DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

MCQs: 205 HRM: Competency Based Human Resource Management System

Unit I- Performance Management System

Sr.no Question Answer
An effective performance management system seeks to align with the
goals, values, and initiatives of the organization.
(a) corporate strategies
1 a
(b) employee contributions
(c) organization culture
(d) compensation
Which of the following is the best way communicate expectations to
employees?
(a) Give them more work than they can get done.
2 d
(b) Provide lots of corrective feedback.
(c) Limit the amount of annual pay increases.
(d) Help them establish individual goals.
An easy way to spot performance trends over time is to use:
(a) line graphs.
3 (b) Gantt charts. a
(c) thermometer type bar graphs.
(d) approximate simulations.
The first thing to do when you discover a performance gap is:
(a) analyze the possible causes and solutions to the gap.
4 (b)determine why no one told you about the gap. a
(c) investigate the gap to see whether it is positive or negative.
(d) find out whether the employee is trying to eliminate the gap.
Coaching can best be described as:
5 (a) a team intervention designed to eliminate poor performance. c
(b) non disciplinary attempts to improve performance.

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

(c) a process to help employees achieve their potential.

(d)the last resort for solving employee performance problems
Why are expectations an important factor in the success of a performance
management system?
(a) High expectations can lead to substandard performance.
6 a
(b) Low expectations provide realistic goals for employees.
(c) Most people will meet or exceed known expectations.
(d) Big expectations can expand small performance gaps.
Corrective feedback should be used to:
(a) keep employees from becoming complacent.
7 (b) to teach employees the correct way. b
(c) recognize positive performance results.
(d) reduce the need for setting long-range goals.
When taking notes about an employee’s performance, you should:
(a) periodically review notes and clean out your files.
8 (b) keep notes only on problem employees. c
(c) never place notes in the employee’s personnel file.
(d) focus on negative performance you want to remember.
Prior to developing individual goals, it is important to:
(a) write personal action plans to improve performance.
9 (b) understand the organization’s vision and values. b
(c) ensure there is a sufficient budget for monetary rewards.
(d) establish the benchmark for defining performance objectives.
The key to an effective performance appraisal is to have a:
(a) well-defined form.
10 (b) three-tier rating system. a
(c) two-way discussion.
(d) BARS method to evaluate performance.
BARS method The primary reason to train employees is to:
11 (a) reward past behavior. b
(b) improve performance.

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

(c) reduce overhead costs.

(d) remove a task interference.
Performance management is successful when there is a --- -- partnership
between employees and management.
(a) limited
12 b
(b) proactive
(c) reactive
(d) forced
Which of the following is important when observing employee
performance?
(a) Observe performance on several occasions.
13 a
(b) Only observe employees when they aren’t expecting you.
(c) Tell employees to “pretend” you’re not there.
(d) Observe just prior to conducting a performance appraisal.
When an employee gets rewarded for poor performance, it is example of:
(a) an effective employee incentive program.
14 (b) not having specific performance goals. a
(c) too many task interferences.
(d) consequences not matching performance.
Which of the following is the best approach to writing job descriptions?
(a) Have a human resource specialist create a first draft so it meets le- gal
requirements.
(b) Develop a template that can be used to write all job descriptions within
15 the organization. d
(c) Let managers write all the job descriptions for their department’s em-
ployees.
(d) Involve the person doing the job, the supervisor, and an objective third
party.
One benefit of using nonmonetary rewards is that they:
16 (a) can easily be eliminated. b
(b) can be linked to organization strategy.

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(c) will be accepted by employees regardless of the reward.

(d) reduce the need to give employees positive feedback.
Which of the following would be the best way to determine the cause of
an employee performance gap?
(a) Involve the employee in analyzing the performance gap.
17 a
(b) Use computer-generated reports to identify alternative causes.
(c) Rely on your own perceptions about the employee’s performance.
(d) Review the goal setting process for accuracy.
.A Performance Action Plan could best be described as a:
(a) replacement for developing S.M.A.R.T. goals.
18 (b) mentoring tool that develops new skill sets. c
(c) commitment by an employee to improve performance.
(d) strategy to increase employee training and development.
Which of the following is most likely to determine the ultimate success of
a performance management system?
(a) Management commitment
19 b
(b) Employee commitment
(c) Organization culture
(d) Nonmonetary rewards
Using a wall chart to track sales performance is an example of having a:
(a) S.M.A.R.T. goal.
20 (b) personal action plan. b
(c) detailed training system.
(d) feedback system.
Having a successful performance management system requires:
(a) a long-term commitment.
21 (b) increasing the company salary budget. a
(c) employees who like to work independently.
(d) reducing the time managers spend in meetings.
Establishing baseline performance is important because it:
22 b
(a) allows comparison of results between organizations

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(b) provides a starting point for measuring performance.

(c) ensures goals will only be obtained by hard work.
(d) reduces the likelihood that performance will trend downward.
Which of the following would be considered an environment strategy for
improving performance?
(a) Transferring an employee to another job.
23 c
(b) Adding more management levels.
(c) Reorganizing the work area.
(d) Using record charts and bar graphs.
One of the main reasons for performance gaps is the lack of:
(a) good employee attitudes.
24 (b) management feedback. b
(c) performance charts and graphs.
(d) time available to properly train employees.
The best performance are goal that.
(a) Are general and have flexible deadline
25 (b) are developed in a strategic planning session. b
(c) enable you to effectively measure results.
(d) can be used to control employee pay raises.
When goal setting, performance appraisal, and development are
consolidated into a single, common system designed to ensure that
employee performance supports a company’s strategy, it is called______.
26 a) Strategic organisational development b
b) Performance management
c) Performance Appraisal
d) Human Resource management
Aligning and evaluating employee's performance with company's set goals
is called
27 a) appraisal management b
b) performance management
c) hierarchy of management

