CAIIB ADVANCED BANK MANAGEMENT - HUMAN RESOURCES MANAGEMENT

BULLET POINTS
Human resources manaemen!
01. The number of measures employed by banks to face the competition with other players in the market
are:
Core banking solutions
Business process outsourcing
VR to its employees
Training to staff
Retraining to staff
!ateral recruitment of specialists
"mphasis on marketing
#d$ertising
Customer relationship management
%mpro$ing the brand image
&i$ersification of acti$ities
%ntroduction of electronic based multiple ser$ice channels
etting up of back offices
etting up of data centres
Business process outsourcing to impro$e the operational efficiency
'eeting customer e(pectations
Reduction in operation costs
Human resources "e#e$o%men!
0). The main focus of *R& to help the employees are:
#c+uire the capabilities or sharpen the capabilities of employees towards performing their roles in a better
manner
&e$elop their general capabilities as indi$iduals
"nable them to disco$er and e(ploit their own inner potentials
&e$elop an organi,ational culture
0-. The specific goals of *R& are to de$elop the
Capabilities of each employee as an indi$idual
Capabilities of each indi$idual in relation to his or her present role
Capabilities of each employee in relation to his or her e(pected future roles
&yadic relationship between each employee and his or her super$isor
Team spirit and functioning in e$ery organi,ational unit . department/ group etc
Collaboration among the different units of the organi,ation
0rganisation1s o$erall health and self renewing capabilities which in turn increases the enabling
capabilities of indi$iduals/ dyads teams and the entire organi,ation
02. The typical systems de$eloped towards enhancement of the *R& goals are:
Training and de$elopment
3erformance appraisal
4eedback and counseling
3otential appraisal/ career planning and counseling
0rganisation de$elopment
*uman Resources &e$elopment
05. The sub systems of human resources management are:
#dministration
&e$elopment
'aintenance
&o'( )or*( ro$e( %os+!+on
06. The 7ob analysis consists of three parts
8ob description
8ob specification
8ob e$aluation
09. 8ob description is about the 7ob that an employee has to perform
0:. 8ob specification relates to the re+uirements in terms of educational +ualification/ age/ e(perience etc
0;. 8ob e$aluation relates to the comparison between similar 7obs within the organi,ation or between
organi,ations or within the industry
10. The task is the basic element of 7ob
11. The 7ob is a comple( system of tasks an indi$idual has to perform
1). The position puts an indi$idual in a hierarchical pattern
1-. Role emphasi,es on the pattern of e(pectations
12. <ork in$ol$es a more comple( pattern as it goes a step further
Tra+n+n +n an oran+sa!+on
15. The training and de$elopment in$ol$es the following:
%dentification of training needs
Conducting the training
"$aluation of training
election and de$elopment of trainers
16. Training is the learning related to the present 7ob
19. "ducation is for learning to prepare the indi$idual for a different but identified 7ob
1:. &e$elopment is learning for growth of the indi$idual not related to a specific present of future 7ob
1;. =nowles e(plained the following three theories:
'echanistic theory
Cogniti$e theory
0rganismic theory
)0. The theories associated with the actual teaching are:
!earning in employees in enhanced when the learner is moti$ated
!earning re+uires feedback
Reinforcement increases the likelihood that a learned beha$ior will be repeated
!earning must be transferable to the 7ob
)1. 4or senior management/ the training could relate to de$elopment of $ision/ entrepreneurship and
business strategy
)). Training needs analysis can be termed as formal or informal
)-. #ny training plan is e(pected to specify the following:
>umber of training programs to be conducted . internal and e(ternal
!e$el of employees . what will be the co$erage of employees through the plan
The sub7ect areas which are to be highlighted
The left out plan meant for the future
The plan for allocation of resources
The contingencies to be worked out
The arrangements to be made to accommodate something that emerges beyond the plan
