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Human Resource Planning MCQs

The organization’s HR plan is a strategy developed within the context of the organization’s corporate plans. It includes an analysis of the existing

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Human Resource Planning MCQs

The organization’s HR plan is a strategy developed within the context of the organization’s corporate plans. It includes an analysis of the existing staffing resources, estimation of likely changes in resources, estimation of the organization’s future manpower needs. Here on MCQs.club we have prepared easily understandable Multiple-Choice Questions (MCQs) on human resource planning that covers strategic planning, process, human capital planning, its meaning, types, functions, concept of HR planning with action pan and examples. These strategic planning and human resource management MCQs are useful for Competitive exams, Business management exams and Professional Accountancy exams.

Human resource management (HRM) can be viewed as a strategic approach to __________ an organization’s key resource.

1. Acquiring
2. Developing
3. Managing and Motivating
4. All of the above

The organization’s HR plan is a strategy developed within the context of the organization’s corporate plans. It includes:

1. An analysis of the existing staffing resources
2. An estimation of likely changes in resources
3. An estimation of the organization’s future manpower needs in terms of number, type, quality and skill composition
4. The identification of gaps between supply and demand and the development of policies and plans to close these.
  1. All of the above
  2. (I), (II), (III) only
  3. (I) and (II) only
  4. None

From the following identify the reasons for creating a HR plan:

1. To rationally plan recruitment and forecast future costs to assist in budgeting and control.
2. To smooth change management in redeployment, redundancy etc.
3. To assist in planning the education, development and training needs of staff.
4. To adapt more quickly to ever changing circumstances
5. All of the above

Identify which of the following is correct with regard to virtual organizations.

1. Virtual teams work together using the world wide web, networked computers and teleconferencing.
2. This can bring huge benefits for the employer in terms of the flexibility to recruit the most talented individual for a particular role.
3. Both A&B are correct
4. None

The HR cycle goes from recruitment to selection, induction, appraisal training and development, termination.

1. Correct
2. Incorrect

The recruitment plan includes:

1. Job analysis – detailed study of the job
2. Job description – purpose and duties of the job
3. Person specification
4. Source candidates
5. All of the above

What are the possible alternatives to recruitment?

1. Promotion of existing staff, secondment
2. Closing the job down, by sharing out duties and responsibilities among existing staff.
3. Rotating jobs among staff
4. Putting the job out to tender, using external contractors
5. All of the above

Job analysis is the process of collecting, analyzing and setting out information about the content of jobs in order to provide the basis for a job description and for recruitment, training, job evaluation and performance management. Job analysis concentrates on what job holders are expected to do.

1. The above statement is correct
2. The above statement is incorrect

Methods of analyzing and defining roles would include:

1. Interview with existing post holder or supervisor
2. Direct observation
3. Questionnaires
4. All of the above

Most job descriptions include:

1. The title of the job, duties to be performed and department in which it is situated
2. The purpose and position of the job in the organization
3. A full identification of the key difficulties likely to be encountered by the jobholder.
4. All of the above

The person specification defines the ____________ required by the job holder in order to do the job well.

1. Personal characteristics
2. Qualifications
3. Experience
4. All of the above

Fraser’s 5point plan include:

1. Flexibility and adjustment – emotional stability, ability to get on with others and capacity for stress
2. Impact on other people – appearance, speech and manner
3. Required qualifications – education, training and experience
4. Motivation – determination and achievement
5. Innate abilities – “brains”, comprehension and aptitude for learning
  1. All of the above
  2. (I) (III) and (V) only
  3. (I) and (III) only
  4. None

It is important to know where suitable candidates may be found, how to make contact with them and to secure their application. Identify possible sources from the following:

1. Job center, Recruitment consultant, job fair
2. National press, Local newspaper, Specialist journals
3. Internet, Radio and TV
4. All of the above

Any selection process needs to ensure:

1. Reliability and validity
2. Fairness
3. Cost effectiveness
4. All of the above

Application forms are used to obtain relevant information about the applicant and for comparison with the person specification of the job. Their usefulness includes:

1. Eliminating unsatisfactory candidates
2. Saving interview time by selecting only the most suitable candidates for interview
3. Forming an initial personal record for an employee
4. All of the above

Once a shortlist has been drawn up, the most common way of selecting a candidate is by interview. Their purpose is to:

1. Find the best person for the job
2. Ensure the candidate understand what the job is and what the career prospects are.
3. Make the candidate feel that they have been given fair treatment in the interview
4. All of the above

An interview process can be:

1. Face-to-face, problem-solving, stress interview
2. Succession of interviews, group and panel interview
3. Both A&B
4. None

A stress interview is a face-to-face interview, where the candidate is put under deliberate stress usually by an aggressive interviewer, who attempts to disparage the candidate’s answers at every opportunity.

1. The above statement is correct
2. The above statement is incorrect

Research evidence concerning stress interviews suggests they are of dubious value and can actually cause harm by alienating favorable candidates.

1. False
2. True

Advantages of selection interviews include:

1. Place candidates at ease
2. Highly interactive, allowing flexible question and answers
3. Opportunity to use nonverbal communication, assess appearance, interpersonal and communication skills
4. All of the above

References – The purpose of references is to confirm facts about the employee and increase the degree of confidence felt about information given during the other selection techniques.

1. The above statement is incorrect
2. The above statement is correct

What type of information references should contain?

1. Straightforward factual information
2. Opinions about applicant’s personality and other attributes
3. Both A&B
4. None

An effective offer of employment must not contain anything that cannot be delivered. Identify what elements an effective offer should contain.

1. Must be a written document
2. Must contain sufficient detail
3. Should offer an opportunity to make further contact before a final commitment is made
4. All of the above

The purpose of an induction is to ensure the most effective integration of staff into the organization, for the benefit of both parties. The benefits of a good induction program include:

1. Quick and effective assimilation into organizational life. Reduces staff turnover and associated costs.
2. A well-planned program will reassure employees. This will aid motivation and improve performance.
3. Increased commitment since it can provide a positive reflection of the organization while the employee is still comparatively receptive and has not been subject to negative views.
4. All of the above

The benefits of training for the individual include:

1. Improved skills
2. Potential qualifications
3. Increased confidence
4. Increased job satisfaction
5. All of the above

The benefits of training for the organization include:

1. Motivated and hence productive employees, a more flexible workforce
2. Increased competence and confidence
3. Lower staff turnover, improved health and safety
4. All of the above

Identify the stages in training and development.

1. Identify training needs
2. Setting training objectives
3. Planning the training
4. Delivering/implementing the training
5. Evaluating training
  1. All of the above
  2. (I) (III) and (V) only
  3. (I) and (V) only
  4. None

What are the levels at which training can be evaluated, as identified by Kirkpatrick?

1. Reaction – did the participants like the training?
2. Learning – did the participants learn the principles, facts and theories covered in the training?
3. Behavior – did behavior change as a result of the training?
4. Results – what benefits resulted from the training?
5. All of the above

Identify the methods of training and development for individuals.

1. External and in-house courses
2. Computer based training
3. Coaching mentoring
4. Job rotation
5. All of the above

Identify the methods of training and development for groups.

1. Lectures and Outdoor pursuits
2. Discussions and role plays
3. Business games
4. All of the above

What are the learning styles as suggested by Honey and Mumford?

1. Activists and Reflectors
2. Theorists and Pragmatists
3. Both A&B
4. None

Activists –

1. Involve themselves fully and without bias in new experiences. They are openminded, enthusiastic, constantly searching for new challenges but are bored with implementation and long-term consolidation.
2. Prefer to step back to ponder and observe others before taking action. They are in general cautious, may be perceived as indecisive and tend to adopt a low profile.
3. Adapt and integrate information in a step by step logical way. They prefer to maximize certainty and feel uncomfortable with subjective judgements.
4. Are keen to try out new ideas, theories and techniques to see if the work in practice.