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d) off-the-job training
Steps involves in employer's movement for performance management is
a) total quality
28 b) appraisal issues d
c) strategic planning
d) all of above
In performance management, main feature of performance management is
to
a) increase salary
29 c
b) planning incentives
c) comparing performance with goals
d) comparing sales figures from last year
Performance management' is always
a) goal oriented
30 b) performance oriented a
c) sales oriented
d) none of above
Performance management combines performance appraisal with
_________ to ensure that employee performance is supportive of corporate
goals.
31 a) Goal setting d
b) Incentive systems
c) Training
d) All of the above
Which is the biggest challenge faced while conducting performance
appraisal?
a) Evaluating performance of self – managed teams
32 a
b) Presence of a formal appeal process
c) Appraisals based on traits are to be avoided
d) None of the above
33 Which of these options are the activities that constitute the core of d

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performance management?
a) Performance interview
b) Archiving performance data
c) Use of appraisal data
d) All of the above
Which method is used for evaluating the performance of executives or
supervisory positions?
a) Psychological Appraisals
34 b
b) Assessment Centers
c) Behaviorally Anchored Rating Scales
d) 360 degree feedback
Management of performance ensures
a) continuous improvement
35 b) discontinue improvement d
c) performance reviews
d) both A and C
Successful defenders use performance appraisal for identifying
____________.
a) Staffing Needs
36 c
b) Job behaviour
c) Training needs
d) None of the above
Mostly employees' promotion decision is based on
a) performance appraisal
37 b) training results a
c) hiring tests
d) in-house development
Performance rating as good or bad on numerical rating scale is called
a) critical incident method
38 c
b) forced distribution method
c) behaviorally anchored rating scale

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d) paired comparison method

Ranking of all employees measuring a specific trait by making pairs of
employees is called
a) graphic rating scale method
39 D
b) management by objectives
c) alternation ranking method
d) paired comparison method
How performance appraisal can contribute to a firm's competitive
advantage?
a) Ensures legal compliances
40 D
b) Minimizing job dissatisfaction and turnover
c) Improves performance
d) All of the above
______ is an objective assessment of an individual's performance against
well-defined benchmarks.
a) Performance Appraisal
41 A
b) HR Planning
c) Information for goal identification
d) None of the above
Basic approach in employee's performance compares with their current
performance to
a) set standards
42 A
b) performance in previous years
c) performance in last job
d) none of above
An advantage of Management by Objectives (MBO) is
a) avoids central tendency and biases
43 b) jointly agreed performance objectives B
c) provides behavioral anchors
d) ongoing basis evaluation
44 Performance management includes a

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a) daily and weekly interactions

b) meeting semiannually
c) yearly meetings
d) never having meeting with subordinates
Performance evaluation can be defined as a process of evaluating
a) Past Performance
45 b) Present Performance D
c) Future Performance
d) Past and Present Performance
______ is the personnel activity by means of which the enterprise
determines the extent to which the employee is performing the job
effectively.
46 a) Job evaluation C
b) Work evaluation
c) Performance evaluation
d) None of the above
First step in 'appraising process' is
a) defining the job
47 b) training session A
c) feedback session
d) interview sessions
In 360-degree feedback, ratings are collected from
a) supervisors
48 b) subordinates D
c) peers
d) all of above
Employers generally use feedback to
a) employee development
49 b) avoid central tendency and biases A
c) rank someone
d) hire the employee

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An aim of 'performance appraisal' is to

a) fire the employee
50 b) motivate the employee B
c) counsel the employee
d) hire the employee

An evaluation process of employee's performance, in comparison to set

standards is called
a) performance appraisal
51 A
b) compensation
c) counseling
d) design of evaluation

Unit II- Introduction to competency

Competencies, are characteristics that individuals have and use in
appropriate, consistent ways in order to achieve desired -----------
(a) Skill
1 C
(b) Knowledge
(c) Performance
(d) Motivation.
Who has invented critical incident technique?
(a) John C. Flanagan
2 (b) Henry fayol A
(c) Lancaster
(d) Elton Mayo
Purpose of developing critical incident technique was-------
(a) To understand opinion of worker
3 (b) To examine what people do B
(c) To discuss about problems
(d) To motivate them
In ------------,John C. Flanagan devised an approach he called the critical
4 c
incident technique,

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which was used to examine what people do.

(a) 1926
(b) 1948
(c) 1954
(d) 1923
Who has identified a human trait which considered as competence.
(a) McClelland
5 (b) Robert White B
(c) John C. Flanagan
(d) Lancaster
A---------suggested that a competency is “an area of knowledge or skill
that is critical for producing key outputs.”
(a) McLagan
6 A
(b) George Klemp
(c) Dubois
(d) Spencer
In a -------------based approach, employees’ work results are aligned with
achievement of the organization’s strategic objectives, and the
contributions of the results are identified in specific, and usually
measurable, terms.
7 D
(a) Skill
(b) Motivation
(c) Knowledge
(d) Competency
The long-term success of a -------based system depends on the creation,
completion, and maintenance of HR records of various types.
(a) Skill
8 D
(b) Motivation
(c) Knowledge
(d) Competency
9 A competency-based approach ------ an organization’s bench strength.

