Principles of Human Resource Management 2017: Assignment 1

1. An employee in an organization who personally takes all official papers from one
department to another in that organization is an example of:
a. A manager
b. A leader
c. A line employee
d. A staff employee

2. The cook in the kitchen of a restaurant is an example of:

a. A manager
b. A leader
c. A line employee
d. A staff employee
3. An organization that prefers management led employment conditions and
planning of people resources is said to be involved in:
a. Personnel management
b. Human resource management
c. Change management
d. None of the above
4. An organization that views employees as a cost to be controlled is said to be
involved in:
a. Personnel management
b. Human resource management
c. Change management
d. None of the above

5. Appreciating and rewarding employees who work well helps with:

a. Employee staffing
b. Employee recruitment
c. Employee retention
d. Employee development

6. Helping employees improve their knowledge, skills, and competencies helps with:
a. Employee staffing
b. Employee recruitment
c. Employee retention
d. Employee development

7. Retirement of employees falls under the category of:

a. Training and career development
b. Employee separation
c. Performance appraisal
d. Employee compensation
8. Examination of the benefits work brings to the ongoing business processes is
known as:
a. Job analysis
b. Work flow analysis
c. Job description
d. Job specification

9. Analyzing business processes with the explicit intention to change them leading
to a reduction in resource consumption and enhancement of production is known
as:
a. Training and development
b. Human resource development
c. Business process analysis
d. Business process re-engineering

10. An organization whose structure is determined by the kind of expertise its

employees have and the type of work they do as opposed to how long they have
been in the organization may be characterized as a:
a. Vertical organization
b. Flat organization
c. Virtual organization
d. Boundaryless organization

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 Principles of Human Resource Management 2017: Assignment 2

1. Workers that have full time jobs and enjoy special benefits and privileges are
known as:
a. Special workers
b. Contingent workers
c. Core workers
d. Contract workers
2. Workers that are hired only when a special job is required to be completed and
only during the time that that job is being worked on, are known as:
a. Special workers
b. Contingent workers
c. Core workers
d. Contract workers
3. A type of work schedule that results in the reduction of workdays per week but an
increase in the number of hours of work per day so that the total number of work
hours per week remains the same is known as:
a. Flexible work hours
b. Compressed workweek
c. Balanced work hours
d. None of the above
4. A type of work schedule that results in a division of work schedules into core time
and flexible time to help employees balance their work and personal lives is
known as:
a. Flexible work hours
b. Compressed workweek
c. Balanced work hours
d. None of the above
5. Breaking down of work into smaller tasks that are repetitive and can be
considered as individual units of work is known as:
a. Work rearrangement
b. Work elimination
c. Work simplification
d. None of the above
6. Rearranging tasks in an effort to cut down on tasks that one can do without and
maximize the output of tasks that are really required, is known as:
a. Work rearrangement
b. Work elimination
c. Work simplification
d. None of the above
7. An integral step of work without which the assigned output cannot be achieved, is
known as:
a. Task
b. Job
 c. Duty
d. Responsibility
8. A group of units of work that form a significant activity leading to the desired
activity of the organization is known as:
a. Task
b. Job
c. Duty
d. Responsibility
9. Turnover costs of separation include:
a. Pre-employment testing
b. Exit interview
c. Recruiter fees
d. Orientation and training
10. Turnover costs of hiring include:
a. Pre-employment testing
b. Exit interview
c. Recruiter fees
d. Orientation and training

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 Principles of HRM 2017: Assignment 3

1. Which of the following qualifies as a career?

a. A one time project with the UNICEF
b. A series of progressive positions in Indian Oil Corporation
c. A lifetime position as the accountant of a rich businessman
d. None of the above
2. Which of the following poses a challenge to career management?
a. Decisions regarding salaries of employees
b. The choice of training of employees given to employees versus their
supervisors
c. Decisions regarding new product development
d. None of the above
3. A large multinational organization needs a team of managers to run a new factory
being set up in Ahmedabad. For this, the Human Resources manager prepares
several documents. A table containing a list of required educational qualifications
of the available managers and the actual qualifications and experience of the
available managers, and the gaps between the two would count as:
a. Needs analysis
b. Instructional design
c. Evaluation
d. None of the above
4. A large multinational organization needs a team of managers to run a new factory
being set up in Ahmedabad. For this, the Human Resources manager prepares
several documents. The list of training programs for these managers would count
as:
a. Needs analysis
b. Instructional design
c. Evaluation
d. None of the above
5. A large multinational organization needs a team of managers to run a new factory
being set up in Ahmedabad. For this, the Human Resources manager prepares
several documents. The list of methods to measure the impact of would count as:
a. Needs analysis
b. Instructional design
c. Evaluation
d. None of the above
6. A large multinational organization needs a team of managers to run a new factory
being set up in Ahmedabad. For this, the Human Resources manager prepares
several documents. The document containing the list of managers requiring
advanced training in implementing the new Enterprise Resource Planning
software for the new factory would count as
a. Organizational analysis
b. Task analysis
 c. Person analysis
d. None of the above

