMPLOYEE HANDBOOK? Ans. An Employee Handbook is a reference document containing information on what an employee should know about his or her organization or employment. Employee handbooks typically include information on terms and conditions of employment, organizational policies and procedures, and fringe benefits. Q.66. WHAT IS SOCIAL LOAFING? Ans. The tendency for individuals to expend less effort when collectively than working individually

working

Q.67.WHAT IS SELECTIVE PERCEPTION? Ans. Selectively Interpreting what one sees on the basis of one's interests background, experience and attitudes Q.68. WHAT IS ROLE CONFLICT? Ans. A situation in which an individual is confronted by divergent role expectations. Q.69. WHAT IS THEORY Y? Ans. The assumption that employees like work, are creative, seek responsibility and can exercise self direction Q.70. WHAT IS THEORY X? Ans. The assumption that employees dislike work, are lazy, dislike responsibility and must be forced to perform Q.71. WHAT IS GOLDEN HANDSHAKE? Ans. A golden handshake is a clause in an executive employment contract that provides the executive with a significant severance package in the case that the executive loses his or her job through firing, restructuring, or even scheduled retirement. This can be in the form of cash, equity, and other benefits, and is often accompanied by an accelerated vesting of stock options.

Q.72. WHAT IS WORKFORCE ANALYSIS? Ans. Workforce analysis involves identifying current and anticipated future supply of labor and skills, identifying what you need and will need in the future in terms of labor, skills and competencies (demand analysis), and then identifying the gaps between the current and future supply and current and future demands (a gap analysis). Then you action plan around how to reduce the gaps. Q.73. WHAT IS CORE COMPETENCY? Ans. A Cluster or a Bundle of Capabilities that enables a company to provide benefit to its customers and makes it unique as compared to the other companies Q.74. WHAT IS JOB SUMMARY? Ans. It is a brief general statement of the important functions and responsibilities of a job, usually also identifying the immediate subordinate and superior officers. It gives a macro view of the functions to be performed. Q.75. WHAT DO YOU MEAN BY JOB SHADOWING? Ans. A temporary, unpaid work experience opportunity where students learn about a particular job (typically in a field of interest) by walking through the work day as a shadow to an employee is known as "Job Shadowing". Q.76. WHAT IS THE PURPOSE OF HR POLICIES? Ans. HR policies allow an organisation to be clear with employees on: The nature of the organisation What they should expect from the company What the company expects of them How policies and procedures work at the company What is acceptable and unacceptable behaviour The consequences of unacceptable behaviour

Q.77. WHAT IS TALENT DEVELOPMENT IN HR? Ans. Talent Development, part of human resource development, is the process of changing an its employees, organization, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization. It encompasses a variety of components such as training, career development, career management, and organizational development, and training and development Q.78. WHAT ARE THE DIFFERENT MANAGERIAL FUNCTIONS? Ans. Planning, organising, directing, coordinating and controlling are the different managerial functions. Q.79. WHAT IS THE DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT? Ans. Training is focused on individual tasks, it has a beginning and an end where as development is the whole person concept. It is focused more on cultivating the individual to give them the tools to work upward through greater job and relationship complexities. The job of development has no end Q.80. HOW CAN AN ORGANISATION BUILD MORALE? Ans. It is very necessary for an organisation to increase the morale of its employees in order to raise the productivity of its personnel and for better efficiency of the system. The organisation can do so in the following ways:-

1. 2. 3. 4. 5. 6. 7. 8.

increase the remuneration provide job security and do not delay the process of making the staff permanent encourage participation in the daily activities give more responsibilities and provide job encouragement organisation structure plays an important role in building morale provide for a efficient grievance redressel cell provide employee counsellors provide good leadership in order to provide a proper direction and vision.