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(a)Improves
(b)Deteriorate c)Increse
d)decrease
The development, implementation, and maintenance of a competency-
based approach demand significant commitment of organizational ----
(a) Resources
10 A
(b) Technology
(c) workforce
(d) Policies.
What are the basic Components of Competency?
(a) Knowledge, Skill, Attitude
11 (b) Motivation, performance, reward A
(c) Recognition, promotion, compensation
(d) Physical attributes, Technical skill, behavioral skill
Observation, Interviews, Diaries, Questionnaires Critical Incident
Techniques, Customer Contact Maps are the Job------ technique.
(a)Evaluation
12 B
(b)Analysis
(c)Expansion
(d) Enrichment
Competence is not performance but is a state of being, a qualification to
perform, Competence is not process input, Competence is not process
output, Competence is not a trait, Competence is not capability or ability,
13 Competence is not a motivational attitude are the ----- of competency. A
a)Myths
b)Reality c)Facts
d)Above all
Competence’ and competency the ---------------- a)
same b)different
14 B
c)opposite
d)Above all

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A------------------ refers to the range of skills which are satisfactorily

performed, while competencies refers to the behavior adopted in
competent performance.
15 a) Competences a
b)Skill
c)knowledge
d)Attitude
The concept of core competencies was originally devised by:
a) Michael E. Porter
16 b) John Dunning and John Child c
c) C. K. Prahalad and Gary Hamel
d) Jay B. Barney
Which of the following is the definition of competence?
a. All of the experiences collected over a lifetime.
b. A process whereby humans collectively create and regulate social
17 a
reality.
c. The discriminatory response of an organism to a stimulus.
d. The ability to monitor one’s behavior as it unfolds.
Which of the following statements is true about competence?
a. If a person has process competence, he or she will automatically have
performative competence.
b. Each person must choose between process competence and
performative competence; it’s impossible to have both.
18 c
c. Performative competence refers to the ability to produce appropriate
communication while process competence refers to the cognitive activity
necessary to generate performance.
d. Performative competence refers to the ability to pretend to be someone
you aren’t.
The centrality of an attitude reflects:
19 a person’s degree of negative or positive feelings about an object. c
the extent to which an attitude is related to a person’s other attitudes.

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the extent to which an attitude is part of a person’s concept of self.

the attitude’s resistance to change .
He is not formally dressed up in the office. He may be casual at work too.
This is an example of-----bias in performance appraisal.
a. Halo effect
20 c
b. central tendency
c. Horn effect
d. Stereo typing
If a worker has few absence, his supervisor might give him a high rating in
all other reason work this is an example of---- bias in performance
appraisal.
21 a. Halo effect c
b. Central tendency
c. Horn effect
d. Stereotyping
A professor with a view to play it safe, might give a class grade near the
equal to B, regardless of the differences in individual performances. This
is an example of---bias in performance appraisal.
22 a. Halo effect b
b. Central tendency
c. Horn effect
d. Stereo typing
Training information system included
a. Training aids
23 b. Internal and external faculty d
c. Training resources
d. Training needs
Feedback and counseling involves
a. discuss the steps the employee can take for movement
24 d
b. provide support
c. give critical and supporting feedback

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d. all of the above

Objectives of training is
a. Increased morale
25 b. Increased productivity d
c. Favorable reaction to change
d. All of the above
Performance management is viewed as a process carried out as a(n)
a. once-a-year task
26 b. twice-a-year activity c
c. ongoing process or cycle
d. None of the above
The term performance rating system stands for
a. a grade or score concerning the overall performance
27 b. the information about the extent to which the work objectives were met a
c. the past objectives of the organization
d .the achievements for a period of one year
Which of these options are the activities that constitute the core of
performance management?
a. Performance interview
28
b. Archiving performance data
d
c. Use of appraisal data
d. All of the above

Which is the biggest challenge faced while conducting performance

appraisal?
a. Evaluating performance of self – managed teams
29
b. Presence of a formal appeal process
a
c. Appraisals based on traits are to be avoided
d. None of the above

Which method is used for evaluating the performance of executives or

30 b
supervisory positions?

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Psychological Appraisals
b. Assessment Centres
c. Behaviourally Anchored Rating Scales
d. 360 degree feedback
Performance appraisal aims at
a. goals of employee
31 b. goals of organization c
c. both a& b
d. neither a nor b
Which of the following is not an aim of performance appraisal
a. Performance development
32 b. Work satisfaction c
c. Training
d. Work satisfaction
------------- is not a step of performance appraisal.
a. Communicating standards
33 b. Comparing actual with standards d
c. Discussing the results
d. Adjusting the standards
When the actual performance of the employees are measured hen it will be
compared with
a. Standard performance
34 a
b. Other members
c. Previous performance
d. Group performance
The actual performance is compared with the standard performance –
a. identify the gap
35 b. give them training a
c. improve performance
d. all of the above
36 Communicating the-------to the employees is necessary so that they can d

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perform accordingly
a. rewards
b. standards
c. Awards
d. Targets.
----------- is to identify the strengths and weaknesses of employees to place
right men on right ob.
a. Recruitment
37 b
b. Performance appraisal
c. Selection
d. Feedback
----------- is not included in the advantages of performance appraisal.
a. Compensation
38 b. Communication c
c. Selection
d. Motivation
------ method is used to have a detailed evaluation of an employee from all
the perspectives.
a. BARS
39 c
b. Assessment center
c. MBO
d. 360 degree
Which of the following is not a performance appraisal biases
a. Halo effect
40 b. Central tendency d
c. Personal biases
d. Wrong survey
First impression in a performance appraisal bias denotes-----
a. halo effect
41 c
b. primary effect
c. horn effect

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d. stereo typing
The actual performance of an individual is measured in terms of its----
a. input and output
42 b. efficiency and effectiveness b
c. returns to the organization
d. business earned by him
This step of performance appraisal process finds out the deviation
occurred in actual performance
a. fixing standards
43 d
b. measuring actual performance
c. Communication of standards with the employee
d. Discuss appraisal with the employee
The corrective actions in performance include
a. Correct deviations
44 b. Changes standards d
c. Neither a nor b
d. Both a &b
Benefits of performance appraisal to the organization does not include
a. documentation
45 b. legal protection c
c. motivation
d. motivation system
The concept of MBO was developed by
a. Elton mayo
46 b. F. W. taylor c
c. Peter drucker
d. Philip Kotler
--------- is the step where the management finds out how effective it has
been at hiring and placing employees.
47 c
a. Performance management
b. Performance analysis

