25. TNI 1. 2. 3. What is the difference between Need and Want?

a) Want is optional b) Need is a must c) Yes both are Correct Who identifies the Training Needs? a) HOD b) Immediate Supervisor Training Need is a) Expected level performance minus present level performance b) No. it is a general need for development Training Needs are identified from a) Past Experience b) Future Development All TNIs need evidences and data a) Yes it must be b) Not Necessary Can TNI be quantified? a) yes with set skill standards All TNI needs to be Trained a) Yes but, it can be prioritized b) No b) Not Necessary c) Both

4. 5. 6. 7. 8. 9. 10.

Training Budget is prepared on the basis of TNIs? a) Yes According to priorities b) Not Necessary TNI exercise is done a) Periodically b) As per need basis Training Needs must Co-Relate a) Business Strategy and Growth b) Employee self-development

26. ORGANIZING TRAINING PROGRAMMES 1. 2. Who prepares Training Calendar? a) HR Manager b) HR Manager with Line Managers List of Trainers both internal and external are maintainers and Up-dated by a) HR/Training Manager b) Line Managers Which is Comfortable? a) Training Hall near Work Place Place Who approves Training Calendar? a) HR with Line Managers b) MD Informal training Programmes can be conducted a) at work Place b) Training Hall Which is better for Organizing Trg.Prog? a) Verbal b) Written Communications Pooling of Skills or Pooling of available employees for organizing Trg? a) Pooling of Skill Needs and accordingly employees are identified b) Pooling of Employees and accordingly Needs are classified Technical trainings are Organized by a) HR b) Line Managers in Co-ordination with HR All administration facilities are taken care of by a) HR Manager b) Line Managers Whether the training Budget includes a) Cost of admin exps. In relation to Trg b) Not Necessary b) Training Hall far away from Work

3.

4. 5. 6. 7.

8. 9. 10.

27. TRAINING - EVALUATION 1. 2. Evaluation is for the purpose of a) Effectiveness of the Trainer b) Self Learning Level Evaluation Report immdly after Training will give any immediate expected results? a) No.It takes sometimes b) Yes To some extent Who evaluates the training Programme? a) Trainees b) Trainees and Trainer separately It is better to design Training Eval. Format so that the targets be spelt in Numerical terms a) Yes b) No. we leave it to Trainees Understanding level achieved from training can be defined and given numerical values accordingly a) yes b) No. Sometime it may be confusing Trainer Evaluates what? a) about Trainees and other facilities presentaion b) about himself and his

3. 4.

5.

6.

7.

Can you suugest, some expert people need to be observers in Trg. Prog.? a) No. free and congenial trg. Atmosphere b) Yes They will give Un-biased values of the prog. Authentic at effective Training Evaluation is done only after a) Certain period b) Immediatley by Oral discussions by HOD, Immediate Trg. Eval. Will not give a) Any useful data b) To some extent it helps Who prepares consolidated evaluation Report? a) HR Chief b) HODs

8. 9. 10.

28. MEASURING EFFECTIVENESS OF TRG.PROGRAMMES 1. How do you evaluate the effectineness? a) Data before training and Data after training b) Loss occurred before training and gains achieved (Money-wise) Effectiveness is also measured by a) Total cost of Training in-relation to cost benefit achieved by Training b) Ratio between ASK before Trg. And ASK after Trg. How do you measure the Attitudinal Skills? a) By giving numerical values to the expected attitude Standards b) By general feeling Who measures the effectiveness of Trg? a) HR Manager/ Trainer b) HODs What is the period to be taken for evaluation? a) As per targetted duration b) Immediate Who does followup on Trg. Eval? a) HR Manager b) HOD Effectiveness compels decumentary evidences. a) Yes b) Not Necessary Data on Effectiveness is an agenda for MR a) Yes. Definitely b) Not Necessary Can the data on effectiveness be co-relate with productivity and quality improvement? a) Yes ratio can be equal to 1 or more than 1. Does the effectiveness of Training reflect the effectiveness of HR Manager / Training Manager? a) Yes b) Not Necessary

2.

3.

4. 5. 6. 7. 8. 9.

10.

