Deck 1: The Nature of Human Resource Management
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Deck 1: The Nature of Human Resource Management
1
Which of the following groups is responsible for the delivery of HRM objectives in an organisation?
A) HR generalists
B) HR specialists
C) Line managers
D) All of the above
A) HR generalists
B) HR specialists
C) Line managers
D) All of the above
D
2
Which of the following HRM / personnel roles has the longest history?
A) Social reformer
B) Consensus negotiator
C) Acolyte of benevolence
D) Humane bureaucrat
A) Social reformer
B) Consensus negotiator
C) Acolyte of benevolence
D) Humane bureaucrat
A
3
Which of the following is NOT a contribution made by the HR function to the achievement of competitive advantage?
A) Building up the stock of human capital
B) Maintaining a positive corporate reputation
C) Setting appropriate departmental budgets
D) Enhancing corporate social responsibility
A) Building up the stock of human capital
B) Maintaining a positive corporate reputation
C) Setting appropriate departmental budgets
D) Enhancing corporate social responsibility
C
4
Which of the following correctly lists the four principal types of HRM objective?
A) Administration, legal, performance, economic
B) Administration, change management, staffing, performance
C) Change management, economic, staffing, commitment
D) Change management, legal, staffing, performance
A) Administration, legal, performance, economic
B) Administration, change management, staffing, performance
C) Change management, economic, staffing, commitment
D) Change management, legal, staffing, performance
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5
What is being described here? An approach to the management of people which is associated with management interests and puts emphasis on planning, monitoring and control.
A) Human resource management
B) Personnel management
C) Manpower analysis
D) Line management
A) Human resource management
B) Personnel management
C) Manpower analysis
D) Line management
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6
Which theme has dominated HR research over the past two decades?
A) The development of 'employee value propositions'
B) Differences between the rhetoric and reality of HRM in organisations
C) Links between HRM and business performance
D) HRM in small and medium-sized businesses
A) The development of 'employee value propositions'
B) Differences between the rhetoric and reality of HRM in organisations
C) Links between HRM and business performance
D) HRM in small and medium-sized businesses
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