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c. Performance appraisal
d. Performance evaluation
--------is a process of evaluating an employee’s performance of a job in
terms of is requirements.
a. Performance management
48 c
b. Performance analysis
c. Performance appraisal
d. Performance evaluation
Which of the below is not an objective of performance appraisal
a. Assessment of performance
49 b. Measuring the efficiency c
c. Maintaining organizational control
d. Designing organizational goal
If a worker has few absences, his supervisor might give him a right rating
in all other areas of work his is an example of---- bias in performance
appraisal.
50 a. halo effect a
b. central tendency
c. Personal biases
d. Stereotyping

UNIT III- COMPETENCY DEVELOPMENT & ITS MODELS

1.Competency------------ is a combination of abilities, aptitudes, skills,

qualities, personality traits, interests, motivations, styles and competencies
can be assessed by different techniques or a combination of techniques.
1 (a) Framework b
(b) Model
(c) Components
(d) Mapping
2 Core values, Core competencies, Functional competencies are the b

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components of competency------
(a) Framework
(b) Model
(c) Components
(d) Mapping
A competency ---------- is a means by which organizations communicate
which behaviours are required, valued, recognized and rewarded with
respect to specific occupational roles.
3 (a) Framework b
(b) Model
(c) Components
(d) Mapping
A ----------- is generally defined as a combination of skills, knowledge,
attributes and behaviours that enables an individual to perform a task or an
activity successfully within a given job.
4 (a) Competency b
(b) Model
(c) Components
(d) Mapping
The iceberg model for competencies takes the help of an iceberg to explain
the concept of -----
(a) Competency
5 a
(b) Model
(c) Components
(d) Mapping
Competency management has grown strongly since David McClelland
wrote his article in -------.
(a) 1973
6 a
(b) 1959
(c) 1948
(d) 1971

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Who has pioneered the competency movement across the world?

(a) David McClelland
7 (b) F. W. Taylor a
(c) Henry Fayol
(d) Max Weber
The process of identifying the gap between expected and actual
competencies is referred to as Competency ……..
(a) Mapping
8 a
(b) Excellence
(c) Framework
(d) Model
Who has developed the Lancaster Model of Managerial Competencies?
(a) David McClelland
9 (b) F. W. Taylor d
(c) Henry Fayol
(d) Burgoyne and Stuart
In the year------ David McClelland developed the Lancaster Model of
Managerial Competencies.
(a) 1973
10 c
(b) 1959
(c) 1976
(d) 1971
Lancaster Model of Managerial Competencies shows required----------
of successful manager.
(a) Qualities
11 a
(b) Motivation
(c) Incentive
(d) Appraisal
The average worker cost is divided by the average level of output to
12 calculate d
a) Unit output cost

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b) Unit labor cost

c) Unit material cost
d) None of the above
The competitive advantage in the form of human capital of organization is
considered as
a) Strategic human resource management
13 a
b) Workforce management
c) Effectively management
d) Efficiency management
The capability of an organization which helps it gaining competitive
advantage over its competitors is classified as
a) Managerial competency
14 b
b) Core competency
c) Organizational competency
d) Workforce specialty
The measurement of work results in comparison of the material or
resources used by the company is classified as
a) Cost effectively
15 d
b) Cost competency
c) Profitability
d) Productivity
What are the distinctive features of competency modeling?
a) Hire the best available people
16 b) Used to enhance feedback d
c) Clarify ob and work expectations
d) All of these
There are total ----- steps in the process of designing a competency model.
a) 5
17 b) 6 a
c) 7
d) 8

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Which amongst the following is not one of the steps for designing
competency model?
a) Revision of data
18 a
b) Conduct the data collection
c) Select methodology and participants
d) Examine job description data
Lancaster says that being honest with your employees and customers can
have what effect?
a. Creating distrust when you admit to mistakes
19 b. Reducing profitability, because your competitors are all bluffing to d
get ahead
c. Reducing risk, because your employees will be more honest too
d. Creating loyalty and trust
Which of the following is NOT true about the link between attitudes and
behaviour?
a. Attitudes do not predict behaviour as well as they predict behavioural
20 intentions. b
b. Attitudes are infallible predictors of behaviour.
c. Nobody knows whether there is a link between attitudes and behaviour.
d. None of the above.
A common method of measuring attitudes is by using:
a. in-depth interviews.
21 b. observing people’s behaviour. c
c. semantic differential scales.
d. lie detector.
The emotional part of an attitude is called _______.
a. Affective component
22 b. Attitude a
c. Behavioural component
d. All of the above
23 The demonstrable skills, knowledge or behaviors that enable employee’s a

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performance are called

a) Competencies
b) Job description
c) Job specification
d) Job evaluation
The pay plan is based on influence able competencies for companies to
focus on
a) Focal reviews
24 a
b) Unvocal reviews
c) Vocal reviews
d) Local reviews
The qualitative methods of evaluation does not include
a) Point method
25 b) Factor comparison method d
c) Graphical evaluation
d) None of above
Whereas core competencies tend to refer to areas of special technical and
production expertise, distinctive capabilities tend to describe ___
a) excellence in research capabilities
26 b
b) excellence in broader business processes
c) competitive advantages
d) None of above
What leadership style is used to maintain a strong control in the
department?
a)Laissez- faire
27 a
b)Democratic
c)Collegial
d)Autocratic
Which of the following statements best defines the term 'core
28 competences'? c
a. Capabilities without which the core operations of the organisation

