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Human Resource Management MCQs
Human Resource Management (HRM) is the process of evaluating an organization’s human resource needs, finding people to fill those needs, and getting the best work from each employee by providing the right incentives and job environment. Here on MCQs.club we have prepared simple Multiple-Choice Question (MCQs) on human resource management that covers human capital management, system, theories of human resource management, strategic HRM, Its introduction and fundamentals. This online course on HRM MCQs is one of the best course that fully summarize everything on HR management MCQs with answers. These MCQs are helpful for Competitive exams, Business management and Accountancy exams.
- Human Resource Management (HRM) is the process of evaluating an organization’s human resource needs, finding people to fill those needs, and getting the best work from each employee by providing the right incentives and job environment. It has the overall aim of helping an organization achieve its goals.
- The above statement is true
- The above statement is false
- Identify the main objectives of HRM.
- To develop an effective human component for the organisation which will respond effectively to change.
- To obtain and develop the human resources required by the organisation and to use and motivate them effectively.
- To create and maintain a co-operative climate of relationships within the organisation and to this end to perform a ‘firefighting’ role dealing with disputes as they arise.
- To meet the organisation’s social and legal responsibilities relating to the human resource.
- All of the above
- Benefits of HRM are:
- Increased productivity – Developing employee skills might make employees more productive.
- Enhanced group learning – Employees work more and more in multi-skilled teams. Each employee has to be competent at several tasks. Some employees have to be trained to work together (ie in teamworking skills).
- Reduced staff turnover – Training and developing staff often reduces turnover rates. This increases the effectiveness of operations and profitability as staff become more experienced.
- Encouragement of initiative Organisations can gain significant advantage from encouraging and exploiting the present and potential abilities of the people within them.
- All of the above
- Which of the following statement is correct regarding Human Resource Management (HRM)?
- Human resource management (HRM) is based on the assumption that the management and deployment of staff is a key strategic factor in an organisation’s competitive performance.
- HRM requires top management involvement and the promotion of culture and values, so that employees’ commitment, as opposed merely to their consent, is obtained.
- Both A&B
- None
- There are a number of theories of human resource management (HRM) relating to ability, motivation and opportunity. From the following identify such theories:
- Scientific management workers motivated by money
- Hierarchy of needs
- Expectancy theory
- Two Factor theory
- Psychological contracts
- Theory X and theory Y
- One type of contingency theory
- Four categories of worker
- All of the above
- (II), (III), (IV) and (VI) only
- (I), (V), (VIII) only
- None
- The broad classes of motivation theory are:
- Content theories
- Process theories
- Both A&B
- None
- Content theories assume that everyone responds to motivating factors in the same way and there is one best way to motivate everybody.
- True
- False
- Process theories change the emphasis from needs to the goals and processes by which workers are motivated.
- True
- False
- Which of the following statement is correct with regard to Taylor’s scientific management theory?
- Work methods should be based on the scientific study of the task, i.e. they should be planned in a way to maximize productivity.
- Select, train and develop the most suitable person for each job, i.e. scientific management of staff
- Managers must provide detailed instructions to workers to ensure work is carried out in a scientific way.
- All of the above
- Identify the categories of ‘Maslow’s hierarchy of needs’ theory.
- Basic or physiological needs
- Safety or security needs
- Social needs
- Self-esteem/ego needs
- Self-fulfillment needs
- All of the above
- (I) (III) and (V) only
- (I) and (V) only
- None
- There are various problems associated with Maslow’s hierarchy of needs theory. Identify those:
- Empirical verification for the hierarchy is hard to come by. Physiological and safety needs are not always uppermost in the determination of human behaviour.
- Research does not bear out the proposition that needs become less powerful as they are satisfied, except at the very primitive level of primary needs like hunger and thirst.
- It is difficult to predict behaviour using the hierarchy: the theory is too vague.
- Application of the theory in work contexts presents various difficulties. For example, the role of money or pay is problematic, since it arguably represents other rewards like status, recognition or independence.