)2. The logical process for conducting any training program is
Training needs analysis
3reparation of a training plan
Conduct of the training which includes designing the program in terms of the time/ duration/ target group/
se+uence of inputs and methodology
"$aluation of the training programs and the plan
election and de$elopment of trainers
)2. The teaching methodology in the training program includes the following
Readings
!ecturing
"(perimental lectures
&iscussion
3articipati$e training
Case studies
Role plays
%nstrumentations
imulation games
tructured e(periences
%ntensi$e small groups
%ntensi$e growth groups
)5. The e$aluation of training consists of the following:
Reaction le$el
!earning le$el
The beha$ior le$el
4unctioning le$el
A!!+!u"e
)6. #ttitude is termed as the mental inclination towards any issue
)9. #ttitude can be classified into three basic components namely:
"motional
%nformational
Beha$ioural
):. #ttitude ser$es four important functions in the process and they are:
The ad7ustment function
The ego defensi$e function
The $alue e(pression function
The knowledge function
):. #ttitude is concerned with
&irection towards some ob7ects about which a person has feelings and beliefs
%t does not ha$e any impact on the emotions of any person
#ttitudes of employees ha$e significant impact on their work performance
%t is formed based on the facts and ob7ecti$e criteria
#ttitude change is not possible for most of the people
There are ways in which the barriers can be o$ercome and attitudes can be changed
Careers
);. The lifestages of an employee can be classified into the following:
Childhood
#dolescence
?oung adulthood
#dulthood
'aturity
-0. The four career roles that can be labeled are:
#pprentice
Colleague
'entor
ponsor
-1. Career patterns ha$e three dimensional mo$ements
Vertical
Circumferential
Radial
-). Career anchors can be classified into the following:
Technical@functional competence
'anagerial competence
ecurity
Creati$ity
#utonomy
Se$, "e#e$o%men!
--. elf de$elopment refers to de$eloping a mature personality who can handle different tasks and
situations with comparati$e ease
-2. The primary importance at the personal le$el is the process of self awareness
-5. The prere+uisite for introspection and learning is to understand the fundamentals of human beha$ior
-6. elf de$elopment happens at the following le$els:
%ndi$idual le$el
%nterpersonal le$el
Aroup le$el
-9. %ndi$idual le$el refers to
'oti$ational pattern
!ocus of control
3ower bases
-:. %nterpersonal le$el refers to
%nterpersonal needs
Transactional analysis
-;. Aroup le$el refers to being effecti$e member in the work group
Mo!+#a!+ona$ $e#e$
20. The moti$ational pattern of an employee depends on the following:
"ducated parents
=nowledge of computer related frauds
"ducated friends
"ducated with technical background
Computer sa$$y
Bse of technology like mobile phones/ internet etc
<illing to buy car/ house when young
*a$e credit cards for spending money
Change in 7obs easily and +uickly
Better e(posure to outside world through different work positions
21. The personality of an indi$idual comprises of collection of beha$ior patterns de$eloped o$er a period of
time
2). The three ego states of any indi$idual are:
3arent
#dult
Child
S)o! ana$-s+s
2-. # team is called as
the group of people with high degree of interdependence
geared towards the achie$ement of a goal or the completion of a task
22. Aroup dynamics was coined during 1;-0 by =urt !ewin
25. Aroup dynamics refers to:
internal nature of groups
how they form
their structure and processes
how they function
how they affect the indi$iduals and organi,ation
26. The different stages in group formation and group beha$ior are:
formingCawarenessD
stormingCconflictD
normingCcooperationD
conformingCad7ustmentD
performingCproducti$ityD
29. wot analysis refers to
strength
weakness
opportunity
threat
2:. wot anaylisis concept was defined by 8ohari <indow
2;. 8ohari window consists of the following
arena
blind
closed
dark
50. The fi$e components of emotional intelligence are:
self awareness
self regulation
self moti$ation
empathy
social skills
Se$, manaemen!