29.STATISTICAL DATA ON TRAINING 1. 2. 3. 4. 5. 6. 7. 8. 9. Does basic knowledge of Satistics require for HR Manager? a) Yes Definitely b) Not Necessary Data on TNIs will help a) Strengthening Interview process b) Re-Structuring

Data on effectiveness can be more co-related with a) Customer satisfaction b) Future Business Plans Data on effectiveness will compel a) Corrective actions b) Preventive actions effectiveness must lead to Continuous Imp? a) Yes. it is a motivational factor b) Not Necessary Data can be graphed and which is better? a) Skill-wise b) Employee-wise Data on Trg. Effectiveness will help identifying a) Good Trainers b) Work Methodologies Retention of Data on effectiveness a) is a must b) No.we can keep it for some periods Data on attitudinal Skills can be co-related with data on motivational factors? a) Yes b) Not Necessary Bar Charts are very useful and visible? a) Yes for perusing the effectiveness b) Not Necessary

10.

30. TRAINING METHODOLOGY 1. 2. 3. 4. ` 5. 6. 7. 8. 9. 10. Which better Training Methodology? a) Self-Learning b) Trained by Experts How far class-room lecture will help a) totally b) To some extent Case Studies are good for Training? a) Yes it shows the real talents b) Many times it fails Role play will help in Training Programmes? a) Yes it is quite interesting b) No. it is bore exercise Visual aids are good for Training Prog? a) Yes b) No c) To some extent only Participative approach is better than monotonous talk? a) yes b) Not Necessary Case studies and Role Play can be taken after lunch break of the Trg. Prog. a) Yes b) Not Necessary Motivating the trainees by jokes, etc. is good? a) Yes it decreases the boredom b) Not Necessary Welcome speech preferably given by unit Head? a) Yes it Motivates the Trainees b) Not Necessary Empathy approach is followed by Trainer? a) Yes it must be b) No Need at all

31. MOTIVATIONAL FACTOR 1. For a Career-oriented employee a) Money is the main motivational factor b) No. definitely it is not Motivation is spontaneous and inner urge a) Yes it is like Saliva b) No. Motivation is to be trained Motivation starts from Inspiration a) Yes it is automatic mental force and change b) No it is need not be

2. 3. 4.

Standards compels or incites motivation, a) Yes Work standards and environment, particularly b) No. Sometimes it de-motivates also Motivation is a powerful tool for succession development a) Yes it develops very quickly b) Not necessary. Inspiration is another inducement for motivation? a) Yes but, interpretation must be given correctly b) No. Not Necessary Self-learning or self-inducement is a powerful factor for Motivation a) Yes definitely b) No.Training Motivational Factors to the Trainees Self-knowledge with correct interpretation is the right way for positive motivational factors a) Yes b) No. Experience and Validation Methods can lead to adapt it Which is a powerful Motivational Factor? a) Money-related b) Knowledge-related Who trains motivational factors fast? a) Delegative Leader b) Participative Leader

5. 6.

7. 8.

9. 10.

32.DE-MOTIVATIONAL FACTORS 1. 2. De-Motivational Factors mean a) No Motivation Factor b) Deteriorational factors Comparison of personal attributes may lead to de-motivational factors a) Yes if you see it negative ways b) No. Comparison many times leads to growth only False assurances lead to demotivation a) Yes very much b) Not Necessary Authoritarian way or Centralization leads to de-motivation? a) Yes definitely b) No. many times this approach is wanted Enforcing Motivational factors may lead to de-motivational. a) Yes definitely b) Not Necessary De-Motivation may lead to a) Health problems b) To some Extent De-motivation leads to Recruitment cost more a) Yes b) Not Necessary De-motivation is incited or charged when one feels it from a) Downward level b) equal level c) higher level Organisation Suffers heavily because of a) De-Motivational Factors b) No Motivation factors Who is totally responsible for de-motivations? a) Management b) Self

3. 4. 5. 6. 7. 8. 9. 10.

33. MEASURING MOTIVATION 1. 2. 3. 4. 5. In it possible to measure the Motivation? a) Yes. With the skill of HR professionals

b) No. it cannot be

With which you will measure the motivation? a) With Standards b) satisfaction Competency mapping helps to measure the motivation a) Yes b) Not Necessary Does Motivation Compel rewards? a) Yes b) Not Necessary Following is the quantification formula for motivation? a) Zero is No motivation and No de-Motivation, + is for motivation and (-) is for De- Motivation, b) It is difficult Do you want to bench-mark Motivation? a) Yes. for positive, use larger scale,For negative, use tolerance limit point. b) Not Possible Open Apprassal System on Counselling will help in measuring motivation a) yes b) No. it may give biased views Density of Motivation is More when it comes from a) Upward level b) Lateral level c) Downward Density of De-motivation is more when it comes a) Upward b) Lateral c) Downward You must relate all motivation / De-motivational factors to a) Knowledge, Skill and Attitude towards job b) Retention / Attrition

6.