- All of the above
- Vroom believes that people will be motivated to do things to reach a goal. If they believe in the worth of that goal and if they can see that what they do will help them in achieving it. Where:
- Force = valence expectancy where the strength of a person’s motivation
- Valence = the strength of an individual’s preference for an outcome, e.g. promotion
- Expectancy = the probability of success
- The above statement is correct
- The above statement is incorrect
- Handy stated that psychological contracts exist between the employee and the employer. What are the types of psychological contracts?
- Coercive
- Calculative
- Cooperative
- All of the above
- Theory X assumptions include:
- People dislike work and responsibility
- People must be coerced to get them to make an effort
- Sub-ordinates prefer to be directed, wish to avoid responsibility, have relatively little ambition and want security above all.
- All of the above
- Theory Y assumptions include:
- Physical and mental effort in work is as natural as play. People can learn to enjoy and seek responsibility.
- The average human being does not inherently dislike work, because it can be a source of satisfaction.
- People can exercise self-direction and self-control to achieve objectives to which they are committed.
- All of the above
- When deciding which approach to take Theory X or Y, the certain issues are important. Identify those:
- Strict controls and close supervision may be a source of conflict.
- Self-motivation and commitment may be more effective and less confrontational.
- Treating individuals in a Theory X manner may prevent the use of initiative and encourage doing the minimum required.
- Theory X is ineffective when managing individuals who are not financially motivated or who are not afraid of punishment.
- All of the above
- (III) and (IV) only
- (IV) only
- None
- Contingency theory is a concept based upon the idea that the organisation’s structure and management approach must be tailored to the situation. There is no one best way to manage.
- True
- False
- Identify which of the following is correct regarding to Incentive schemes:
- An incentive scheme links pay to performance.
- It can be tied to the performance of an individual or a team of employees.
- The scheme should link performance to organizational goals.
- All of the above
- Types of incentive scheme are:
- Performance related pay (PRP)
- Profit-sharing, Bonus scheme
- Both A&B
- None
- Total reward package (TRP) – a total reward package would draw together all of the financial and non-financial benefits available to employees. Employees are motivated by factors other than pay.
- The above statement is correct
- The above statement is incorrect
- Flexible working arrangements can be used to increase employee motivation. Flexibility in work patterns can be achieved in many ways. Identify the possible ways:
- Flextime, Shift system
- Compressed week, Job sharing
- Part time, teleworking
- All of the above
- Functional flexibility – employees have the ability to move between tasks as and when is required. This will allow an organization to react to changes in production requirements and levels of demand.
- The above statement is true
- The above statement is false
- Functional flexibility can be achieved by:
- Training staff in a wide variety of skills
- Recruiting staff with a wider variety of skills
- Introducing a program of job rotation
- All of the above
- S Tyson and A Fell suggest certain major roles for human resource management which illustrate the shift in emphasis to the strategic viewpoint. Identify such roles.
- To represent the organisation’s central value system (or culture).
- To maintain the boundaries of the organisation (its identity and the flow of people in and out of it).
- To provide stability and continuity (through planned succession, flexibility and so on).
- To adapt the organisation to change.
- (I) and (II) only
- (II) only
- All of the above
- None
- Identify the principles as established by Taylor to achieve the maximum prosperity for employers and employees.
- Science should be used to determine fair pay for a day’s work.
- Scientific methods should be used in the recruitment and selection of staff who should be developed to ensure they are capable of meeting output and quality targets.
- ‘Mental revolution’ – Staff should be encouraged to fulfill their potential.
- There should be constant and intimate co-operation between management and staff.
- All of the above
- Herzberg’s Motivator factors –:
- Create job satisfaction and are effective in motivating an individual to superior performance and effort. These factors give the individual a sense of self-fulfillment or personal growth. For example, Company policy and administration, salary, Job security.
- Are essentially preventative. They prevent or minimise dissatisfaction but do not give satisfaction, in the same way that sanitation minimises threats to health, but does not give ‘good’ health. They are called ‘maintenance’ factors because they have to be continually renewed to avoid dissatisfaction.