51. elf management consists of the following:
elf awareness which includes the ability to recogni,e one1s emotions and their effects
elf regulation includes self control
elf moti$ation includes achie$ement
"mpathy signifies understanding others
5). The employee morale boosters are:
<elcome ideas
=eep score
%nspect
Thank you notes
*uddle
0pening up
*a$ing fun
howing charity
#dding perks
4iring staff and measuring it
5-. The beha$ior of an indi$idual is influenced by four factors namely:
"n$ironmental factor/
3ersonal factor
0rgani,ational factor
3sychological factor
52. "n$ironmental factor consists of
"conomic $alues
social Cnorms and culturalD $alues
political $alues
55. 3ersonal factors consist of
age
se(
education
abilities
marital status
number of dependants
56. 0rganisational factors consist of
physical facilities
organi,ation structure and design
leadership
compensation
reward system
59. 3sychological factors consist of
personality
perception
attitude
$alue and learning
5:. "$ery person is in certain respects
like all other persons
like some other persons
like no other person
5;. # person1s state of mind is based upon the following:
trust $s mistrust
autonomy $s shame and doubt
initiati$e $s guilt
industry $s inferiority
identify $s role diffusion
intimacy $s isolation
growth $s stagnation
integrity $s despair
60. There are two beha$ior types
type #
type B
61. Type # beha$ior is generally
restless
impatient with desire for +uick achie$ement
perfectionalism
6). Type B personality are much more
easy going
rela(ed about time pressure
less competiti$e
more philosophical in nature
6-. The left hemisphere controls the right side of the body namely:
speech . $erbal
logical . mathematical
liner . detailed
se+uential
controlled
intellectual
dominant
62. The right hemisphere controls the left side of the body namely:
spatialE musical
holistic
artistic . symbolic
simultaneous
emotional
intuiti$e
creati$e
minor
65. The si( personality characteristics are:
realistic
in$estigati$e
social
con$entional
enterprising
artistic
Mo!+#a!+on
66. 'oti$ation is the e(tent of willingness of an employee to respond to the organi,ational re+uirements
69. 'oti$ation has direct impact on the 7ob performance of indi$iduals
6:. The $arious theories of moti$ation are:
scientific management or rational $iew
human relations model
'aslow1s need and hierarchy theory
4rederick *er,berg1s two factor theory
Clayton #lderfer1s "RA theory
#chie$ement moti$ation theory
Reinforcement theory
6;. 'aslow1s theory defines the following:
3sychological needs
afety@security needs
ocial needs
elf esteem needs
elf actuali,ation needs
90. 3sychological needs deal
4ood
&rink
helter
0(ygen
leep
e(
<eather etc
91. afety and security needs relate to
8ob security
alary increase
<orking conditions
Bnionism
3rotecti$e legislation
9). ocial needs e(press the desire to belonging and affection in a social conte(t
9-. elf esteem needs for self respect and recognition
92. elf actuali,ation needs correlate to the desire for
"(celling in one1s 7ob
#d$ancing an important idea
uccessfully managing the unit and like
95. 'oti$ational factors are related to the 7ob itself
96. 'oti$ational factors according to *er,berg:
Recognition
#d$ancement
Responsibility
#chie$ement
3ossibility of growth
<ork itself
99. *ygiene and maintenance factors are related to en$ironment outside the 7ob
9:. 'oti$ational factors are:
Company policy and administration
Technical super$ision
%nterpersonal relations with subordinates
alary
8ob security
3ersonal life
<orking conditions
tatus
%nterpersonal relations with super$isors
%nterpersonal relations with peers@colleagues
Ro$e c$ar+!-
9;. Role and position are two sides of the same coin
:0. Role means a set of e(pected beha$ior patterns attributed to someone occupying a gi$en position in
social unit
:1. The concept of role is central to an organi,ation
:). The important aspects of role are the following namely:
Role stagnation
%nter role distance
Role set conflicts
Role ambiguity
Role e(pectation conflict
Role o$erload
Role erosion
Resource inade+uacy
3ersonal inade+uacy
Role isolation
Sur#e-s
:-. The content of the climate sur$eys $ary from one organi,ation to another organi,ation
:2. The co$erage of typical sur$ey are:
tructure
Responsibility
Reward
Risk
<armth
upport
tandards
Conflict
%dentity
&o's
:5. The 7obs are classified into four types namely:
Top management
'iddle 'anagement
8unior 'anagement
uper$isory management
Clerical or administration
Bnskilled
emi skilled
killed
*ighly skilled