Reflectors –

1. Involve themselves fully and without bias in new experiences. They are openminded, enthusiastic, constantly searching for new challenges but are bored with implementation and long-term consolidation.
2. Prefer to step back to ponder and observe others before taking action. They are in general cautious, may be perceived as indecisive and tend to adopt a low profile.
3. Adapt and integrate information in a step by step logical way. They prefer to maximize certainty and feel uncomfortable with subjective judgements.
4. Are keen to try out new ideas, theories and techniques to see if the work in practice.

Theorists –

1. Involve themselves fully and without bias in new experiences. They are openminded, enthusiastic, constantly searching for new challenges but are bored with implementation and long-term consolidation.
2. Prefer to step back to ponder and observe others before taking action. They are in general cautious, may be perceived as indecisive and tend to adopt a low profile.
3. Adapt and integrate information in a step by step logical way. They prefer to maximize certainty and feel uncomfortable with subjective judgements.
4. Are keen to try out new ideas, theories and techniques to see if the work in practice.

Pragmatics –

1. Involve themselves fully and without bias in new experiences. They are openminded, enthusiastic, constantly searching for new challenges but are bored with implementation and long-term consolidation.
2. Prefer to step back to ponder and observe others before taking action. They are in general cautious, may be perceived as indecisive and tend to adopt a low profile.
3. Adapt and integrate information in a step by step logical way. They prefer to maximize certainty and feel uncomfortable with subjective judgements.
4. Are keen to try out new ideas, theories and techniques to see if the work in practice.

Human resource planning concerns the ______________ of an enterprise’s human resources.

1. Acquisition,
2. Utilisation,
3. Improvement and return
4. All of the above

HR planning may sometimes be referred to as:

1. Workforce planning
2. Workforce strategy
3. Both A&B
4. None

While Estimating demand, planning future HR needs requires accurate forecasts of turnover and productivity. The demand can be estimated from:

1. New venture details, Divestments, New markets (need new staff)
2. Organizational restructuring (eg relocation), New products/services
3. Cost reduction plans and New technology (new skills)
4. All of the above

Shortages or surpluses of labour which emerge in the process of formulating the position survey must be dealt with.

1. Dealing with a shortage include:
  1. Internal transfers and promotions, training etc
  2. External recruitment, reducing labour turnover, by reviewing possible causes
  3. Overtime, New equipment and training to improve productivity so reducing the need for more people
  4. All of the above
2. Dealing with a surplus include:
  1. Allowing employee numbers to reduce through natural wastage
  2. Restricting recruitment, Introduce part-time working for previously full-time employees
  3. Redundancies – as a last resort, and with careful planning
  4. All of the above

Once the HR plan has been established, regular control reports should be produced. Identify what factors the control report should look through:

1. Actual numbers recruited, leaving and promoted should be compared with planned numbers. Action may be required to correct any imbalance – depending upon the cause.
2. Actual pay, conditions of employment and training should be compared with assumptions in the HR plan. Do divergences explain any excessive staff turnover?
3. Periodically, the HR plan itself should be reviewed and brought up to date.
4. All of the above

Ethics in business – ‘The application of ethical values to business behaviour’.

1. True
2. False

Types of ethics within an organization include:

1. Personal ethics
2. Professional ethics
3. Organization culture
4. Organization systems
5. All of the above

In order to achieve the objectives of the accounting profession, professional accountants have to observe fundamental principles. Identify such principles:

1. Integrity and objectivity
2. Competence and confidentiality
3. Professional behavior and Technical standards
4. All of the above

Corporate (Social) Responsibility policies explain the organisation’s approach to helping the community and reducing the environmental impact of the organisation.

1. The above statement is incorrect
2. The above statement is correct

These reports focus included figures or statistics covering areas such as the organisation’s carbon footprint and impact on the environment. These can be added to more conventional assessments such as staff turnover to provide a wide-ranging picture of the organisation.

Human Resource Planning MCQs

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