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cannot be performed

b. Strategic capabilities that correspond directly to the key factors for

success in the industry

c. Groups of skills and technologies that enable an organisation to provide

particular benefits to customers
d. The key skills workers need to function in a particular job role within
the organization
The systems that core competencies focus on are the following, except:
a. business operating
29 b. cultural and behavioral c
c. production
d. sales and marketing
The sample list of core competencies for competitive advantage include
the following, except:
a. service training program.
30 c
b. employee competency.
c. customer's product knowledge
d. business operating
Examples of core competencies related to the service transaction include
the following, except:
a .political stability.
31 a
b. speed of transaction.
c. access to effective service personnel.
d. employee attitudes.
Which is not the area identified in major core competencies?
a) Competitor differentiation
32 b) Customer Value c
c) Profitability of industry
d) Application to other market
33 _________ is defined as a combination of skills & techniques rather than a

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

individual skill or separate technique.

a) Competency
b) Driving Force
c) Core Identity Force
d) Concurrent Filter
Which is meant about analyze competitors & at the same time, it permits
the comprehension of their vision, mission, core values, niche market,
strength & weakness?
34 a) Strategic Analysis c
b) Core Competence
c) Competitive Landscape
d) Competitive Strategy
_________ are capabilities that serves as a source of competitive
advantage for a firm over its rivals.
a) Concurrent Filters
35 b
b) Core competencies
c) Driving Forces
d) Core Identity Forces
___________ is a business analysis which identifies competitors, either
direct or indirect.
a) Competitive Landscape
36 a
b) Strategic Analysis
c) Core Competence
d) Competitive Strategy
__________ comes from a firm’s ability to perform activities more
effectively that its rivals.
a) Competitive Landscape
37 b
b) Competitive Advantage
c) Core Competence
d) Strategic Change
38 The concept of the core competency was developed by _______. c

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

a) H.N. Prashad & F.W. Taylor

b) R.K. Narayan & Arthur D. Little
c) C.K. Prahalad & Gary Hamel
d) Ansoff & Willium F. Gluek
Which criteria of core competency is related with the capabilities that
allows firm to exploit opportunity or avert threats in its external environm
a) Valuable
39 a
b) Rare
c) Costly to Imitate
d) Non-substitutable
Capabilities that are valuable, rare, costly to imitate, & non-substitutable
are _________.
a) Core Competency
40 c
b) Driving Forces
c) Key Success Factors
d) Concurrent Filters
A ________ for a firm is whatever it does Best.
a) Core Competency
41 b) Driving Forces c
c) Key Success Factors
d) Concurrent Filters
__________ of a firm evolves out of consideration of several factors that
are external to it.
a) Competitive Landscape
42 d
b) Strategic Analysis
c) Core Competence
d) Competitive Strategy
If a company’s strategies result in superior performance it is said to have
________.
43 c
a) Core Competency
b) Strategic Analysis

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

c) Competitive Advantage
d) Value Creation
Which has detailed actions taken to provide value to customer & gain
competitive advantage by exploiting core competencies in specific,
individual products/services?
44 a) Corporate level strategy b
b) Business level strategies
c) Functional level strategies
d) None of these
Which is the disadvantage of focused differentiation strategy?
a) Lacking in distinctive competencies
45 b) Higher cost of product/services d
c) Niche could be Disappear
d) All the above
The Prominent area where the human resources manager can play
strategic role _________.
a) Providing purposeful direction
46 d
b) Building Core Competency
c) Managing Workforce Diversity
d) All the above
Market sensing, Customer linking and channel bonding are:
a) Core Competencies
47 b) Distinctive capabilities b
c) a & B
d) None of the above
An example of a core competency of a firm is------
a. the corporate reputation
48 b. communicating with customers in their own languages worldwide b
c. developing least squared exemptions within its accounting system
d. evaluating tangible and intangible assets
49 -------------are the organizations major value creating skills, capabilities c

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

and resources that determine the organizations competitive weapon

a) strength
b) opportunities
c) core competencies
d) weaknesses
_________ are capabilities that serve as a source of competitive advantage
for a firm over its rivals.
a) Concurrent Filters
50 b
b) Core competencies
c) Driving Forces
d) Core Identity Forces

UNIT IV-COMPETENCY MAPPING

A -------------is a written description of the competencies required for fully
successful or exemplary performance in a job category, work team,
department, division, or organization.
1 (a) competency model a
(b) components of competency
(c) competencies
(d) competency framework
----------------is a means of clarifying key requirements for a job category
or department and should be completed only after the dimensions of the
work (for example, activities, tasks, setting, and tools) are identified.
2 (a) competency model c
(b) components of competency
(c) Competency identification
(d) competency framework
--------- refers to the measurement of the competencies needed to bring
3 about desired business results, and ----------- refers to the means of a
measurement that accurately reflects the actual competency levels of

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

Employees.
(a) Specific, measurable
(b) Achievable, validity
(c) Validity , reliability
(d) Reliable, validity
Once organization’s leaders have identified their recruitment needs, they
must confirm the accuracy of the ---------and---------for the positions to be
filled.
4 (a) Job descriptions, specifications a
(b) Job enlargement, Job enrichment
(c) Job evaluation, Job analysis
(d) Job analysis, Job evaluation
competency-based --------and ---------concentrate on the results expected
of a successful or exemplary performer.
(a) Recruitment, selection
5 (b) Training, development a
(c) Performance, compensation
(d) Selection, performance
-------------------------------------------------------------------------------
A competency-based approach encourages managers and other decision
makers to clarify the verifiable, measurable results they expect from
successful performers before a ------ decision is made.
6 (a) Recruitment
(b) Selection
(c) Compensation
b
(d) Training
Competency-based ---- also provides some insight into whether or not a
new hire will be a good fit with the organization’s culture.
7 (a) Recruitment b
(b) Selection
(c) Compensation

