front 1 1. (CH1) Definitions of HRM tend to assume that: a. HRM is a strategic perspective on people management b. That an organisation’s sustained competitive advantage will only be secured by an investment in your people c. It is essential to secure a highly skilled and committed workforce d. All of the above | back 1 d |
front 2 2. (CH1) Ulrich & Brockbank’s (2005) HR Leader Model proposes the following roles for HRM: a. Strategic Partner, Human Capital Developer, Employee Advocate and Functional Expert b. Conformist Innovator, Deviant Innovator, Problem Solver and Change Agent c. Regulator, Handmaiden, Advisor and Change Maker d. Adapter, Consultant, Synergist and Champion | back 2 a |
front 3 3. (CH1) ‘Hard HRM’ refers to HR policies and practices that: a. Focus on gaining the commitment and engagement of employees b. Focus on setting targets and measuring employees’ performance c. Are difficult for employers to initiate d. Help develop a robust and tenacious workforce | back 3 b |
front 4 4. (CH1) ‘Soft HRM’ refers to HR policies and practices that: a. Focus on the control and coordination of employees’ work b. Emphasise employees’ compliance with organisational rules and regulations c. Focus on developing employees’ intrinsic motivation at work d. Promote a weak and feeble workforce | back 4 c |
front 5 5. (CH1) Scientific Management proposes that greater workplace efficiency will be promoted by: a. Mechanising the workplace, simplifying and routinising work and closely aligning pay with individual productivity outputs b. Mechanising the workplace, simplifying and routinising work and closely aligning pay with team-based productivity outputs c. Developing cross-functional teams and providing employees with greater decision-making responsibility and ownership d. Providing a greater role for Research and Development in organisations. | back 5 a |
front 6 6. (CH1) Critical perspectives on HRM suggest that: a. HRM is just a new name for traditional management practices b. HRM is principally about gaining the control and compliance of employees against the strategic goals of the organisation c. Empirical evidence for the positive outcomes of HRM is limited and thus the ‘reality’ of HRM in practice is limited. d. All of the above | back 6 d |
front 7 7. (CH1) HR outsourcing: a. Is about setting up your HR function in a foreign country b. Is about reducing the costs of the HR function c. Is an HR organising model that seeks to support both the strategic and operational roles of HRM d. All of the above | back 7 c |
front 8 8. (CH1) PESTEL refers to the: a. Political, Economic, Social, Technological, Educational and Legal environment factors that affect a business and its HR policies and practices b. Political, External, Social, Technological, Educational and Legal environmental factors that affect a business and its HR policies and practices c. Political, Economic, Scientific, Technological, Educational and Legal environmental factors that affect a business and its HR policies and practices d. Political, Economic, Social, Technological, Environmental, and Legal factors that affect a business and its HR policies and practices | back 8 d |
front 9 9. (CH1) The ‘triple bottom line’ refers to an organisation’s: a. Economic, HR and CSR performance b. Economic, Social and Environmental performance c. Business, HR and Environmental performance d. Social, Environmental and Sustainability performance | back 9 b |
front 10 10. (CH1) The CIPD suggest that HR professionals require the following skills/traits to be a successful HR practitioner: a. Curious, decisive, collaborative, credible b. Autocratic, egoistic, autonomous, risk taking c. Affable, generous, easy going, caring d. Risk averse, introverted, conforming, agreeable | back 10 a |
front 11 1. (CH7) Which type of validity is of most importance for HR professionals? a. Construct validity b. Predictive (criterion-related) validity c. Content validity d. Face validity | back 11 b |
front 12 2. (CH7) What outputs does Worker-oriented Job Analysis typically produce? a. Measures of person–organisation fit b. Job tasks and elements c. Knowledge, Skills, Abilities and Other Attributes d. A job description | back 12 c |
front 13 3. (CH7) Which of the following selection methods is NOT considered to show acceptable predictive validity? a. Personality testing b. Biodata c. Structured interviewing d. Graphology | back 13 d |
front 14 4. (CH7) Which of the following psychological effects is likely to have the least impact on the subjective assessments of interviewers under normal circumstances? a. The beautyism effect b. The Hawthorne effect c. The similarity effect d. The halo effect | back 14 b |
