Top 150+ Solved Current Trends and Cases in HRM MCQ Questions Answer
Q. One of your best MIS people left to work for a competitor. When she left, she took with her a partially completed proposal for an enhanced MIS system that would reduce costs and increase the speed of handling information. You’ve just experienced:
a. empowerment.
b. an organizational restructuring.
c. a competitive advantage.
d. brain drain.
e. the results of the glass ceiling.
Q. Many profitable American companies eliminate jobs ever year. This trend can beattributed to which of the following factors?
a. The need for fewer service and production workers in a more technological society.
b. The increasing dissatisfaction of firms with long-term employees.
c. Increasing competition in industry.
d. Companies’ need for more diverse work communities.
e. Increasing union membership.
Q. Strategic Human Resource Planning is:
a. the process of responding appropriately to HRM problems as they arise.
b. the process of winning the commitment of line management to support HRM practices.
c. the process of formulating HR strategies and establishing programs to implement them.
d. largely the responsibility of HRM professionals with minimal input by line management.
e. a dying practice as more companies move to TQM.
Q. Strategic Human Resource Planning provides a number of benefits to a company, such as:
a. providing strategies for responding to problems and crises as they arise.
b. relieving middle managers of their HRM responsibilities.
c. blurring the difference between line and staff management.
d. reducing costs by diversifying the company’s goals and objectives.
e. helping to identify the gap between a company’s current situation and vision.
Q. Molly heads a large company that has just experienced a major brain drain. She immediately increases compensation to new employees and gives each employee with over 10 year experience an extra 3 days of paid vacation per year. This is an example of:
a. strategic HR planning.
b. proactive HR strategy.
c. reactive HR strategy.
d. a knee-jerk reaction.
e. downsizing.
Q. Managers who often depend on their personal views and experiences to solve problems and make business decisions run the risk of:
a. alienating employees who want to contribute to the decision-making process.
b. undermining the goals of the company by becoming too independent.
c. taking on more responsibility than is necessary in a given business venture.
d. making assumptions about the business and economic environment that are untrue, thereby threatening the profitability of the company.
e. threatening the profitability of the company by encouraging centralized decisionmaking processes.
Q. For the Strategic HR Planning Process to stimulate critical thinking:
a. it needs to create common bonds among the various work units in the organization.
b. it should focus on day-to-day management issues.
c. it cannot include specific operational planning but must remain at the conceptual level.
d. it should manage work flows at the same time.
e. it must be a continuing, flexible process rather than a rigid procedur
Q. Creating a sense of community and shared values and goals among employees at a firmcan often increase:
a. innovation and customer focus within the firm.
b. decentralization within the firm.
c. brain drain.
d. gaps between the current situation and the future goals.
e. the disinterest of line managers.
Q. One challenge of Strategic HR Planning is:
a. getting employees to accept empowerment strategies.
b. decreasing job security while lowering labor costs.
c. being appropriately reactive to problems in the firm and external environment.
d. building HR strategies independent of the overall business strategy of the company.
e. developing strategies that offer a firm a sustained competitive advantag
Q. Ima is focusing on recruiting qualified employees for her growing company, reviewing benefit plans in order to offer competitive compensation packages, and is generally very involved with a number of urgent HR needs and “fire fighting.” Ima is facing the strategic HR planning challenge of:
a. reinforcing the overall business strategy with her HR strategies.
b. excessive concentration on day-to-day problems.
c. coping with the external environment.
d. securing management commitment to her HR strategies.
e. none of the above
Q. The challenges inherent in Strategic HR Planning include:
a. identifying HR constraints and limitations.
b. creating common bonds.
c. developing HR strategies suited to unique organizational features.
d. explicating company goals.
e. all of the above
Q. Town House Publishing is implementing a new HR strategy, and to give it the bestchance of succeeding, the HR department should:
a. increase diversity in the environment.
b. ensure managers’ commitment to the strategy.
c. create a back-up strategy to implement in case the initialstrategy fails.
d. centralize management in order to communicate more effectively with employees.
e. maximize efforts to control day-to-day problems.
Q. The acid test for an HR strategic plan is:
a. management’s commitment to it.
b. whether it makes a practical difference for the company.
c. how people oriented it is.
d. if it provides fast solutions.
e. if it is an emergent strategy rather than an intended strategy.
Q. Intended strategies are as opposed to emergent strategies, which are.
a. proactive / reactive
b. spontaneous / planned
c. fuzzy / detailed
d. based on company politics / based on company environment
e. necessary in large companies / necessary in smaller companies
Q. Emergent strategies generally:
a. evolve and change as needs arise.
b. involve only portions of an organization.
c. are proactive and well developed in advance.
d. encourage strong leadership within a firm.
e. are less beneficial to a small company.