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

(d) Training
competency-based ------- and -------- process provides applicants with
opportunities to outline, explain, and demonstrate their qualifications in
competency-based terms
8 (a) Recruitment, selection a
(b) Training, development
(c) Performance, compensation
(d) Selection, performance
competency-based recruitment and selection processes give ---------an
opportunity to plan for developing competencies for new hires and for
experienced workers who must be reassigned.
9 (a) HR practitioners a
(b) HR specialist
(c) Line specialist
(d) Dept. Head
Competency-based selection requires the investment of substantial
numbers of hours by managers and others involved in group interviewing
and assessments.
10 (a) Recruitment b
(b) Selection
(c) Compensation
(d) Training
A -------------based model for self-directed training and development
emphasizes the individual’s increased responsibility for his or her own
learning.
11 (a) Motivation c
(b) Selection
(c) Competency
(d) Skill
In the first step of the model, individuals decide to take more
12 b
responsibility for their own ------ and competency development.

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

(a) Motivation
(b) Learning
(c) outcome
(d) Skill
-------------- model emphasizes both the group’s ability to carry out its
collective work and each individual’s competence within the team context.
(a) Competency-Based recruitment and selection
13 b
(b) Competency-Based Work Team Development
(c) Competency-Based performance appraisal
(d) Competency-Based compensation
The first step in applying the competency-based ISD model is called ------
in which trainers analyze the performance problem.
(a) performance analysis
14 a
(b) performance planning
(c) performance evaluation
(d) performance appraisal
Competency-based -----------approach establishes a work environment in
which the roles, relationships, and responsibilities of both managers and
employees are well defined and clearly stated.
15 (a) Recruitment c
(b) Selection
(c) performance management
(d) Training
Competency-based --------should be consistent with the corporate culture,
which means that vendor training is not always appropriate for designing
and developing an organization’s competency-based performance
management system.
16 d
(a) Recruitment
(b) Selection
(c) Performance management
(d) Training

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

The long-term success of any competency-based ------------ system

depends on senior managers understanding, endorsing in principle, and
committing considerable resources to the project.
17 (a) Recruitment c
(b) Selection
(c) Performance management
(d) Training
Training for managers and their employees must be competency based
and designed to ensure that new managers can complete the considerable
training, explanations, briefings, speeches, and overall
guidance and technical leadership on the competency-based approach to---
18 -------------------. c
(a) Recruitment
(b) Selection
(c) Performance management
(d) Training
An employee ------ is any recognition in the form of a tangible or
intangible award, prize, or incentive that acknowledges an employee’s
contribution to organizational success.
19 (a) Reward a
(b) Selection
(c) Performance management
(d) Training
Total ----- can be understood as an employee’s salary, benefits, and short-
and long-term incentives, and rewards or recognition for achieving
specific performance goals.
20 (a) Recruitment & selection b
(b) Reward
(c) Performance management
(d) Training
21 Merit pay is sometimes called “pay for ---------------, c

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

(a) Reward
(b) Excellence
(c) Performance
(d) Standard
. …………..for which organizations create levels based on the acquisition
of skills linked to the mastery of various work processes.
(a) Skill based pay
22 a
(b) Excellence
(c) Performance
(d) Standard
Employee training; tuition reimbursement; flexible work arrangements;
worker-friendly environments, perquisites, amenities, and conveniences;
and a positive management attitude it can be considered as.
23 (a) Skill based compensation b
(b) Alternative compensation
(c) Performance pay
(d) Standard pay
……, which are meant to encourage desired performance, are either
monetary or nonmonetary
(a) Incentive(168)
24 a
(b) Bonus
(c) Salary
(d) Wages
--------is similar to broad banding but emphasizes career development
rather than advancement to the next grade
(a) Career counseling
25 b
(b) Career banding
(c) Career path
(d) Career planning
-------sharing is a form of incentive pay in which a percentage of a
26 d
company’s profits is shared with workers.

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

(a) Incentive
(b) Bonus
(c) Salary
(d) Profit
------ can be used for a variety of reasons, including fostering skill
development or encouraging
workers to relocate for a lateral move.
27 (a) Incentive b
(b) Bonus
(c) Salary
(d) Profit
------------ for good performance include sincere praise, organizational and
employee partnerships, learning and development opportunities, time off,
task force or other assignments, assistance with personal chores, gifts, and
recognition of achievements in company or industry publications.
28 c
(a) Total Reward
(b) Monetary reward
(c) Nonmonetary reward
(d) Reward
------ can be a very effective means of rewarding behavior and
emphasizing the importance of both contributions and performance
(a) Incentive
29 c
(b) Bonus
(c) Recognition
(d) Profit
Traditionally, some organizational leaders have held that a “fair” salary
and a “good” benefits package are sufficient --------- for employee
contributions to organizational success.
30 a
(a) Compensation
(b) Reward
(c) Recognition

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

(d) Profit
The following is (are) the benefit(s) of training.
a) Increased productivity
31 b) Reduced accidents d
c) Reduced supervision
d) All of the above
The following training aims to provide broad training to enable the trainee
to take up a wide variety of tasks within his field of specialization
a) Demonstration
32 c
b) On-the-job training
c) Apprenticeship
d) All of the above
Demonstration type of training method is used to train
a) Workers
33 b) Supervision a
c) Managers
d) All of the above
The following is not a part of lower level management
a) Worker
34 b) Foreman a
c) Supervisor
d) Inspector
A homogenous group of ____ men from the plant constitutes an ideal
conference group
a) 8-10
35 b
b) 12-15
c) 18-20
d) 22-25
The following method is used to give to trainees the important information
36 in permanent form for immediate of future use c
a) Lecture methods