Com%ensa!+on
:6. The factors on which the compensation gets decided are:
Company ob7ecti$es
'arket situation
3re$ailing market rate
%nternal and e(ternal pressures
:9. #ccording to the committee on fair wages certain wage concepts are:
'inimum wage
!i$ing wages
4air wages
>eed based minimum wages
::. The wages are protected by:
The payment of wages act 1;-6
The minimum wages act 1;2:
The payment of bonus act 1;65
"+ual remuneration act 1;96
Per,ormance a%%ra+sa$
:;. 3erformance appraisal is a process by which the management finds out how effecti$e it has been
hiring and placing the employees
;0. The performance appraisal plans meet three needs namely:
8udgmental
&e$elopmental
Counseling by the superior
;1. 8udgmental appraisal for salary increases/ transfers and promotions
;). &e$elopmental appraisal is for telling an employee as to how is performing and suggesting changes in
skills/ attitudes and beha$ior for impro$ement
;-. Counselling by the super$isor . for gi$ing the feedback and understanding the problems for poor
performance
;2. The o$erall ob7ecti$e of the performance appraisal is to impro$e the efficiency of the organi,ation
;5. The following are the uses of performance appraisal system:
%t rates all the employees in a unified manner by using the same rating scales and thus making them
comparable on a common footing
%t pro$ides information which could be critical while deciding on promotion/ pay increases/ transfers and
training etc
%t pro$ides information about the areas of weaknesses of the employee in order to enable initiation of
correcti$e steps
%t impro$es the +uality of super$ision as the super$isor becomes a keen obser$er
The system/ if implemented with openness and trust/ ensures better interpersonal relations between the
employee and his super$isor
;6. The performance appraisal has following the traditional methods namely:
4ree form essay method
traight ranking method
Comparison method
Arading method
Araphic or linear rating scales
4orced choice description method
4orced distribution method
Aroup appraisal method
;9. The modern methods of performance appraisal system are as detailed below:
#ssessment center workshops
'anagement by ob7ecti$es
*uman asset accounting method
Beha$iourally anchored rating scales
-60 degree appraisal method
Manaemen! '- o'.ec!+#es
;:. 'B0 means management by ob7ecti$es
;;. 'B0 attempts to minimi,e the e(ternal controls and emphasi,es on the moti$ation le$els of the
employees
100. The following are $arious 'B0 processes:
The organi,ational goals are first set and are clearly stated in measurable targets
The goals are to be realistic and achie$able although challenging
The goal setting process is a 7oint process
The short term performance goals are set 7ointly by the employees and their superiors
There are fre+uent re$iews of performance through one to one meetings
haring of feedback in such meetings helps in altering the course of action/ if re+uired
%t acts as a moti$ating factor as one gets to know where he stands through the feedback session
101. 'B0 process relates to
etting goals
"(changing feedback
eeking participation of employees
10). The ad$antages of 'B0 are:
%t in$ol$es participati$e approach in goal setting
%t enhances the moti$ational le$els of the employees
%t creates an atmosphere of competition within the organi,ation for enhanced performance
%t pro$ides ob7ecti$e appraisal method
3roblems can be identified in the early stages through re$iews and feedback sessions
%t is an effecti$e tool for identifying the training and de$elopment needs
10-. The disad$antages of 'B0 are
%t may lead to unhealthy competition amongst the employees
%t may create a conflicting situation when it comes to goal setting
ometimes/ $ery soft targets are set to show higher performance achie$ement
E-$earn+n
102. The ad$antages of eElearning are:
%t enables learner to study at his con$enient time and place and ha$e pri$acy
"nables him to study at his own place
Can offer high le$el inter action with immediate feedback and pro$ide opportunity to check his
understanding
Can be simulated to real life situation
Can be cost effecti$e depending upon its use
105. The disad$antages of eElearning are:
Relati$ely infle(ible depending on the pre produced programme
Re+uires greater self discipline and commitment by the learner
'ay induce a sense of isolation
&oes not permit personal reinforcement and therefore the moti$ational effects are forgone
106. FThe landmarks of tomorrowG was written by 3eter 4 &rucker . famous management guru.