- Both A&B
- None
- Herzberg’s Hygiene factors –:
- Create job satisfaction and are effective in motivating an individual to superior performance and effort. These factors give the individual a sense of self-fulfillment or personal growth. For example, Company policy and administration, salary, Job security.
- Are essentially preventative. They prevent or minimise dissatisfaction but do not give satisfaction, in the same way that sanitation minimises threats to health, but does not give ‘good’ health. They are called ‘maintenance’ factors because they have to be continually renewed to avoid dissatisfaction. For example, Gaining recognition, Growth in role
- Both A&B
- None
- Identify the groups of ‘man’, as established by Schein, with common behavioural traits.
- Rational economic man, social man
- Self-actualising man and Complex man
- Both A&B
- None
- Identify the types of psychological contract:
- Coercive contract
- Calculative contract
- Co-operative contract
- All of the above
- Psychological contracts are particularly relevant when considering staff turnover and retention rates. Employees are more likely to stay and be loyal to an organisation where they perceive to have a cooperative contract rather than a coercive one.
- The above statement is correct
- The above statement is incorrect
- The advantages of project-based organizations include:
- Greater flexibility of – People, Workflow and decision-making, Tasks and structure
- Inter-disciplinary co-operation and a mixing of skills and expertise, along with improved communication and co-ordination.
- Motivation and employee development – providing employees with greater participation in planning and control decisions.
- Market awareness – the organization tends to become more customer/quality focused.
- Horizontal workflow – Reduced bureaucracy
- All of the above
- (I) (II) and (III) only
- (III) and (V) only
- None
- The disadvantages of project-based organizations include:
- Dual authority threatens a conflict between functional managers and product/project area managers.
- An individual with two or more bosses may suffer stress from conflicting demands or ambiguous roles.
- Cost: product management posts are added; more consultation is required e.g. meetings.
- Slower decision making
- Possible lack of accountability
- (I) and (III)only
- (I) (III) and (V) only
- All of the above
- None
- The key to successful flexible work arrangements is to tailor the arrangement to the particular needs of the individual and the organisation. When considering which flexible work arrangements to offer employees, organisations should consider the arrangement’s practicality, fairness, and flexibility within the environment of the organisation.
- The above statement is true
- The above statement is false
- Typical flexible work arrangements include:
- Flexitime, Compressed week
- Job sharing, Part-time/Reduced hours
- Telecommuting or homeworking, Shift working
- All of the above
- Flexitime –:
- is an arrangement where employees work the standard number of hours in a workday (or in some arrangements within a work week), but are given some flexibility as to when they work these hours.
- is an arrangement where an employee works the standard number of hours in a one-or two-week period, but compresses those hours into fewer work days (therefore working longer hours on the days the employee is at work).
- is an arrangement where an employee works either part or all of the week from a location other than the standard place of work (office). Typically, employees in such an arrangement work from their homes.
- None
- Compressed week –:
- is an arrangement where employees work the standard number of hours in a workday (or in some arrangements within a work week), but are given some flexibility as to when they work these hours.
- is an arrangement where an employee works the standard number of hours in a one-or two-week period, but compresses those hours into fewer work days (therefore working longer hours on the days the employee is at work).
- is an arrangement where an employee works either part or all of the week from a location other than the standard place of work (office). Typically, employees in such an arrangement work from their homes.
- None
- Telecommuting or homeworking –:
- is an arrangement where employees work the standard number of hours in a workday (or in some arrangements within a work week), but are given some flexibility as to when they work these hours.
- is an arrangement where an employee works the standard number of hours in a one-or two-week period, but compresses those hours into fewer work days (therefore working longer hours on the days the employee is at work).
- is an arrangement where an employee works either part or all of the week from a location other than the standard place of work (office). Typically, employees in such an arrangement work from their homes.
- None
- The types of flexibility organisations look to achieve in the context of HRM are:
- Numerical flexibility
- Financial flexibility
- Task flexibility
- All of the above
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