7. A large multinational organization needs a team of managers to run a new factory

being set up in Ahmedabad. For this, the Human Resources manager prepares
several documents. The document describing the match between what the
organization needs in the long term and what the available employees can
produce, and the gap between the two, would count as:
a. Organizational analysis
b. Task analysis
c. Person analysis
d. None of the above

8. A large multinational organization needs a team of managers to run a new factory

being set up in Ahmedabad. For this, the Human Resources manager prepares
several documents. The document describing the demands and requirements of
the new positions would count as:
a. Organizational analysis
b. Task analysis
c. Person analysis
d. None of the above
9. A large multinational organization brings together a team of managers to run a
new factory being set up in Ahmedabad. For this, the Human Resources
manager designs a training program to help the newly appointed employees think
out of the box. This type of training would be called:
a. Creativity training
b. Diversity training
c. Crisis training
d. None of the above
10. A large multinational organization brings together a team of managers to run a
new factory being set up in Ahmedabad. The Human Resources Manager
realizes that the newly appointed employees need help dealing with colleagues
coming from a variety of social, educational, and ethnic backgrounds. The type of
training designed to achieve this would be called:
a. Creativity training
b. Diversity training
c. Crisis training
d. None of the above
 Principles of HRM 2017: Assignment 4

1. Layoffs are a form of:

a. Voluntary separation
b. Involuntary separation
c. Contractual separation
d. None of the above
2. The death of a person by heart attack while still in service is a form of:
a. Voluntary separation
b. Involuntary separation
c. Contractual separation
d. None of the above
3. Resigning from a job is a form of:
a. Voluntary separation
b. Involuntary separation
c. Contractual separation
d. None of the above
4. Similarity of salaries between equally qualified, equally experienced, and
equally skilled employees in different organizations is a form of:
a. External equity
b. Internal equity
c. Fair equity
d. None of the above
5. Similarity of salaries between equally qualified, equally experienced, and
equally skilled employees within the same organization is a form of:
a. External equity
b. Internal equity
c. Fair equity
d. None of the above
6. Each member of the sales team in an organization receives the same basic
salary, but the additional compensation they receive is based on the quantum
of sales they make. This is an example of:
a. Capability pay
b. Variable pay
c. Fixed pay
d. None of the above
7. Each member of the sales team in an organization receives the same basic
salary, and the same percentage of bonuses irrespective of the quantum of
sales they make. This is an example of:
a. Capability pay
b. Variable pay
c. Fixed pay
d. None of the above
8. The salary of the front line employees in Organization A is higher than their
peers in similar organizations in other cities because Organization A has a
hard time finding skilled front line employees in the city where it is located.
Considering this, the salary structure of Organization A may be said to have
been decided upon:
a. The Distributive Justice Model
b. The Labor Market Model
c. Egalitarianism
d. None of the above
9. Supervisors in Organization B encourage their employees to go for training
that can help their professional development. The policies of Organization B
are also very supportive of further training of their current employees and also
provides financial assistance for training to the extent possible. However, the
management realizes that this can result in employees moving out of the
organization for better jobs. This situation denotes:
a. Training needs
b. Training paradox
c. Recruitment crunch
d. None of the above
10. A school for formula one car racing drivers does not want to risk the lives of its
trainees. So, it has created a laboratory in which the trainees can practice
under supervision on a model of a race car and feel what it feels like to drive
one without actually being on the race track, till they are ready to try out an
actual race car. This is an example of:
a. Job instruction training
b. Programmed learning
c. Vestibule training
d. None of the above
 Principles of HRM: Assignment 5

1. An employee fears that if she reports her boss’s unwelcome personal advances
towards her, she may lose her job, even though her boss has never said this
explicitly. This is an example of:
a. Adverse impact
b. Coercion
c. Disparate treatment
d. Affirmative action
2. A manager announces openly that anyone reporting his misdemeanour in the
office will be dealt with more strictly that the ones who choose to ignore his bad
behavior. This is an example of:
a. Adverse impact
b. Coercion
c. Disparate treatment
d. Affirmative action
3. A manager forces his subordinate to withdraw her complaint against his
inappropriate behavior by bullying her and shouting at her in front of the entire
office. This is an example of:
a. Adverse impact
b. Coercion
c. Disparate treatment
d. Affirmative action
4. An organization requires that all applicants for the position of a maintenance
engineer at a construction site at the periphery of a nuclear plant have M. Tech.
degrees in Civil Engineering. This is an example of:
a. Business necessity
b. Discrimination
c. Bonafide occupational qualification
d. Affirmative action
5. An organization requires that all applicants for the position of a maintenance
engineer at a construction site at the periphery of a nuclear plant have at least
three years of experience with maintenance operations of civil engineering sites
in high risk areas. This is an example of:
a. Business necessity
b. Discrimination
c. Bonafide occupational qualification
d. Affirmative action

