Match the following (selection errors List I with their descriptions List II) and select the correct answer from the codes given below :List-IList-II(1) True Negative(I) Selection score is high; performance is low(2) True Positive(II) Both selection score and performance is low(3) False Negative(III) Selection score is low; performance is high(4) False Positive(IV) Both selection score and performance is high

The correct matching is 1-II, 2-IV, 3-III, 4-I.True negative: the candidate was correctly rejected, so both selection score and performance are low.True positive: correctly selected, so both are high.False negative: wrongly rejected, so the selection score is low but performance would be high.False positive: wrongly selected, so the selection score is high but performance is low.The two 'true' outcomes are the correct decisions and the two 'false' ones are the selection errors. Option A swaps the true positive and the false negative, and options C and D mismatch the true outcomes.

Organisational Behaviour and HR Basics Questions and Answers

Q: MBTI is the most widely used instrument for personality analysis. Which of the following statements about MBTI is/are true ?(a) MBTI has 108 items.(b) Sixteen personality types are generated by the instrument.(c) MBTI has 100 items.(d) Sixteen personality types are based on a combination of four basic elements of psyche.(e) MBTI was developed by a father-daughter team.(f) MBTI was developed by a mother-daughter team.

The true statements are (b), (c), (d) and (f).The Myers-Briggs Type Indicator sorts people on four dimensions (extraversion-introversion, sensing-intuition, thinking-feeling and judging-perceiving), which combine to give sixteen personality types, so (b) and (d) are true. It was developed by Katharine Cook Briggs and her daughter Isabel Briggs Myers, a mother-daughter team, so (f) is true and (e) false.On the number of items, the standard organisational behaviour textbook describes the MBTI as a 100-question personality test, which is statement (c) and the reading the key follows; the published forms of the instrument have differed in length. Statement (a) is not that figure, so options with (a) or (e) are wrong.

Q: What is a "Wild Cat Strike" ?

A wildcat strike is called by a group of workers on the spur of the moment, without formal notice to the employer or the consent of the union.The defining feature of a wildcat strike is that it is unofficial: workers walk out suddenly, often in reaction to an incident on the shop floor, without the authorisation of their union and without the notice that the law or the agreement requires.A strike called with the union's support, even without notice, is not a wildcat strike, since the union has backed it. A strike called after a strike ballot is a properly authorised strike, and a strike with formal notice, however short, is also called by the union. All three lack the unofficial character that defines a wildcat strike.

Q: Who is associated with the approaches to disciplinary action such as judicial approach, human relations approach, human resource approach, group discipline approach and leadership approach ?

The University's key gives N.N. Chatterjee. What could and could not be confirmed: searches found no page that attributes this five-fold list (judicial, human relations, human resource, group discipline and leadership approaches) to any of the four named authors, so the keyed name rests on the key.The list is the kind of classification of approaches to discipline that Indian personnel-management texts give. N.N. Chatterjee wrote on the management of personnel in Indian enterprises, which is the context the key assumes. Mamoria and Monappa are likewise Indian HRM authors, so authorship cannot be settled by elimination, and a reader should treat the key as the University's answer rather than a verified attribution.

Q: Which of the following is not a method of performance appraisal ?

Factor comparison method is not a method of performance appraisal.The factor comparison method is a technique of job evaluation. It compares jobs, not people, on factors such as skill, responsibility, mental effort, physical effort and working conditions, in order to fix relative pay for each job.The other three appraise employees: forced distribution places employees into fixed proportions across rating categories; the forced choice method makes the rater choose between statements describing the employee; and the critical incident method records specific examples of very good or very poor performance.

Q: Growth need in Aldrfer's ERG model of motivation akin to which need of hierarchy theory ?

Growth needs correspond to Esteem need, together with self-actualisation.Clayton Alderfer's ERG theory compresses Maslow's five needs into three. Existence needs match Maslow's physiological and safety needs; relatedness needs match the social (belongingness) need and the external part of esteem; and growth needs match the internal part of esteem and self-actualisation.Of the options, only esteem lies in the growth group. Physiological, security and safety needs are all existence needs.

Q: If an organization counts on a culture which rated with high power distance, then such organization is characterised by :

A high power distance culture is characterised by Centralized decision-making.In Geert Hofstede's framework, power distance is the extent to which less powerful members of organisations accept that power is distributed unequally. Where it is high, hierarchy is respected, superiors make decisions and subordinates expect to be told what to do.Active subordinates, high trust and a balance between seniors and juniors describe low power distance cultures, where subordinates expect to be consulted and relationships are more equal.

Q: Which stage of Tuckman model of group development is more apparent in temporary group ?