front 15 5. (CH7) Which of the following combinations of attributes best captures Silzer & Church’s (2009) attributes that define high-potential individuals? a. Openness, job satisfaction and integrity b. Emotional stability, self-efficacy and intellectual career interests c. High cognitive ability, motivation and leadership d. Emotional intelligence, organisational commitment and agreeableness | back 15 c |
front 16 6. (CH7) Which of the following selection methods tend to be viewed most favourably by candidates? a. Personal contacts b. Interviews c. Graphology d. Honesty tests | back 16 b |
front 17 7. (CH7) Which piece of legislation governs recruitment and selection processes in the UK? a. The Human Rights Act b. The Disability Discrimination Act c. The Equality Act d. The Race Relations Act | back 17 c |
front 18 8. (CH7) Which of the following methods is NOT a legal way of ensuring fairness in selection in the UK? a. Quota systems b. Encouraging applications from minority group candidates c. Choosing job-relevant selection methods d. Recording and monitoring the proportion of minority and majority group candidates who are selected in a process | back 18 a |
front 19 9. (CH7) According to figures cited by Brown & Vaughn (2011), what is the most recent estimate of the percentage of recruiting managers that gather social networking data on job applicants? a. 10% b. 22% c. 78% d. 45% | back 19 d |
front 20 10. (CH7) What is the advantage of making selection decisions on the basis of person–organisation fit? a. Avoidance of intra-group conflict b. Ensuring the face validity of the selection process c. Ensuring fairness in the selection process d. Maximising the potential for future job performance | back 20 a |
front 21 1. (CH9) What is learning? a. A change in one’s cognition, action or interaction with others b. A planned intervention c. A portfolio of knowledge, skills or attitudes d. A step-by-step instructional process | back 21 a |
front 22 2. (CH9) Which are the four main theoretical perspectives on learning? a. Behaviourism, cognitivism, sociocultural and economic theory b. Behaviourism, socialism, constructivism and feminism. c. Behaviourism, socialism, agency theory and positive psychology d. Behaviourism, cognitivism, experiential learning and social learning | back 22 d |
front 23 3. (CH9) Who developed the learning style inventory? a. Bandura b. Piaget c. Skinner d. Kolb | back 23 d |
front 24 4. (CH9) Which are the four critical conditions of role modelling? a. Attention- attraction-production-satisfaction b. Attention-retention-reproduction-motivation c. Attention-attachment-production-evolution d. Attention-retention-satisfaction-motivation | back 24 b |
front 25 5. (CH9) Which of the following is not formal learning intervention? a. Job shadowing b. Job rotation c. E-learning training d. Network of part-time mums | back 25 d |
front 26 6. (CH9) How many stages does the systematic training cycle have? a. Two b. Five c. Four d. Seven | back 26 c |
front 27 7. (CH9) How can L&D achieve horizontal integration? a. By aligning its objectives with the vision and mission of the organisation b. By systematically evaluating its strategic vision c. By strategically aligning its objectives with the objectives of the HR function d. By facilitating the interventions of strategic importance to the organisation | back 27 c |
front 28 8. (CH9) What is a learning plan? a. A list that contains all the necessary elements for the delivery of an intervention b. A strategic L&D objective c. A learning agreement between the employee and the organisation d. An intervention for career change | back 28 a |
front 29 9. (CH9) Which is the final step of the strategic L&D process? a. Needs analysis b. Strategic implementation of L&D practices c. Integration with business objectives d. Evaluation of L&D contribution | back 29 d |
front 30 10. (CH9) Which of the following is not an L&D future challenge? a. To support the emergence of intellectual capital b. To continue enhancing the contribution of L&D division c. To ensure the L&D practitioner is a business partner d. To promote classroom based training to improve performance | back 30 d |
front 31 1. (CH10) The purpose of reward is: a. To attract individuals to the organisation b. To retain individuals within the organisation c. To motivate people to work d. All of the above | back 31 d |
front 32 2. (CH10) Fairness in reward: a. Means all employees are paid the same b. Means all employees are paid according to their performance c. Is determined by government, which sets pay levels for business d. Is socially constructed and therefore cannot be universally agreed upon | back 32 d |