6. Ethical theory that assumes that after the formation of basic rules of acceptable
social behavior, different points of view will exist, and should be allowed to co-
exist, is known as:
a. Pluralism
b. Ethical relativism
 c. Absolutism
d. None of the above

7. Ethical theory that assumes that there are no universal rights and wrongs and
that the decision for right and wrong depends upon the culture and context the
decision maker makes the decision in, is known as:
a. Absolutism
b. Ethical relativism
c. Pluralism
d. None of the above
8. Utilitarian ethics deals with:
a. Decision about right and wrong based on the cost-benefit analysis
b. Decision about right and wrong based on the end result
c. Decision about right and wrong based on the opinion of the person in
charge of the situation
d. None of the above

9. Whistleblowing is not a good idea when:

a. You do not have complete and convincing documentation
b. You do not have someone senior to back you up
c. You do not have a whistle
d. None of the above

10. An organization needs to cut down on its expenses. Towards this end, it decides
to lay off a few senior executives so it can save the jobs of a larger number of
junior executives. Since these employees are being laid off despite their stellar
performance, the organization decides to give them a year’s worth of health
insurance and a seven day trip for two to Europe in addition to what is promised
through their contract. This is an example of:
a. Unemployment insurance
b. Supplemental unemployment benefit
c. Job sharing
d. Bonus

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 Principles of HRM 2017: Assignment 6

1. Tight deadlines at work are an example of:

a. Challenge stressors
b. Hindrance stressors
c. Personal stressors
d. Interpersonal stressors
2. Office politics is an example of:
a. Challenge stressor
b. Hindrance stressor
c. Personal stressor
d. Interpersonal stressor
3. Which of the following is an example of an employees’ union?
a. A group of people taking meals together
b. A group of people working together on a project
c. A group of people committed to and working together on issues regarding
their welfare as employees
d. A group of people managing an organization
4. A situation in which the management views the employees’ union as an opponent
and prepares to deal with any opposition they may present to the working of the
organization, is known as:
a. Labor union strategy
b. Labor relations strategy
c. Union acceptance strategy
d. Union friendly strategy
5. A situation in which the management and employees’ union work together to
solve common goals and draw upon their resources to help each other, is known
as:
a. Labor union strategy
b. Labor relations strategy
c. Union acceptance strategy
d. Union friendly strategy
6. Bargaining topics including discussion about the minimum pay scales of
employees are classified as:
a. Mandatory bargaining topics
b. Permissive bargaining topics
c. Illegal bargaining topics
d. None of the above
7. Bargaining topics including discussion about the special leave that some
employees need to take care of their children during their board examinations,
are classified as:
a. Mandatory bargaining topics
b. Permissive bargaining topics
c. Illegal bargaining topics
 d. None of the above
8. Bargaining topics including discussion about policies regarding preferential
treatment for people following a specific religion in the workplace are classified
as:
a. Mandatory bargaining topics
b. Permissive bargaining topics
c. Illegal Bargaining topics
d. None of the above
9. Grievances regarding inability of the concerned administrator to follow a specific
procedure due to his inability to understand the complex language of the
conditions of employment, are known as:
a. Contract interpretation grievances
b. Grievances due to employee indiscipline
c. Contract administration grievances
d. None of the above
10. A situation in which the bargaining parties are unable to resolve their conflict is
known as:
a. Deadlock
b. Wildcat
c. Lockout
d. Impasse

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 Principles of HRM 2017: Assignment 7

1. An Indian organization purchases land in The Phillippines, and develops its

infrastructure from scratch along the lines of its set ups in India. This is an
example of:
a. A wholly owned subsidiary employing the Brownfield strategy for entry into
international business
b. A wholly owned subsidiary employing the Greenfield strategy for entry into
international business
c. A wholly owned subsidiary acquiring a business that is already set up in a
foreign country

2. An Indian organization purchases an abandoned set of buildings in Australia, and

renovates them along the lines of its set ups in India. This is an example of:
a. A wholly owned subsidiary employing the Brownfield strategy for entry into
international business
b. A wholly owned subsidiary employing the Greenfield strategy for entry into
international business
c. A wholly owned subsidiary acquiring a business that is already set up in a
foreign country