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

b) Conference
c) Written instructional method
d) Training within the industry (TWI)
Training within the industry (TWI) scheme imparts training in
a) Job instructions
37 b) Job rotation d
c) Job method
d) All of the above
The following is not a on the job training method
a) Understudies
38 b) Job rotation d
c) Management by objectives (MBO)
d) Case study method
The following is vertical expansion of the job
a) Job rotation
39 b) Job enrichment b
c) Management by objectives (MBO)
d) All of the above
Which amongst the following options is not one of the benefits enjoyed by
employees in competency based training?
a) It brings fairness and objectivity into the performance assessment
process
40 b) Employee knows what skill they would need to develop to move up in d
the organization
c) Employee knows clearly what he ob requires
d) During the hiring process, employees are unclear what the job fully
entails
In today’s rapidly changing business environment, organization have to
respond quickly to requirements for people. Which is the step that starts
41 c
off the process of acquiring and retaining employees for an organization ?
a .Selection

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

b. Induction
c .Recruitment
d .Appointment
An effective recruitment program aims at ______________
a. Aiding the recruiter by making a wide choice of candidates available.
42 b. Attracting the best people for the job. d
c. Optimizing the cost and time involved in recruitment
d. All of the above
A good _________ is based on the organizational objectives, identification
of the recruitment, criteria for selection and preferences the cost of
recruitment and other financial implications.
43 a. Human resource plan c
b. Selection process
c. Recruitment policy
d. Training and development program.
_______________ is consider to be a vital step in the employment
process, where the organization attempts to identify the right candidate
attempts to identify the right candidate for the right position?
44 a. Recruitment b
b. Selection
c. Placement
d. Induction
Choosing the most suitable candidate for a job from the available
applicants is termed as __________
a. Hiring
45 b
b. Selection
c. Placement
d. Employing
What is the main objective of the recruitment and selection process?
46 a. Recruit the right candidates b
b. Meet the high labour turnover

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

c. To reduce the costs of recruiting

d. None of the above
The competency based pay plan is more
a. person oriented
47 b. job oriented
c. tenure oriented
d. evaluation oriented
The outcomes of competency based pay system such as fewer bottlenecks,
more workforce flexibility and increased effectiveness are classified as
a. quartile strategy based outcome
48 b
b. organization-related outcomes
c. employee-related outcomes
d. percentiles strategy outcomes
The ideal compensation system:
a emphasizes pay for performance
49 b controls labour cost by paying below the market d
c is typically designed and administered at the individual plant level
d will vary with organizational strategy and context
The most common reason organizations to initially adopt performance
appraisal is to provide a basis for:
a. career development
50 c
b. training needs assessment
c. pay-for-performance policies
d. validation of selection procedures

UNIT V-COMPETENCY DRIVEN CAREER AND CULTURE

.------- consists of activities that are directed specifically toward improving
the effectiveness of a total organization or its subgroups.
1 (a) Organization development a
(b) Employee development
(c) Training & development

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

(d) Profit
.--------can include an individual’s self-employment, working for an
organization, or volunteering, or activities such as homemaking and
relationship building.
2 (a) Retirement b
(b) Employment
(c) Development
(d) Career
A --------- is the integrated progression of an individual’s life- and work-
related activities, including the identification, development, and pursuit of
aspirations in accord with his or her personal values over an entire life
span.
3 d
(a) Successes
(b) Reward
(c) Recognition
(d) Career
.------- is an individually focused change effort pursued by an employee
for the purpose of learning specific behaviors that are needed for
immediate performance of work
4 (a) Compensation b
(b) Training
(c) Learning
(d) Discussion
.----------- is the pursuit of any activity that leads to continuous learning
and personal growth and contributes to achieving both the individual’s and
the organization’s objectives
5 (a) Employee development a
(b) Career development
(c) Training & development
(d) Management development
6 --------------is thus a process that continues throughout an individual’s life a

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

span, regardless of employers or type of employment and individual

experiences.
(a) Employee development
(b) Career development
(c) Training & development
(d) Management development
..------------ identifies an individual’s strengths and weaknesses in order to
help them better understand themselves and to show them where career
development efforts need to be directed.
7 (a) Competency mapping a
(b) Competency model
(c) Competency framework
(d) Competencies
The culture in which the beliefs and values followed by the human capital
of the firm is classified as
a) Specialist culture
8 c
b) Generalist culture
c) Organizational culture
d) Shared culture
A company’s ethics should be formalized into a code of conduct because--
----
a) Code of conduct converts ideas into concrete description of how
ethical the employees behave company
9 b) It helps to shield from legal issues that result from employee d
misconduct
c) It reflects the company’s culture and make people excited about the
business they work for
d) All of these
Which Leadership style motivates followers to do more originally affected
10 to do by stretching their abilities & increasing their shelf confidence? a
a) Transformational Leadership

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

b) Transactional Leadership
c) Both (a) & (b)
d) None of these
Which Leadership Offers excitement, vision, intellectual stimulation and
personal satisfaction?
a) Transformational
11 a
b) Transactional
c) Both (a) & (b)
d) None of these
Changing a ______ is very difficult because of the heavy anchor of deeply
held values and habits-people Cling emotionally to the old & familiar.
a) Problem Culture
12 a
b) Strategic Control
c) Support process
d) None of these
________ use charisma & enthusiasm to inspire people to exert them for
good of the organization.
a) Transformational Leadership
13 a
b) Transactional Leadership
c) Both (a) & (b)
d) None of these
It is strategy maker’s responsibility to select strategy compatible with
_______ parts of prevailing corporate culture.
a) Changeable
14 b
b) Unchangeable
c) Similar
d) None of these
Positions held by an individual throughout his work life are normally
referred to as
15 c
a. job
b. task