front 33 3. (CH10) The Employee Value Proposition is: a. The amount people are paid by their organisation b. The collection of what an organisation offers in exchange for employment c. The amount an employee manages to negotiate for themselves on joining an organisation d. The total pay and bonuses available to an employee | back 33 b |
front 34 4. (CH10) A good work–life balance is usually considered to be an example of: a. Intrinsic reward b. Extrinsic reward c. Performance-related reward d. Compensation | back 34 a |
front 35 5. (CH10) An organisation’s reward strategy: a. Defines the pay structures b. Reflects organisational priorities c. Seeks to ensure a stable workforce d. Is based on achieving a fair day’s work for a fair day’s pay | back 35 b |
front 36 6. (CH10) Base or Basic Pay is: a. Dependent upon individual performance at work b. The basis for the social exchange within an organisation c. The irreducible minimum that an employee can expect for fulfilling their duties at work d. A fair assessment of an employee’s contribution to the workplace | back 36 c |
front 37 7. (CH10) Job evaluation is a process which: a. Determines the content of jobs b. Identifies the tasks an individual undertakes c. Establishes the value of jobs to the organisation d. Allocates money to particular tasks and roles | back 37 c |
front 38 8. (CH10) Analytical systems of job evaluation typically: a. Review jobs as a whole rather than their component parts b. Are looked upon favourably in equal value tribunal cases c. Rank orders jobs from the most complex to the least complex d. Are cheap and easy to apply | back 38 b |
front 39 9. (CH10) Performance-related pay: a. Seeks to value the contribution a person makes to the organisation b. Seeks to value the person rather than the job c. Ensures that all employees are effectively motivated d. Is based on the profitability of the company | back 39 a |
front 40 10. (CH10) Critiques of New Pay argue: a. That it shifts risk away from the organisation and onto the employee b. That it shifts risk away from the employee and onto the shareholder c. That it shifts blame for poor performance onto managers d. That it fails to recognise individual ability | back 40 a |
front 41 1. (CH11) The process by which organisations ensure that employees are working towards achieving a company’s strategic objectives is known as: a. Goal-setting b. Performance management c. Multi-source feedback d. Performance appraisal | back 41 b |
front 42 2. (CH11) Motivation can be defined as: a. A psychological drive to behave in a particular fashion b. The process of matching individuals’ competencies with job requirements c. The process of assigning work tasks to individuals d. The process of evaluating an individual’s past performance | back 42 a |
front 43 3. (CH11) The process of matching individuals’ competencies with job requirements, so as to achieve the best fit, is known as: a. Negotiation b. Goal-setting c. Employee involvement d. Job assignment | back 43 d |
front 44 4. (CH11) Which of the following is an employee ‘behaviour’, and not a trait? a. Sensitivity b. Conscientiousness c. Quantity of work d. Loyalty | back 44 c |
front 45 5. (CH11) What is central tendency error? a. Supervisors rating all, or most, of their subordinates around the middle of the scale b. Supervisors rating subordinates based only on recent performance c. Supervisors rating subordinates higher than their performance warrants d. Supervisors rating subordinates lower than their performance warrants | back 45 a |
front 46 6. (CH11) The motivation model can be summarised as follows: a. Performance à Outcomes à Appraisal à Results à Needs b. Performance à Needs à Appraisal à Outcomes à Results c. Performance à Results à Outcomes à Appraisal à Needs d. Performance à Results à Appraisal à Outcomes à Needs | back 46 b |
front 47 7. (CH11) According to the Leader–Member Exchange theory, supervisors: a. Create in-groups and out-groups among their subordinates b. Should always be more qualified than their subordinates c. Should give feedback to their subordinates on a daily basis d. Should frequently exchange jobs with their subordinates | back 47 a |
front 48 8. (CH11) Multi-source feedback typically refers to collecting information on individual performance from the following: a. The employee’s supervisor, subordinate(s), clients/customers, peers b. The employee’s supervisor, family members, clients/customers, peers c. The employee’s neighbours, family members, clients/customers, peers d. The employee’s neighbours, subordinate(s), clients/customers, peers | back 48 a |