All these ways can help a company increase the morale leading to increased productivity of its employees and betterment of the firm. Q.81. WHAT DO YOU UNDERSTAND BY THE TERM "ICE BREAKERS"? Ans. Ice breaker is a beginning exercise, game or simulation used as a means to reduce tension and create a more relaxed atmosphere during training programs. Q.82. DESCRIBE MANAGEMENT BY OBJECTIVES? Ans. Management by Objectives or MBO approach is also known as management by results and goal setting approach. It is defined as management planning in which each manager is given specific targets for a period of time and must achieve it for attaining the overall organizational objectives. The actual result is measured against the original goal in the end to evaluate performance. Q.83. WHAT IS JOB MATURITY? Ans. Job maturity refers to a person's job -related ability, skills and knowledge. Q.84. DEFINE PROFIT SHARING? Ans. Profit sharing is an arrangement in which an employer shares some of its profits with its employees. The compensation can be stocks, bonds, or cash, and can be immediate or deferred until retirement. Profit-sharing allows for changing contributions each year. Contributions are determined by a formula to allocate the overall contribution and distribution of accumulated funds after the retirement age. Unless the plans are defined as an elective deferral plan, the contributions are not tax deductible. Contributions and earnings can grow tax-deferred until withdrawal. Q.85. WHAT IS JOB SATISFACTION? Ans. Job satisfaction refers to a positive attitude or emotional state resulting from appraisal of one's job or job experience. Q.86. WHAT IS JOB EMBEDEDNESS? Ans. Job embededness refers to the many and varied types of commitment that individuals feel towards co-workers, teams, organizations and careers. Q.87. WHAT IS GAIN SHARING? Ans. Gainsharing: A technique that compensates workers based on improvements in the company's productivity. Gainsharing is a bonus incentive system designed to improve productivity through employee involvement, with the gains from "working smarter" shared between the employer and the employees according to a predetermined formula. It includes (1) a financial measurement and feedback system to monitor company performance and distribute gains in the form of bonuses when appropriate, (2) a focused involvement system to eliminate barriers to improved company performance. Q.88. WHAT IS ABILENE PARADOX ?

Ans. The Abilene paradox is a paradox in which a group of people collectively decide on a course of action that is counter to the preferences of any of the individuals in the group. It involves a common breakdown of group communication in which each member mistakenly believes that their own preferences are counter to the group's and, therefore, does not raise objections Q.89. WHAT IS GROUP DYNAMICS? Ans. Group Dynamics refers to the interactive nature of individuals within the contexts of a group. These interactions between individuals within the group are distinctly different than in one-on-one interactions. Group Dynamics also refers to the study of the nature of groups, the interaction and interpersonal relationships between members of a group and the ways in which groups form, function, and dissolve. Q.90. WHAT IS GROUP THINK? Ans. Groupthink is a psychological phenomenon that can occur in groups of people. Rather than critically evaluating information, the group members begin to form quick opinions that match the group consensus. Groupthink seems to occur most often when a respected or persuasive leader is present, inspiring members to agree with his or her opinion. Q.91. WHAT IS OPEN SPACE MEETING? Ans. At an ordinary meeting, for example, everyone must agree to go along with the same agenda, or decide what they are all going to do together. But at an open space meeting, if three people want to work on a project while the rest have a discussion, both can happen. Or if somebody feels like stepping out into the hall for a break, they can, without anyone feeling offended. Q.92. WHAT IS MEANT BY PSYCHOMETRIC TEST? Ans. Psychometrics is the field of study concerned with the theory and technique of educational and psychological measurement, which includes the measurement of knowledge, abilities, attitudes and personality traits. Q.93. WHAT IS GAME THEORY? Ans. Analysis developed to study decision making in conflict situations. Such a situation exists when two or more decision makers who have different objectives act on the same system or share the same resources. Q.94. WHAT IS MEANT BY CHAIN OF COMMAND? Ans. The line of authority in a hierarchical organization through which instructions pass. Order in which authority and power in an organization is wielded and delegated from top management to every employee at every level of the organization. Instructions flow downward along the chain of command. Q.95. WHAT IS UTILITY ANALYSIS? Ans. Utility analysis assesses the economic return on investment of Human resource interventions such as staffing and training. Q.96. WHAT IS INTERNATIONAL HR? Ans. International Human Resource provides an international focus on the theory and practice of people's management. It enables us to know various aspects of Human resources globally in terms of their employment rates, their policies etc. Q.97. WHAT ARE ASSESSMENT CENTRES? Ans. An Assessment Center can be defined as "a variety of testing techniques designed to allow candidates to demonstrate, under standardized conditions, the skills and abilities that are most

