The method of training in crafts, trades and technical areas is known as :
Apprenticeship
Apprenticeship training combines on-the-job instruction under an experienced worker with classroom learning over a fairly long period, and it is the standard method for crafts, trades and technical areas such as electricians, fitters and machinists.
Vestibule training is given in a separate area that reproduces the actual work setting, mainly for semi-skilled operative jobs such as clerks or machine operators.
Coaching and mentoring are one-to-one guidance methods used mostly for supervisory and managerial development, not for teaching a craft or trade.
Therefore training in crafts, trades and technical areas is apprenticeship.
Hence, the answer is Apprenticeship.
Similar Questions
Match the items of List - I with the items of List - II :
List - I List - II (a) Giri Approach (i) The utility of non-violence as the means of conflict resolution. (b) Industrial Sociology Approach (ii) Organizations are made up of people and the success of management lies in its dealing with these people. (c) Gandhian Approach (iii) Voluntary negotiations between employers and employees are a means of settling disputes. (d) Human Relations Approach (iv) Investigating the underlying trends and patterns in the cause and effect of industrial disputes. Codes :
(a) (b) (c) (d)
Match the methods of performance appraisal given in List - I with the explanations given in the List - II :
List - I List - II (a) Behaviourally Anchored Rating Scale (BARS) (i) Evaluator keeps a log of critical incidents to evaluate performance (b) Management By Objectives (MBO) (ii) Evaluator indicates on a scale how often the appraise was actually observed engaging in the specific behaviours already identified (c) Critical incident method (iii) Evaluator rates on the scale described in the form of critical incidents (d) Behaviour observation scale (iv) Systematic and organized approach that allows management to focus on achievable goals Codes :
(a) (b) (c) (d)
Match the items of List - I with List - II :
List - I List - II (a) INTUC (i) 1920 (b) AITUC (ii) 1947 (c) CITU (iii) 1955 (d) BMS (iv) 1970 Codes :
(a) (b) (c) (d)
Identify the correct combinations from the following :
Skills Training and Development Methods Target Trainees (a) Knowledge Deliberation/Lecture Managerial (b) Multi-skills Vestibule training Operative (c) Decision-making skills Management game Managerial (d) Behavioural skills Sensitivity training Supervisory Codes :
Match the items of List - I with the items of List - II :
List - I List - II Conventional HRM Strategic HRM (a) Staff specialists (i) Fast and proactive (b) Slow and reactive (ii) People and knowledge (c) Capital and products (iii) Line managers (d) Cost centre (iv) Investment centre Codes :
(a) (b) (c) (d)
Which among the following are not part of staffing process ?
(a) Human Resource Planning
(b) Recruitment
(c) Selection
(d) Induction and Orientation
(e) Training and Development
(f) Performance Appraisal
(g) Transfers
(h) Separations
Codes :
Assertion (A) : Job evaluation is essentially a job rating process, not unlike the rating of employees.
Reasoning (R): Job evaluation is a practice which seeks to provide a degree of objectivity in measuring the comparative value of jobs within an organisation and among similar organisations.
Which one of the following is not a major punishment ?
Behaviourally Anchored Rating Scale is a technique used for :
Which one of the following is a traditional method for selection of personnel ?
Important Questions from Concept, role and functions of HRM
- Match the items of List-I with those of List-II with regard to operative functions of HRM and indicate the code of correct matching.Codes :
List – I List – II a. Procurement i. Performance appraisal b. Development ii. Discipline c. Integration iii. Induction d. Maintenance iv. Personnel research Following steps are undertaken for developing a workforce score card.
(a) Identify critical and carefully defined outcome measures.
(b) Translate the measures into specific actions and outcomes.
(c) Identify high and low performing employees.
(d) Develop and communicate detailed description of what is expected.
(e) Develop supporting HRM and measurement systems.
What is the correct chronological order of these steps ?
Read the following passage and answer the questions :
The Chairman astonished HR leaders by announcing the company’s discontinuation of annual reviews, substituting them with immediate feedback, goal-oriented coaching and weekly incentives. This transformation, once considered heretical, has gained widespread acceptance: around one-third of U.S. companies, including Adobe, Deloitte, GE, Microsoft and PwC, have transitioned from inflexible annual evaluations to regular, informal assessments. Conventional performance evaluations, previously effective for determining compensation and recognizing talent, have evolved into expensive, bureaucratic processes that are unpopular among both employees and managers. Critics contend that they prioritize historical conduct over prospective development, hinder collaboration and do not fulfill commercial requirements. Originating from the military’s merit rating system, performance appraisals have transitioned between accountability and development, influenced by variables including inflation, compulsory ranking at GE, executive compensation reforms and the competitive pursuit of talent. Currently, low inflation, streamlined organizational structures, agile work methodologies and the necessity for ongoing innovation have made annual reviews redundant. Organizations are currently emphasizing agility, collaboration, and personnel development, concentrating on continuous dialogue and immediate objective. Despite ongoing challenges-such as bias, salary discrepancies and inadequate supervisor training-organizations that implement continuous feedback mechanisms experience enhanced satisfaction, superior coaching and greater alignment with corporate objectives. The transition signifies a necessity: performance management must adapt to cultivate future talent.
- Which of the following is not a HR function ?
__________ is a profile of job holders department-wise and offers a snapshot of who will replace if there is a job opening.