7. 8. 9. 10.

34.

JOB SATISFACTION

1. Job Satisfaction can be achieved thro meeting the Job Standards on time. a) Yes. Set the job standards first to achieve satisfaction. b) Not Necessary. It depends on individual concerned. 2. Job satisfaction will lead to retention a) Yes. Total Job Satisfaction leads to Retention. b) Not neceswsary. 3. Job satisfaction comes out of a) Motivational factors b) Welfare Measures 4. Enjoy Working climate will bring Job satisfaction. a) Yes. Definitely. b) Not Necessary. 5. Can Job Satisfaction level be quantifiable? a) Yes using numerical terms with job standards b) No. it is difficult. 6. Strong Career Planning and Succession Planning lead to job satisfaction? a) Yes. Particularly the Succession Planning Schedules. b) Not Necessary. 7. Participative and Delegative approach lead to Job satisfaction. a) Yes. Definitely. b) No. For delegative, one should be careful. 8. Training, Sharing information, Transparency, Empathy, flattening Organisation structure, etc. will also lead to Job Satisfaction. a) Yes. All such Motivational Factors definitely lead to Job Satisfaction. b) No. These are all, may be in ideal situation. 9. Consistency in Job Satisfaction is a must. a) Yes. By all approach of Team work. b) In changing scenario, it may not be possible. 10. Organisation priority is Job Satisfaction of all Employees. a) Not Necessary. Achieving this goal is very difficult. b) Yes. it must be.

35. JOB DIS-SATISFACTION 1. Job Dis-Satisfaction is not similar to job no satisfaction? a) Yes b) No Both are same Job Dis-Satisfaction starts from a) Salary Comparison b) Skill Comparison Job Dis-Satisfaction leads to more de-motivation a) Yes b) Not Necessary Authoritarionism leads to job dis-satisfaction a) Yes b) No. it brings results Lack of knowledge up-dation environment leads to a) Job Dis.. b) No. it may not be true Delegation or De-centralization will reduce job dis a) Yes Definitely b) Not Necessary Monotonous work also leads to job dis a) Yes b) No. Many times it develops in-depth skills Job Rotation or change in Role play will reduce Job Dis a) Yes. Definitely b) No. it may aggravate further which leads to Job Dis? a) Man-Oriented work procedures b) System-Oriented work procedures

2. 3. 4. 5. 6. 7. 8. 9. 10.

Periodic HR Audit is necessary for a) reducing Job Dis. Level b) Not Necessary

36. RETENTION METHODS 1. In Current changing scenario, whether it is possible to retain best talents? a) Yes. it can be with proper Rewards b) No. it is not true Which lot, do you want to retain? a) Best result-oriented employees b) Less career-oriented persons

2. 3. 4. 5. 6. 7. 8. 9. 10.

Which factor influences Retention positively more? a) Best HR Policies b) Enjoy Working Motivational factors directly proportional to Retention? a) Yes b) Not Necessary Retention may reduce the companys cost a) Yes b) No. Rentention cost may tally the Recruitment cost For a good employee which is a good Retention Method? a) Training & Up-dating b) Monetary benefits Good Succession Planning is better than career plg? a) Yes Definitely b) No. for visioned employees it may not be feasible Instant Rewards are better than Annual Rewards? a) Yes. Definitely b) Not Necessary Data on Exit interview will be useful for Retention Methods? a) Yes b) No. may times it is biased and Un-Prepared Daily Evaluation / Counselling / feedback will Strengthen Retention Factors a) Yes b) No. it may be difficult to practise

37. EXIT INTERVIEW DATA (EI) 1. 2. 3. 4. 5. Who Conducts EI? a) HR Manager b) Line Manager first and HR Next

Do you accept Criticisms and Suggestions? a) Yes b) No. Many times it is exaggerated Exit Int. Questionnaries are designed more on a) Attitude b) Infra-Structure c) Environment Which gives data exact? a) exit Interview b) Daily Employee Interactions Transparency or close Cluture, which one gives more data during Exit Int. process? a) Open Talk b) Fear atmosphere Standard Format is better or open format? a) Standard format with company culture expectations b) Open Format How do you co-relate feedback from Exit Int? a) Check the Uniformity and consistency on data b) Immediate corrective action by Trial implementation Do you persuade the out-going employees to re-consider his leaving the service? a) Yes. To some extent that too only with the best talents b) No. Let him go to better place. Let me get better man Do you Punish the employees who contributes negative opinion on company? a) No b) Yes. as per genunity of the feedback Which is better during Exit Int. process? a) Oral Discussions b) Written Statements

6.