essential for success in a given job. It consists of a standardized evaluation of behavior based on multiple evaluations including: job-related simulations, interviews, and/or psychological tests. Q.98. WHAT IS OUTSOURCING? Ans. Outsourcing involves the transfer of the management and/or day-to-day execution of an entire business function to an external service provider. Q.99. WHAT IS MEANT BY THE TERM DELEGATION? Ans. Delegation means giving of tasks by a manager to a subordinate. This delegation of work is in the form of authority, workload, responsibility, etc. However the subordinate cannot be a part of the decision making process. Q.100. WHAT ARE THE DIFFERENT INCENTIVE PLANS? Ans. Merit Pay Gainsharing Profit Sharing Stock Options ESOP Q.101. WHAT DOES JOB AUTONOMY ? Ans. Autonomy is the degree to which the job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out. Q.102. WHAT IS CROSS- TRAINING IN HR? Ans. Cross-training in business operations involves training employees to engage in quality control measures. Employees are trained in tangent job functions to increase oversight in ways that are impossible through management interactions with workers alone. Q.103. WHAT IS WORK SAMPLING? Ans. Work sampling is creating a miniature replica of a job to evaluate the performance abilities of job candidates Q.104. WHAT IS A SIMPLE STRUCTURE? Ans. A structure characterized by a low degree of departmentalization , wide spans of control, authority centralized in a single person, and little formalization. Q.105. WHAT IS A MECHANISTIC MODEL STRUCTURE? Ans. A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralisation. Q.106. WHAT IS An ORGANIC MODEL STRUCTURE? Ans. A structure that is flat, uses cross-hierarchial and cross-functional teams, has low formalization, possesses a comprehensive information network and relies on participative decision making. Q.107. HOW DOES THE SOFTWARE ORANGEHRM WORK? Ans. OrangeHRM is a Human Resource Management (HRM) business solution for the Small and Medium-sized Enterprise (SME). It is developed on PHP, MySQL and Apache HTTP

Server and can be downloaded to use on both the Linux operating system and Microsoft Windows. Q.108. HOW IS TALENT PLATFORM DIFFERENT FROM APPLICANT TRACKING SYSTEM? Ans. A Talent Platform is an alternative to an Applicant Tracking System or Talent Management System. Much like an ATS or TMS, Talent Platforms are electronic services that make corporate recruiting much easier. However, unlike those systems, a Talent Platform makes it possible for an organization to manage the entire employee lifecycle in one, comprehensive solution. Q.109. WHAT IS THE JAPANESE NENKO SYSTEM Ans. The Nenko system ( ,Nenk joretsu?) is the Japanese system of promoting an employee in order of his or her proximity to retirement. The advantage of the system is that it allows older employees to achieve a higher salary level before retirement and that it usually brings more experience to the executive ranks. Q.110. WHAT IS EMPLOYEE VALUE PROPOSITION? Ans. Employee value proposition (EVP) is a term used to denote the balance of the rewards and benefits that are received by an employee in return for their performance at the workplace Q.111. WHAT DOES THE TERM ON-RAMPING MEAN? Ans. On-ramping is the process of re-entering the workforce after taking a career break (usually to care for family). It is paired with the term "off-ramping", or exiting the workforce as a temporary career break. Q.112. WHAT ARE THE ALTERNATIVES AVAILABLE INSTEAD OF RECRUITMENT? Ans. The alternatives to recruitment are as follows: Overtime Employee Leasing Temporary employment

Q.113. WHAT DO YOU MEAN BY "NO-LOCKOUT CLAUSE"? Ans. No-lockout clause is a contract stipulation that the company agrees not to lock out workers during a labor dispute for the life of the contract. Q.114. WHAT DOES CAMOUFLAGE COMPENSATION MEAN? Ans. Compensation that is granted to upper echelon employees, directors, consultants and related parties that is not fully disclosed in mandatory company filings. In other cases, compensation is fully disclosed, but in such a way that it is very difficult for the average investor to decipher the true value of gross pay compensation. Q.115. WHAT ARE THE ADVANTAGES OF RECRUITMENT FROM OUTSIDE THE COMPANY? Ans. Outside people bring in new ideas. Larger pool of workers from which to find the best candidate. People have a wider range of experience. It brings in new experience and skills to the firm. Q.116. WHAT IS E-HRM ?

Ans. eHRM provides a complete on-line support in the management of all processes, activities, data and information required to manage human resources in a modern company. It is an efficient, reliable, easy-to-use tool, accessible to a broad group of different users. Once implemented eHRM covers all aspects of human resource management: corporate organisation job descriptions personnel administration career development education and training annual interviews with employees hiring process employee's personal pages

Q.117. WHAT ARE THE IMPORTANT BAROMETERS OF LABOUR SUPPLY Ans. The Important Barometers of Labour Supply are:Net migration into and out the area Education levels of workforce Demographic changes in population Technological developments Demand for specific skills Actions of competing employers Government policies, regulations, pressures Economic forecast for the next few years The attractiveness of an industry in a particular place.