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

c. career
d. none of above
Which of the following perspectives looks at the career of an individual
from the future positions he is likely to hold?
a. subjective perspective
16 a
b. objective perspective
c. neutral perspective
d. none of the above
The systematic and deliberate advancement made by an individual in his
career in the entire work life is known as
a. career path
17 a
b. career goals
c. career guidance
d. career anchoring
The factors that influence the selection of individuals’ career choices are
usually referred to as
a. career path
18 d
b. career goals
c. career guidance
d. career anchoring
Which of the following is used as a self-assessment technique by the
employees?
a. The strength and weakness balance sheet
19 d
b. The likes and dislikes survey
c. The type focus assessment
d. All of the above
The career development program me which enables the employees to gain
multi-skills and diverse experience before being considered for any
20 promotion in the future is called d
a. Dual-skills path
b. conventional career path

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

c. lateral career path

d.network career path
A process in which the manager, supervisors or an external expert acts as
the advisor, philosopher and guide is called
a. career anchoring
21 c
b. career development
c. mentoring
d. none of the above
A series of processes aimed at assisting the employees make informed
career decisions is known as
a. career guidance
22 a
b. career anchoring
c. mentoring
d. career goals
What is a succession plan?
a) Dismissing an employee for a more favorable employee
23 b) A formal process of planning to fill a role that will become vacant b
c) A vote of no confidence in a board member
d) The formal process of acquiring a new staff member
A process that is used to identify individuals who can replace employees
in leadership positions when they exit an organization is known as _____.
a. succession planning
24 a
b. recruiting
c. leadership training
d. selection
Which of the following elements is NOT typically included in a succession
plan?
Development opportunities for potential successors
25 b
Communication strategy to announce the change in leadership
Pay scale for incumbent and subsequent leaders
Process for identifying future leaders

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

Modern succession planning is often

a. Rather secretive and only known to a few
26 b. HR driven and owned b
c. Applicable to all levels and all key positions
d. More reactive than pro-active
Key success factors include:
a. Proper job design
b. Employee participation& Treating and dealing with staff as a group and
27 b
not individualistically
c. The proverbial “golden handcuffs”
d. promotion
Which of the following was not identified as a defining feature of culture?
a. Culture is symbolic.
28 b. Culture is cumulative c
c. Culture is transmitted
d. Culture is learned
Values, traditions, and beliefs are all examples of
a. popular culture.
29 b. non-material culture. c
c. customs.
d. cultural relativism.
Language is usually considered to be
a cultural barrier.
30 b. cultural universal. d
c. essential for cultural integration.
d. a key cultural marker.
Culture is usually assumed to be
a subjective entity.
31 b. insulated against technology d
c. mutually exclusive.
d. always changing.

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

Cultural change can also occur through ______________

a. invention and discovery
32 b. multiculturalism and assimilation a
c. diffusion and technology
d. mass media and adaptation
According to Conflict theory, culture is maintained through the
___________________ of society.
a. popular culture
33 d
b. language
c. proletariat
d. dominant ideology
A ________ is a distinct cultural group within a larger culture.
a. sub-culture
34 b.bi-culture d
c. material culture
d.co-culture
What is a “learned system of knowledge, behaviour, attitudes, beliefs,
values, and norms shared by a group of people” called?
a. dominant culture
35 d
b.co-culture
c. community
d. culture
The process through which an individual acquires new approaches, beliefs,
and values by coming into contact with another culture is referred to as
_______________________.
36 a. acculturation a
b. Enculturation
c. sub-culturation
d. cultural immersion
A ___________ is a perception shared by a culture or group about key
37 c
beliefs and issues like the meaning of life

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

a.co-culture
b. third culture
c. world view
d. cultural outlook
What is not one of the layers of cultural influence?
a) Social
38 b) Business d
c) Organizational
d) Company
What type of organizational culture is most likely to deliver stability and
efficiency?
a) Task culture
39 b
b) Role culture
c) Power culture
d) People culture
Workers' acceptance of change is characteristic of what type of culture?
a) Team culture
40 b) Collaborative culture b
c) Group culture
d) Collective culture
Which of the following contains data regarding employees' education,
career development, and special skills and is used by managers when
selecting inside candidates for promotion?
41 a) computerized forecasting tools b
b) qualifications inventories
c) trend records
d) scatter plots
The process of deciding how to fill executive positions at a firm is known
as ________.
42 b
a) internal recruiting
b) succession planning

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

c) long-term forecasting
d) advanced interviewing
Succession planning requires making forecasts of in three steps:
________, develop inside candidates, assess and choose those who will fill
the key position.
43 a) identify key needs a
b) job specifications
c) global trends
d) labor relations
The ongoing process of systematically identifying, assessing, and
developing organizational leadership to enhance performance is known as
________.
44 a) employee mentoring b
b) succession planning
c) work sampling
d) employee recruiting
What is the first step in succession planning?
a) creating an applicant pool
45 b) identifying and analyzing key position needs b
c) selecting who will fill key positions
d) developing the strengths of current employees
Finding or attracting applicants for an employer's open positions is known
as ________.
a) succession planning
46 b
b) employee recruiting
c) personnel planning
d) job posting

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 DNYANSAGAR INSTITUTE OF MANAGEMENT AND RESEARCH

The extent to which employees are aware of their interests, skills, strengths
and weaknesses regarding their career goals is termed
a. Career motivation
47 c
b. Career resilience
c. Career insight
d. Career identity

________ helps organizations identify employee strengths and weaknesses

to determine avenues for their career development
a. Gap analysis
48 b
b. Individual assessment
c. Organizational assessment
d. Opportunity analysis
Career planning and development programs for employees
a. Increase employee frustration
49 b. Promote only a lucky few d
c. Increase the employee turnover rate
d. Ensure future availability of resources
The process of selecting and developing employees in the organization to
occupy key positions in the future is termed
a. Career planning
50 b
b. Succession planning
c. Career development
d. Human resource enhancement

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