front 49 9. (CH11) When supervisors use only recent performance information to evaluate subordinates, this is termed as: a. Severity error b. Recency error c. Leniency error d. Central tendency error | back 49 b |
front 50 10. (CH11) Under the Forced Distribution Model, supervisors are typically required to: a. Promote all their subordinates b. Rate a majority of their subordinates at the high end of the scale (usually 70–80%) c. Rate no more than a certain percentage of their subordinates at the high end of the scale (usually 10–15%) d. Rate all their subordinates at the same level | back 50 c |
front 51 1 (EXAM QUESTION) In selection, the testing phase is aimed at: a. None of the other three options b. Assessing persuasion competencies c. Assessing communication skills d. Checking the candidate's CV | back 51 a |
front 52 2 (EXAM QUESTION) In evaluating his team, a supervisor gives an overall high mark to a female employee, based on her stunning beauty. This is most probably: a. An halo error b. A contrast effect error c. A single criterion error d. A personal bias | back 52 d |
front 53 3 (EXAM QUESTION) Benefits is one component of compensation. Its purpose is to influence: a. The objective value of a job b. The effort level that an individual put on a job c. None of the options d. The perceived simbolic value of a job | back 53 b |
front 54 4 (EXAM QUESTION) The term "career objective" (or anchor) describes the career preferences for an individual. Someone who prefers an occupation that implies constant innovation and change is most probably motivated by: a. Symbolic identity b. None of the other options c. Stability and security d. Service and dedication to a cause | back 54 b |
front 55 5 (EXAM QUESTION) A typical socialisation practice of the metamorphosis phase is: a. Company's welcome guide b. Employer branding communication in the company's website c. Job rotation d. Career counselling | back 55 d |
front 56 6 (EXAM QUESTION) Which of the following issues is most likely a problem in performance management? a. How to hire desired talents b. All the options c. How to reward talented people d. How to promote high performers | back 56 b |
front 57 7 (EXAM QUESTION) Performance appraisal systems need to comply with a number of criterion. The capacity of a PA system to show similar results across different observers is: a. Sensitivity b. Relevance c. None of the other options d. Equity | back 57 c |
front 58 8 (EXAM QUESTION) A job advert to HSBC reads "selected candidates will be offered the position of Assistant Sales Manager". In the AIDA model, this is most probably working out: a. The second A b. The first A c. The D d. The I | back 58 b |
front 59 9 (EXAM QUESTION) Think about this test your are performing. It is part of which phase in the training cycle? a. Needs analysis b. Design, development, and programming c. Assessment of the training d. Delivery of the course | back 59 c |
front 60 10 (EXAM QUESTION) One of the recent developments in HRM is the management of temporariness. This is about: a. The capacity to retain people b. The capacity of HRM to stimulate punctuality c. The metrics regarding internal personnel mobility d. The impact of HR on people's lives | back 60 a |
front 61 11 (EXAM QUESTION) One medium-size company has just created a new HR Department, with four specialists and one HR Director, who is also one of the four top managers. This model of HR Strategy - Company's Strategy is best described as: a. HRM Leads b. Holistic c. Separation d. Adjustment | back 61 b |
front 62 12 (EXAM QUESTION) Strategic HRM is theoretically rooted on the Resource Based View of the Firm (Barney, 1991), which assumes that strategic resources are (identify the wrong answer): a. Those with the potential to generate value b. Those capable of generating value c. Abundant and move freely across organisations d. Difficult and/or costly to reproduce/replicate | back 62 c |
front 63 13 (EXAM QUESTION) Management education, management development, and management training are three training options that differ in terms of: a. How the training cycle unfolds b. The type of audiences they are aimed at c. The length of the courses/programme d. The content of the courses/programme | back 63 d |
front 64 14 (EXAM QUESTION) Which of the following best describes HR practices in small companies? a. Clear roles and responsibilities allocated to all individuals b. Informal practices regarding strategic HRM c. HR practices focused on developing people and their competencies d. Structured and formal procedures regarding performance appraisal | back 64 b |
front 65 14 (EXAM QUESTION) From a holistic perspective, does Inês deserves a bottle of wine? a. Yes b. No c. Maybe | back 65 a |