The stage more apparent in temporary groups is Adjourning.Bruce Tuckman's model has forming, storming, norming and performing, to which Tuckman and Jensen added a fifth stage, adjourning, in 1977. Adjourning is the winding up of the group once its task is complete: members wrap up activities and disengage. It is characteristic of temporary groups such as committees, task forces and project teams.Forming, storming and norming occur in permanent groups as much as in temporary ones, so they are not distinctive of temporary groups.

21.

MBTI is the most widely used instrument for personality analysis. Which of the following statements about MBTI is/are true ?

(a) MBTI has 108 items.
(b) Sixteen personality types are generated by the instrument.
(c) MBTI has 100 items.
(d) Sixteen personality types are based on a combination of four basic elements of psyche.
(e) MBTI was developed by a father-daughter team.
(f) MBTI was developed by a mother-daughter team.

A.(a), (d) and (e) are true
B.(b), (c), (d) and (f) are true
C.(a), (b), (e) and (f) are true
D.(f), (d) and (e) are true

Exam Year(s)

MH SET - 2019, SET Exam - 2019,

Answer: B

The true statements are (b), (c), (d) and (f).

The Myers-Briggs Type Indicator sorts people on four dimensions (extraversion-introversion, sensing-intuition, thinking-feeling and judging-perceiving), which combine to give sixteen personality types, so (b) and (d) are true. It was developed by Katharine Cook Briggs and her daughter Isabel Briggs Myers, a mother-daughter team, so (f) is true and (e) false.

On the number of items, the standard organisational behaviour textbook describes the MBTI as a 100-question personality test, which is statement (c) and the reading the key follows; the published forms of the instrument have differed in length. Statement (a) is not that figure, so options with (a) or (e) are wrong.

Discuss in Forum

22.

Match the following (selection errors List I with their descriptions List II) and select the correct answer from the codes given below :

List-I	List-II
(1) True Negative	(I) Selection score is high; performance is low
(2) True Positive	(II) Both selection score and performance is low
(3) False Negative	(III) Selection score is low; performance is high
(4) False Positive	(IV) Both selection score and performance is high

A.1-II, 2-III, 3-IV, 4-I
B.1-II, 2-IV, 3-III, 4-I
C.1-IV, 2-I, 3-II, 4-III
D.1-III, 2-II, 3-IV, 4-I

Exam Year(s)

MH SET - 2019, SET Exam - 2019,

Answer: B

The correct matching is 1-II, 2-IV, 3-III, 4-I.

True negative: the candidate was correctly rejected, so both selection score and performance are low.
True positive: correctly selected, so both are high.
False negative: wrongly rejected, so the selection score is low but performance would be high.
False positive: wrongly selected, so the selection score is high but performance is low.

The two 'true' outcomes are the correct decisions and the two 'false' ones are the selection errors. Option A swaps the true positive and the false negative, and options C and D mismatch the true outcomes.

Discuss in Forum

23.

Which of the following may be termed as a scientific and systematic effort to modify the characteristics of an employee's job ?

A.Job redesign
B.Job enlargement
C.Job enrichment
D.Job description

Exam Year(s)

MH SET - 2019, SET Exam - 2019,

Answer: A

A scientific and systematic effort to modify a job's characteristics is job redesign.

Job redesign is the deliberate restructuring of the content, methods and relationships of a job to improve both productivity and the employee's motivation and satisfaction. Models such as Hackman and Oldham's job characteristics model give it a systematic basis, working on skill variety, task identity, task significance, autonomy and feedback.

Job enlargement (adding more tasks at the same level) and job enrichment (adding responsibility and control) are particular techniques of job redesign, narrower than the systematic effort the question describes. A job description only records the duties of a job; it does not change them.

Discuss in Forum

24.

Which of the following aspect of job cannot be considered under quality of work life ?

A.Freedom and autonomy to make decisions on the job
B.Satisfactory physical surroundings at workplace
C.Job satisfaction and job safety
D.Freedom and autonomy to leave workplace without taking permission from the superiors

Exam Year(s)

MH SET - 2019, SET Exam - 2019,

Answer: D

Freedom to leave the workplace without the superior's permission is not part of quality of work life.

Quality of work life (QWL) covers the conditions that make work satisfying and humane: adequate pay, safe and healthy surroundings, job security and satisfaction, opportunities to use and develop skills, and autonomy and participation in decisions on the job.

Decision-making autonomy on the job, satisfactory physical surroundings, and job satisfaction and safety are therefore all QWL aspects. Leaving the workplace at will without permission is not autonomy in the job but a breach of discipline, which no QWL programme provides for.

Discuss in Forum

25.

What is a "Wild Cat Strike" ?

