Competency Based Human Resource Management System MCQs

Multiple Choice Questions 49 Pages

Savitribai Phule Pune University

Human Resource Management

ARG

Contributed by

Alex Rao Gaba

DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

Dr.Deepali S.Patil. www.dimr.edu.in

MCQs: 205 HRM: Competency Based Human Resource Management System

Unit I- Performance Management System

Sr.no
Question
Answer
1
An effective performance management system seeks to align with the
goals, values, and initiatives of the organization.
(a) corporate strategies
(b) employee contributions
(c) organization culture
(d) compensation
a
2
Which of the following is the best way communicate expectations to
employees?
(a) Give them more work than they can get done.
(b) Provide lots of corrective feedback.
(c) Limit the amount of annual pay increases.
(d) Help them establish individual goals.
d
3
An easy way to spot performance trends over time is to use:
(a) line graphs.
(b) Gantt charts.
(c) thermometer type bar graphs.
(d) approximate simulations.
a
4
The first thing to do when you discover a performance gap is:
(a) analyze the possible causes and solutions to the gap.
(b)determine why no one told you about the gap.
(c) investigate the gap to see whether it is positive or negative.
(d) find out whether the employee is trying to eliminate the gap.
a
5
Coaching can best be described as:
(a) a team intervention designed to eliminate poor performance.
(b) non disciplinary attempts to improve performance.
c
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(c) a process to help employees achieve their potential.
(d)the last resort for solving employee performance problems
6
Why are expectations an important factor in the success of a performance
management system?
(a) High expectations can lead to substandard performance.
(b) Low expectations provide realistic goals for employees.
(c) Most people will meet or exceed known expectations.
(d) Big expectations can expand small performance gaps.
a
7
Corrective feedback should be used to:
(a) keep employees from becoming complacent.
(b) to teach employees the correct way.
(c) recognize positive performance results.
(d) reduce the need for setting long-range goals.
b
8
When taking notes about an employee’s performance, you should:
(a) periodically review notes and clean out your files.
(b) keep notes only on problem employees.
(c) never place notes in the employee’s personnel file.
(d) focus on negative performance you want to remember.
c
9
Prior to developing individual goals, it is important to:
(a) write personal action plans to improve performance.
(b) understand the organization’s vision and values.
(c) ensure there is a sufficient budget for monetary rewards.
(d) establish the benchmark for defining performance objectives.
b
10
The key to an effective performance appraisal is to have a:
(a) well-defined form.
(b) three-tier rating system.
(c) two-way discussion.
(d) BARS method to evaluate performance.
a
11
BARS method The primary reason to train employees is to:
(a) reward past behavior.
(b) improve performance.
b
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(c) reduce overhead costs.
(d) remove a task interference.
12
Performance management is successful when there is a --- -- partnership
between employees and management.
(a) limited
(b) proactive
(c) reactive
(d) forced
b
13
Which of the following is important when observing employee
performance?
(a) Observe performance on several occasions.
(b) Only observe employees when they aren’t expecting you.
(c) Tell employees to “pretend” you’re not there.
(d) Observe just prior to conducting a performance appraisal.
a
14
When an employee gets rewarded for poor performance, it is example of:
(a) an effective employee incentive program.
(b) not having specific performance goals.
(c) too many task interferences.
(d) consequences not matching performance.
a
15
Which of the following is the best approach to writing job descriptions?
(a) Have a human resource specialist create a first draft so it meets le- gal
requirements.
(b) Develop a template that can be used to write all job descriptions within
the organization.
(c) Let managers write all the job descriptions for their department’s em-
ployees.
(d) Involve the person doing the job, the supervisor, and an objective third
party.
d
16
One benefit of using nonmonetary rewards is that they:
(a) can easily be eliminated.
(b) can be linked to organization strategy.
b
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(c) will be accepted by employees regardless of the reward.
(d) reduce the need to give employees positive feedback.
17
Which of the following would be the best way to determine the cause of
an employee performance gap?
(a) Involve the employee in analyzing the performance gap.
(b) Use computer-generated reports to identify alternative causes.
(c) Rely on your own perceptions about the employee’s performance.
(d) Review the goal setting process for accuracy.
a
18
.A Performance Action Plan could best be described as a:
(a) replacement for developing S.M.A.R.T. goals.
(b) mentoring tool that develops new skill sets.
(c) commitment by an employee to improve performance.
(d) strategy to increase employee training and development.
c
19
Which of the following is most likely to determine the ultimate success of
a performance management system?
(a) Management commitment
(b) Employee commitment
(c) Organization culture
(d) Nonmonetary rewards
b
20
Using a wall chart to track sales performance is an example of having a:
(a) S.M.A.R.T. goal.
(b) personal action plan.
(c) detailed training system.
(d) feedback system.
b
21
Having a successful performance management system requires:
(a) a long-term commitment.
(b) increasing the company salary budget.
(c) employees who like to work independently.
(d) reducing the time managers spend in meetings.
a
22
Establishing baseline performance is important because it:
(a) allows comparison of results between organizations
b
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(b) provides a starting point for measuring performance.
(c) ensures goals will only be obtained by hard work.
(d) reduces the likelihood that performance will trend downward.
23
Which of the following would be considered an environment strategy for
improving performance?
(a) Transferring an employee to another job.