3. An Indian organization buys a dying business in England and revives it under the
banner of its Indian name while retaining most of its English footprint. This is an
example of:
a. A wholly owned subsidiary employing the Brownfield strategy for entry into
international business
b. A wholly owned subsidiary employing the Greenfield strategy for entry into
international business
c. A wholly owned subsidiary acquiring a business that is already set up in a
foreign country
4. A multinational organization allows its employees in their foreign subsidiary to
handle their problems at their own end and intervenes only when they approach
the head office for help. This is an example of:
a. Guide and advise approach to management of labor relations in
multinational enterprises
b. Hands off approach to labor relations in multinational enterprises
c. Strategic planning approach to labor relations in multinational enterprises
5. A multinational organization expects its employees in their foreign subsidiary to
report to the head office about their day to day affairs and the head office
participates in all their decision making activities. This is an example of:
a. Guide and advise approach to management of labor relations in
multinational enterprises
b. Hands off approach to labor relations in multinational enterprises
c. Strategic planning approach to labor relations in multinational enterprises
6. To get ahead of its competitors, an organization adds new features to its product
offerings that are not offered by its competitors. This is an example of:
a. Cost reduction strategy
b. Enhancement strategy
c. Innovation strategy
7. To get ahead of its competitors, an organization routinely organizes a series of
sales in its factory outlets, where its products are priced at 20% to 40% below the
market price. This is an example of:
a. Cost reduction strategy
b. Enhancement strategy
c. Innovation strategy
8. To get ahead of its competitors, an organization starts using better raw material
to manufacture its products and offers them at the same price as before. This is
an example of:
a. Cost reduction strategy
b. Enhancement strategy
c. Innovation strategy
9. According to the cybernetic model of strategic HRM, with reference to behaviour
management as a responsibility of strategic HRM, an organization ensures that
the salaries of its employees are commensurate with their output. This is an
example of:
a. Competence utilization
b. Behavioral control
c. Behavioral coordination
10. With reference to the types of networks in networked organizations, an
organization that survives on a team of expert firms networking with each other to
complete a project, is utilizing:
a. An interactive network
b. An individual network
c. An interwoven network

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 Principles of HRM 2017: Assignment 8

1. With reference to the just cause standard of discipline, notification refers to:
a. Forewarning to the employee of the disciplinary consequences of his or
her conduct
b. Reasonable relation of the rule that was violated to the safe and efficient
operations of the organization
c. Impartial inquiry into the action deemed inappropriate
d. None of the above
2. With reference to the just cause standard of discipline, the term ‘reasonable rule’
refers to:
a. Forewarning to the employee of the disciplinary consequences of his or
her conduct
b. Reasonable relation of the rule that was violated to the safe and efficient
operations of the organization
c. Impartial inquiry into the action deemed inappropriate
d. None of the above
3. With reference to the just cause standard of discipline, fair investigation refers to:
a. Forewarning to the employee of the disciplinary consequences of his or
her conduct
b. Reasonable relation of the rule that was violated to the safe and efficient
operations of the organization
c. Impartial inquiry into the action deemed inappropriate
d. None of the above
4. With reference to the just cause standard of discipline, proof of guilt refers to:
a. Evenhanded application of the rules, orders & penalties of the disciplinary
action
b. Reasonable relation of the disciplinary action and/ or punishment to the
seriousness of the rule violated
c. Provision of substantial evidence through the investigation regarding the
action requiring disciplinary action
5. With reference to the just cause standard of discipline, reasonable penalty refers
to:
a. Evenhanded application of the rules, orders & penalties of the disciplinary
action
b. Reasonable relation of the disciplinary action and/ or punishment to the
seriousness of the rule violated
c. Provision of substantial evidence through the investigation regarding the
action requiring disciplinary action
6. With reference to the just cause standard of discipline, absence of discrimination
refers to:
a. Evenhanded application of the rules, orders & penalties of the disciplinary
action
 b. Reasonable relation of the disciplinary action and/ or punishment to the
seriousness of the rule violated
c. Provision of substantial evidence through the investigation regarding the
action requiring disciplinary action
7. Which of the following is an example of positive discipline?
a. Verbal warning – written warning – suspension – discharge
b. Counselling sessions – assignment of a mentor – adjustment of time-
schedules – training – feedback – final warning – discharge
c. Immediate fine every time a mistake is made
8. Which of the following is an example of the hot stove rule?
a. Verbal warning – written warning – suspension – discharge
b. Counselling sessions – assignment of a mentor – adjustment of time-
schedules – training – feedback – final warning – discharge
c. Immediate fine every time a mistake is made
9. Which of the following is an example of progressive discipline?
a. Verbal warning – written warning – suspension – discharge
b. Counselling sessions – assignment of a mentor – adjustment of time-
schedules – training – feedback – final warning – discharge
c. Immediate fine every time a mistake is made
10. Which of the following scorecards ties all major activities and perspectives of an
organization’s operations to the vision and strategy of the organization:
a. Balanced scorecard
b. Basic Input Process Output Scorecard
c. Causal Chain Scorecard