7.

8.

9.

10.

38. EMPLOYEE COUNSELLING DATA 1. 2. 3. 4. 5. 6. 7. Who Counsels the employees? a) Line Managers initially b) HR Manager Counselling is only for a) Negative Attitude b) Positive as will as Negative Do you welcome openness during counselling? a) Yes. definitely b) Not Necessary Which is more effective? a) Individual Counselling b) Group Counselling

Counselling is because of a) Complaints b) Periodic Requirement Periodic Self-Appraisals will Strengthen the process of Counselling? a) Yes. Definitely b) Not Necessary Daily Self Appraisal (simple Format) Method in relation to skills and Results, whether it is necessary? a) Yes b) Not Necessary HR Manager must posses following traits during counselling procedure/ a) Flexible and Philosophical b) Rigid and authoritarian way Managers must develop Listening Skills during counselling a) Yes b) To some extent Counselling is an informal training Programme, particularly on Attitudinal Skills a) Yes Definitely b) Not Necessary

8. 9. 10.

39. COMPENSATION SURVEY (CS) 1. 2. 3. 4. 5. 6. CS is necessary under present employment conditions a) Yes definitely b) No. it may not serve any purpose CS is done to retain the a) Best Talents b) To correct HR Policies Who does the CS? a) HR People b) Finance Manager

CS includes Motivation and satisfaction factors a) Yes b) Not Necessary CS can also be on the basis of a) Career Planning b) Retention Planning Preparation of Check- List is necessary a) Yes. as per expected level of corrective action b) No. Open format is enough Nowadays it is difficult to conduct CS, because many companies do not disclose data? For this. a) Obtain the data from candidates during interview b) Leave it to the consultants CS, many times, it is a futile exercise a) Yes. I agree b) No. effective data can be implemented CS can be done by the following will give better results? a) HR Manager b) HR Consultants Data from Exit Int. and Employee Counselling can serve food purpose in CS a) Yes Definitely b) No. many times, it is biased

7.

8. 9. 10.

40. SKILL SURVEY (SS) 1. 2. 3. 4. 5. 6. 7. 8. 9. Data on skill Survey can be obtained from a) Campus Interview b) Job Advertisements On-line facilities will contribute quicken and better data for SS a) Yes b) Not Necessary Skill levels are up-dated from a) Competitors b) Market Trends c) Both

Releasing advertisements will invite move Skill data on Survey a) Yes b) Not Necessary Training Programmes will lead to more skill up-dation a) Yes definitely b) Not Necessary Write ups on a specific skill topic, will bring data from the Candidates a) Yes b) No. many times it is exaggerated How do you bring out hidden or latent Skills? a) Thro Case Studies and role play b) Personel Discussions Job Rotation and Demonstration by self also contribute towards skill data a) Yes b) Not Necessary Delegation of power or Empowerment will contribute more data on skill Inventory a) Yes b) Not Necessary Competency Mapping Method will also contribute to skill Inventory/ a) Yes Definitely b) Not Necessary

10.

41. SKILL DATA BANK 1. 2. 3. Available Skills are measured in relation to the expected level standards a) Yes Periodically b) No it is difficult Employment Application Data will contribute more towards skill data a) Yes To some extent b) No. it may be biased Job description will give exact skill Data a) Yes. it gives expected level b) No. many times it is confusing with actual Role Play Customers feedback will also add towards skill Data up-dation a) Yes definitely b) Not Necessary Vendor feedbck will also add data requirements on Skills a) Yes. definitely b) Not Necessary Quality Standards will help in pooling Skill Data a) Yes b) No. my be to some extent Periodic Perf. Appraisals are powerful tool for pooling skill Data a) Yes b) No. Many times it is Un-biased Job related Magazines / Seminars will contribute more on skill Data a) Yes if it is Specific b) Not Necessary Which is better? a) Micro level Data b) Macro level data on skills

4. 5. 6. 7. 8. 9. 10.

Do you prefer quantification methods on Attitudinal Skill Data a) Yes. definitely b) No it may be biased

42. INTERVIEW PROCEDURES 1. 2. Interview Evaluation Committee gives a) Un-biased Selection b) Not Necessary 70% job related and 30% attitude-related Questions are good for interviews a) Yes b) No. it can be 50:50 Body language gives some correct picture on Attitude of the interviewee a) Yes b) No. it need not be Which is better? a) PreSet Questionnaire Method b) Spontaneous Questions

3. 4. 5.