(b) Adding more management levels.
(c) Reorganizing the work area.
(d) Using record charts and bar graphs.
c
24
One of the main reasons for performance gaps is the lack of:
(a) good employee attitudes.
(b) management feedback.
(c) performance charts and graphs.
(d) time available to properly train employees.
b
25
The best performance are goal that.
(a) Are general and have flexible deadline
(b) are developed in a strategic planning session.
(c) enable you to effectively measure results.
(d) can be used to control employee pay raises.
b
26
When goal setting, performance appraisal, and development are
consolidated into a single, common system designed to ensure that
employee performance supports a company’s strategy, it is called______.
a) Strategic organisational development
b) Performance management
c) Performance Appraisal
d) Human Resource management
b
27
Aligning and evaluating employee's performance with company's set goals
is called
a) appraisal management
b) performance management
c) hierarchy of management
b
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d) off-the-job training
28
Steps involves in employer's movement for performance management is
a) total quality
b) appraisal issues
c) strategic planning
d) all of above
d
29
In performance management, main feature of performance management is
to
a) increase salary
b) planning incentives
c) comparing performance with goals
d) comparing sales figures from last year
c
30
Performance management' is always
a) goal oriented
b) performance oriented
c) sales oriented
d) none of above
a
31
Performance management combines performance appraisal with
_________ to ensure that employee performance is supportive of corporate
goals.
a) Goal setting
b) Incentive systems
c) Training
d) All of the above
d
32
Which is the biggest challenge faced while conducting performance
appraisal?
a) Evaluating performance of self – managed teams
b) Presence of a formal appeal process
c) Appraisals based on traits are to be avoided
d) None of the above
a
33
Which of these options are the activities that constitute the core of
d
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performance management?
a) Performance interview
b) Archiving performance data
c) Use of appraisal data
d) All of the above
34
Which method is used for evaluating the performance of executives or
supervisory positions?
a) Psychological Appraisals
b) Assessment Centers
c) Behaviorally Anchored Rating Scales
d) 360 degree feedback
b
35
Management of performance ensures
a) continuous improvement
b) discontinue improvement
c) performance reviews
d) both A and C
d
36
Successful defenders use performance appraisal for identifying
____________.
a) Staffing Needs
b) Job behaviour
c) Training needs
d) None of the above
c
37
Mostly employees' promotion decision is based on
a) performance appraisal
b) training results
c) hiring tests
d) in-house development
a
38
Performance rating as good or bad on numerical rating scale is called
a) critical incident method
b) forced distribution method
c) behaviorally anchored rating scale
c
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d) paired comparison method
39
Ranking of all employees measuring a specific trait by making pairs of
employees is called
a) graphic rating scale method
b) management by objectives
c) alternation ranking method
d) paired comparison method
D
40
How performance appraisal can contribute to a firm's competitive
advantage?
a) Ensures legal compliances
b) Minimizing job dissatisfaction and turnover
c) Improves performance
d) All of the above
D
41
______ is an objective assessment of an individual's performance against
well-defined benchmarks.
a) Performance Appraisal
b) HR Planning
c) Information for goal identification
d) None of the above
A
42
Basic approach in employee's performance compares with their current
performance to
a) set standards
b) performance in previous years
c) performance in last job
d) none of above
A
43
An advantage of Management by Objectives (MBO) is
a) avoids central tendency and biases
b) jointly agreed performance objectives
c) provides behavioral anchors
d) ongoing basis evaluation
B
44
Performance management includes
a
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a) daily and weekly interactions
b) meeting semiannually
c) yearly meetings
d) never having meeting with subordinates
45
Performance evaluation can be defined as a process of evaluating
a) Past Performance
b) Present Performance
c) Future Performance
d) Past and Present Performance
D
46
______ is the personnel activity by means of which the enterprise
determines the extent to which the employee is performing the job
effectively.
a) Job evaluation
b) Work evaluation
c) Performance evaluation
d) None of the above
C
47
First step in 'appraising process' is
a) defining the job
b) training session
c) feedback session
d) interview sessions
A
48
In 360-degree feedback, ratings are collected from
a) supervisors
b) subordinates
c) peers
d) all of above
D
49
Employers generally use feedback to
a) employee development
b) avoid central tendency and biases
c) rank someone
d) hire the employee
A
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50
An aim of 'performance appraisal' is to
a) fire the employee
b) motivate the employee
c) counsel the employee
d) hire the employee
B
51
An evaluation process of employee's performance, in comparison to set
standards is called
a) performance appraisal
b) compensation
c) counseling
d) design of evaluation
A

Unit II- Introduction to competency

1
Competencies, are characteristics that individuals have and use in
appropriate, consistent ways in order to achieve desired -----------
(a) Skill
(b) Knowledge
(c) Performance
(d) Motivation.
C
2
Who has invented critical incident technique?
(a) John C. Flanagan
(b) Henry fayol
(c) Lancaster
(d) Elton Mayo
A
3
Purpose of developing critical incident technique was-------
(a) To understand opinion of worker
(b) To examine what people do
(c) To discuss about problems
(d) To motivate them
B
4
In ------------,John C. Flanagan devised an approach he called the critical
incident technique,
c
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Competency Based Human Resource Management System MCQs

Competency Based Human Resource Management System MCQs

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