A.A strike perpetrated by workers with the support of the relevant union without giving notice to the employer.
B.Strike called by the union after resorting to a strike ballot.
C.Strike called by a union with a formal notice to the employer just a few minutes before the commencement of the strike.
D.Strike called by a group of workers on the spur of the moment without any formal notice to the employer or any consent from the relevant union.

Exam Year(s)

MH SET - 2019, SET Exam - 2019,

Answer: D

A wildcat strike is called by a group of workers on the spur of the moment, without formal notice to the employer or the consent of the union.

The defining feature of a wildcat strike is that it is unofficial: workers walk out suddenly, often in reaction to an incident on the shop floor, without the authorisation of their union and without the notice that the law or the agreement requires.

A strike called with the union's support, even without notice, is not a wildcat strike, since the union has backed it. A strike called after a strike ballot is a properly authorised strike, and a strike with formal notice, however short, is also called by the union. All three lack the unofficial character that defines a wildcat strike.

Discuss in Forum

26.

Who is associated with the approaches to disciplinary action such as judicial approach, human relations approach, human resource approach, group discipline approach and leadership approach ?

A.Mirza S. Saiddain
B.N.N. Chatterjee
C.Arun Monappa
D.C.B. Mamoria

Exam Year(s)

MH SET - 2019, SET Exam - 2019,

Answer: B

The University's key gives N.N. Chatterjee. What could and could not be confirmed: searches found no page that attributes this five-fold list (judicial, human relations, human resource, group discipline and leadership approaches) to any of the four named authors, so the keyed name rests on the key.

The list is the kind of classification of approaches to discipline that Indian personnel-management texts give. N.N. Chatterjee wrote on the management of personnel in Indian enterprises, which is the context the key assumes. Mamoria and Monappa are likewise Indian HRM authors, so authorship cannot be settled by elimination, and a reader should treat the key as the University's answer rather than a verified attribution.

Discuss in Forum

27.

Which of the following is not a method of performance appraisal ?

A.Forced distribution method
B.Factor comparison method
C.Force choice method
D.Critical incidence method

Exam Year(s)

MH SET - 2020, SET Exam - 2020,

Answer: B

Factor comparison method is not a method of performance appraisal.

The factor comparison method is a technique of job evaluation. It compares jobs, not people, on factors such as skill, responsibility, mental effort, physical effort and working conditions, in order to fix relative pay for each job.

The other three appraise employees: forced distribution places employees into fixed proportions across rating categories; the forced choice method makes the rater choose between statements describing the employee; and the critical incident method records specific examples of very good or very poor performance.

Discuss in Forum

28.

Growth need in Aldrfer's ERG model of motivation akin to which need of hierarchy theory ?

A.Esteem need
B.Physiological need
C.Security need
D.Safety need

Exam Year(s)

MH SET - 2020, SET Exam - 2020,

Answer: A

Growth needs correspond to Esteem need, together with self-actualisation.

Clayton Alderfer's ERG theory compresses Maslow's five needs into three. Existence needs match Maslow's physiological and safety needs; relatedness needs match the social (belongingness) need and the external part of esteem; and growth needs match the internal part of esteem and self-actualisation.

Of the options, only esteem lies in the growth group. Physiological, security and safety needs are all existence needs.

Discuss in Forum

29.

If an organization counts on a culture which rated with high power distance, then such organization is characterised by :

A.Active subordinates
B.High trust between the peoples
C.Balance between seniors and juniors
D.Centralized decision-making

Exam Year(s)

MH SET - 2020, SET Exam - 2020,

Answer: D

A high power distance culture is characterised by Centralized decision-making.

In Geert Hofstede's framework, power distance is the extent to which less powerful members of organisations accept that power is distributed unequally. Where it is high, hierarchy is respected, superiors make decisions and subordinates expect to be told what to do.

Active subordinates, high trust and a balance between seniors and juniors describe low power distance cultures, where subordinates expect to be consulted and relationships are more equal.

Discuss in Forum

30.

Which stage of Tuckman model of group development is more apparent in temporary group ?

A.Adjourning
B.Storming
C.Norming
D.Forming

Exam Year(s)

MH SET - 2020, SET Exam - 2020,

Answer: A

The stage more apparent in temporary groups is Adjourning.

Bruce Tuckman's model has forming, storming, norming and performing, to which Tuckman and Jensen added a fifth stage, adjourning, in 1977. Adjourning is the winding up of the group once its task is complete: members wrap up activities and disengage. It is characteristic of temporary groups such as committees, task forces and project teams.

Forming, storming and norming occur in permanent groups as much as in temporary ones, so they are not distinctive of temporary groups.

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