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EPBM-14 HRM Makeup Question paper Total marks 20 Time 30 mins 1. Each question carries 1 mark. 2.

Each question has one correct choice. 3. No negative marking. __________________________________________________________________ 1. If the labor supply exceeds labor demand, HR needs can best be met by: a) succession planning. b) training or retraining. c) recruiting from the outside. d) reducing pay or work hours. e) subcontracting. 2. Transferring responsibility and decision-making authority from central office staff to the people closest to the situation that demands attention is an example of: a) decentralization. b) corporate restructuring. c) the effect of the evolving nature of work roles. d) downsizing. e) outsourcing. 3. Most of the measures used in hiring decisions focus on: a) ability. b) motivation. c) ability and motivation. d) personality. e) none of the above 4. In the hiring process, generating a pool of qualified candidates for a job constitutes the _____ phase. a) recruitment b) selection c) socialization d) orientation e) interviewing 5. An unsuccessful job applicant has filed suit against your company, alleging that a test she was given does not measure performance required on the actual job. Her suit is about the ____ of the test. a) reliability b) validity c) accuracy d) ethicality e) disparate impact

6. A pitfall of using relative judgments for performance appraisal is that: a) they cannot clearly show how great or small the performance differences between the employees are. b) employees may receive the same ratings if they all perform their jobs equally. c) they force appraisers to make judgments based solely on performance standards. d) relative judgments are focused on the individual, not on the individuals performance. e) relative judgments are less defensible in court than other appraisal instruments. 7. A disadvantage of an absolute judgment performance appraisal system is that: a) it forces managers to make distinctions among employees when there arent any. b) it creates conflict among employees as they compete for the best rating. c) employees tend to be grouped into two categories by managers. d) it is hard to defend legally. e) it is difficult to maintain equity across managers.

8. A significant drawback of outcome-based performance appraisal systems is: a) b) c) d) e) they can lead to a results at any cost mentality. it is very time consuming to set the criteria up. managers resist this approach as an unnatural way to evaluate performance. they are open to bias. the standards are too ambiguous.

9. Which of the following does a manager need to minimize in order to ensure an accurate measure of worker performance? a) Organizational politics. b) Legal issues. c) The influence of liking. d) Rater errors and bias. e) All of the above 10. You are training first-line supervisors on how to give performance appraisals. In your explanation of the halo error, you tell these managers that they can avoid this mistake if they: a) are sensitive to organizational considerations when they evaluate employees. b) remain current on HRM and EEO laws. c) use the proper tool in the correct format for each evaluation. d) consider each dimension individually, and dont make an overall assessment of performance and then tailor the evaluation to that assessment. e) guard against developing personal relationships with their employees.

11. Development is different from training in that development: a) has a longer time frame than training. b) focuses on the current job. c) is narrow in scope. d) has the goal of improved performance. e) has a shorter time frame than training does. 12. Training is effective only: a) when it is focused on areas that are controllable by employees. b) when it is more costly than the problem itself. c) during times of economic downturn. d) when company morale is high. e) when the goals for the graining are left open. 13. One of the team-related challenges that individual performance based rewards faces is: a) people only doing what they get paid for and no more. b) a lack of individual control over work processes. c) separating individual contributions from team contributions when measuring performance for incentive pay. d) a heightened team spirit that results in the team protecting under-performing team members. e) Both b & c. 14. In any group, some individuals put in more effort than others. On occasion, the contribution is markedly less than the average of the rest of the team. When this happens you have: a) the free-rider effect. b) social pressure to limit performance. c) strong group cohesiveness. d) single-mindedness of the individual employee. e) job autonomy. 15. A pitfall of using performance appraisals as a tool for organizational assessment is that: a) it is only a judgment of past performance but not necessarily a good predictor of future performance. b) performance appraisals may make employees nervous and initiate voluntary separations. c) employees may become more concerned about their reputations than their performance. d) it may foster unrealistic expectations for advancement. e) most minorities will perform less well on appraisals than employees who are not members of protected classes.

16. To properly link performance and pay: a) managers must have complete control over the workers work process. b) union presence must be eliminated. c) the employee must have complete control of the pace and quality of the work to be performed. d) people must realize that the incentive system is an experiment. e) managers must consider their employees intrinsic drives. 17. In any group, some individuals put in more effort than others. On occasion, the contribution is markedly less than the average of the rest of the team. When this happens you have: a) the free-rider effect. b) social pressure to limit performance. c) strong group cohesiveness. d) single-mindedness of the individual employee. f) job autonomy. 18. If candidates know their productivity levels beforehand, then more productive employees would like to join company which has higher performance linked variable compensation component. This effect is known as a). External Equity b). Sorting Effect c). Tournament Effect d). None of these 19. The incentive effect of variable compensation component on effort is explained by: a). Total benefits of effort > Total cost of effort b). Marginal benefits of effort> Marginal cost of effort

20. In a company ideally speaking the variable component in compensation should be higher for senior employees compared to juniors because a). Their (seniors) job is more critical to success or failure of org. b). They are more educated and experienced than juniors. c). They have more means to bear brunt of downturn. d). a & c.

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