One Window interview system is good a) Yes it saves time and money b) No. it may lead to un-biased selection On-line interview method is good a) No. it may lead to wrong selection b) Yes it saves and time

6. 7.

Campus Interview is the best method for selection a) No. it need not be many times we may lose good candidate b) Yes it saves time and cost Referral Candidates are better a)No.it leads to wrong selection many times b) yes it can motivate the employees Whether Selection by Consultant is good? a) No. Not Necessary b) Yes. it saves time Subject- basics and fundamentals are important while designing questions a) Yes b) Not Necessary

8.

9. 10.

43. INTERVIEW EVALUATION BY HR 1. 2. 3. 4. 5. 6. 7. 8. Evaluation of Candidates Culture is very important a) Yes. it can be done by HR b) Not Necessary Body language evaluation is done by HR a) yes. it must be b) No need to evaluate Acceptance of weakness is a good quality of the Candidate? a) Yes b) Not Necessary Skill of Communication is evaluated by HR a) Yes b) Not Necessary Listening Skill can be evaluated during interviews a) Yes. it must be b) No. it need not be Assertiveness must be evaluated a) Yes. by some examples b) Need not be Can Motivational Skill be evaluated in interviews? a) Yes it is important b) it is difficult Will you give weightage to candidates Mannerisms and personal cleanliness a) Yes. it must be b) Not Necessary Aptitude Test will Serve any purpose a) Yes definitely b) Not Necessary Do you give chance of learning Skill during interview process a) Yes. to some extent b) No. it may not be feasible

9. 10.

44. INDUCTION 1. 2. 3. Induction Programme is done by whom? a) HR Manager initially b) Line Managers Will Culture of the organization be briefed during Induction? a) Yes definitely with examples b) Not possible Write-up about organization goal, structure etc. will be helpful To the new entrants a) Yes. it must be b) No May be confusing Preparation & Circulation of Employee Hand book is very useful a) Yes b) Not Necessary Brief on important Statutory labour laws is very important a) Yes b) No. It may not be understood immediately Organization Structure is explained a) Yes. in brief b) No Appraisal Systems, Traits to be evaluated and Ratings will be explained a) Yes. definitely b) No Need not be General Discipline, welfare etc. are also briefed a) Yes it must be b) No. He may come to know afterwards Job Related Induction is given by Line Managers a) Yes b) No. They may not find time Induction needs evaluation? a) No. Not Necessary b) Yes. But it can eb focused understanding levels only

4. 5. 6. 7. 8. 9. 10.

45. JOB DESCRIPTION 1. 2. 3. 4. 5. Who prepares Job description Manual? a) HR Managers b) HR with Line Managers Responsibility and authority are to be explained a) yes. Then only clarity will be understood b) Not Necessary Attitudinal Skills are also to be included in JD? a) Yes b) No Need Who approves JD Manual? a) M.D. b) HR chief JD Manual must be Up-dated a) Yes. As per changing scenario and working conditions. b) Not necessary. Many times we find actual role played by the employees deviates JD details. a) Yes. Many times, role clarity is not there even at higher levels. b) No. Job Knowledge includes Educational Qualifications or levels. a) Yes. b) Not necessary. Some organisation do not initiate JD manual because of role clarity fear. a) Yes. b) No. JD Manual must be a) Specific and micro b) Generic and macro.

6.

7. 8. 9. 10.

For all purposes, JD Manual is very important. a) Yes for Quality / HR audits also b) No. Need not be

46. JOB ROTATION (JR) 1. Job Rotation is the best method for a) Multi-skill Development b) Motivational factors 2. JR is to identify the a) Star Performer b) Satisfied employees 3. Job Rotation is another form of Training. a) Yes. To some extent. B) No. it also demands Training Needs 4. JR is a quicker method for a) Career Development b) Succession Planning 5. JR leads to a) Extensive Knowledge b) Intensive Knowledge 6. JR will pave the way for a) Reduction in hierarchical levels. B) Not Necessary. 7. Attitude yardstick for Jris a) Learning b) Assertiveness c) Both

8. Who performs well in Job Rotation a) Participative Leaders b) Autocrats 9. Because of Job Rotation a) Change happens b) Not Necessary 10. When Organisation is in crisis a) JR will help to solve to some extent b) JR may aggravate further.