In 2050, Gintong Biyaya is rapidly expanding from a humble food eatery to a growing corporation. Leo and Amy co-manage operations, Irene leads the newly formed HR Department, and they recruit Juki, an RPsy with an I/O background, to strengthen the company's psychological foundation.

Irene looks over the newly structured HR Department with Leo.

She says, “Now that we have more than 100 people under our care, we can’t just rely on instinct anymore.”

Leo nods. “That’s why we brought Juki in. He doesn’t just fill forms—he understands people.”

Which field BEST explains Juki’s function in this context?

Amy notices a growing tension among line workers in the packaging unit. She shares with Juki: “Some of them say their roles are confusing. They’ve been doing things not in their original scope.”

Juki replies, “We need to start with clarifying responsibilities. I’ll do a full job analysis.”

Which approach of I/O Psychology is Juki primarily applying?

Irene begins drafting a training program and performance appraisal system with Juki. “I want our workers to feel they grow with us,” she says.

Juki smiles, “I’ll handle the behavior-based assessments and training evaluations.”

Juki’s role here best falls under which subfield of I/O Psychology?

Leo is testing out a new assembly line system for cooking and packaging. After a 10-hour trial, he sighs, “This setup exhausts our operators too quickly.” Juki inspects the controls and spacing and recommends adjustments.

What specific I/O subfield is Juki applying?

As Gintong Biyaya prepares for franchising in 2051, Amy gathers the core team. “We’ve built this with heart, not just profit. People are our edge.” Juki adds, “Then let’s make sure our systems are scalable—training, recruitment, even our values.”

Which of the following BEST captures the difference between a business program and an I/O Psychology program as shown in this scene?

Meanwhile, Leo's daughter, Naya Guinto, a bright and curious high school student, sits in Ms. Kathrain’s History of Work and Society class. Behind her, however, sit the notorious “Boys at the Back”—Nye, Chow, Winter, Ayan, Ackami, and Tom—whose antics disrupt the lecture.

As Ms. Kathrain begins her lesson on the roots of I/O Psychology, Nye blurts out, “Ma’am, I/O just started because of World War 1, right? No psychology before that!”

Which of the following is most likely to correct Nye’s misconception?

Chow mocks the lesson, saying, “There’s no way a woman could’ve contributed to something so technical like work productivity!”

Which of the following would be the most appropriate rebuttal to Chow’s statement?

As Ms. Kathrain discusses the 1930s, Winter raises his hand and asks, “Ma’am, if lighting increased productivity, shouldn’t we just upgrade our school lights?”

Which of the following reflects what Winter is least likely understanding about the Hawthorne Studies?

Ayan groans, “Why should we care about old tests? We have AI now.” Ms. Kathrain smiles and says, “Let’s rewind a bit—who first attempted employee competency tests, even without AI?”

Which of the following would most likely fit her response?

Ackami, curious for once, asks, “Why did I/O Psych suddenly boom after 1960?” Ms. Kathrain offers a clue: “It has something to do with rights and sensitivities.”

Which of the following events is most likely the cause?

Back at the office, Leo meets with his I/O psychologist, Juki, to improve expansion strategies, recruitment, and employee effectiveness.

Juki tells Leonardo, “You need someone trained to understand work behavior, design better selection systems, and use real data.” Leonardo replies, “So, like a clinical psychologist?”

Which of the following statements is most likely to correct Leonardo’s assumption?

Juki proposes hiring interns to assist with recruitment and testing. Leonardo hesitates, saying, “What if they aren’t ready yet?”

Which of the following best reflects what Juki is most likely referring to when suggesting interns?

Juki invites a senior I/O practitioner to conduct leadership training. Leonardo asks, “Isn’t that what HR does?”

Which of the following roles would an I/O psychologist most likely perform that distinguishes them from standard HR?

Leonardo tells Juki, “Maybe you should just stay here at Gintong Biyaya full time.” Juki replies, “Actually, I work with other companies too.”

Juki’s employment arrangement is most likely aligned with which of the following?

Juki asks his practicum students to prepare an onboarding workshop. One of them asks, “Is this different from an internship?”

Which of the following is least likely true about practicum, especially in an I/O context?

CEO Leonardo Guinto assigns Juki, the I/O psychologist, to analyze feedback from both internal employee surveys and the archived audit records. The goal: improve performance without inflating company costs.

Juki reviews the previous year’s HR data logs, including training attendance and exit interviews, to examine trends. He tells Leo, “I’ll use this to find patterns before proposing changes.”

Which of the following is most likely the method Juki is using?

Juki decides to test whether a new leadership seminar increases productivity. He splits supervisors into two groups—one attends the seminar, the other doesn’t—then compares outcomes.

Which of the following elements is most likely essential for this to be classified as a true experiment?

Juki wants to evaluate whether employees are satisfied with the company’s new community-based incentives. He plans to send out digital forms.

Which of the following is least likely to increase the survey response rate?

Leo says, “You’re looking at so many studies—why not just summarize all of them at once?” Juki responds, “Exactly what I plan to do.”

Which of the following is most likely the correct method for summarizing and statistically analyzing the findings across multiple studies?

After finding that the leadership training raised productivity by 0.7 SDs, Juki reports a “moderately strong” impact. However, Leo asks, “But how much does it matter in practice?”

Leo’s concern is most likely referring to which concept?

As the internal review wraps up, CEO Leonardo Guinto and I/O psychologist Juki find themselves debating the ethical consequences of their decisions more than the data itself.

During the audit, Juki discovers that a supervisor manipulated evaluation scores to favor her niece for a promotion. No company policy directly addresses nepotism, and HR is unsure how to proceed.

Which of the following BEST describes this situation?

Leo suggests delaying feedback results to avoid triggering resignations before the next fundraising event. Juki feels uneasy but recognizes this might preserve team morale.

What type of ethical conflict is this most likely to represent?

A new intern is instructed to skip informed consent when observing employees for a time-motion study, “so they act naturally.” She tells Juki, who is supervising the study.

Juki’s most ethical response would be to:

During a coaching session, a supervisor tells Juki that she suspects an employee is struggling due to substance use but insists that Juki keep it confidential. Juki is not licensed for clinical practice.

Which action is Juki most likely obligated to do?

Juki wants to publish an internal report to showcase successful strategies in employee motivation. However, he realizes the data may reveal identifiable information even if names are removed.

Which of the following is the least ethical action?

After a long day at Gintong Biyaya Corp., Leo Guinto rests with his daughter Naya, who records answers for her school assignment. She types as her father, once a sampaguita seller and later a supermarket bagger, recounts his path to business leadership.

Naya lists down that her father's first taste of organization happened in 1992 as a bagger at SM, where he followed rules, wore uniforms, and reported to multiple levels of authority.

Based on her notes, what type of organizational theory most likely governed the structure Leo experienced?

When Leo resigned to help his mother’s eatery in Quiapo, he says, “There were no rules, but everyone knew who cleaned, who cooked, and who greeted customers.”

Which of the following structures is most likely being described in Naya’s notes?

Naya quotes her dad saying, “When we started hiring staff, I made sure the cooking and the cashiering were done by different people.”

What organizational principle is Leo’s action most consistent with?

In her notes, Naya writes: “Dad said he started hiring people who were just like him—hardworking, street-smart, and used to struggle.”

Which of the following most likely emerges from this kind of hiring practice?

Leo says, “At Gintong Biyaya Corp., we now have marketing, logistics, and finance divisions. Everything flows through department heads, who report to me.”

Which organizational principle is Leo most likely applying here?

Leo tells Naya, “I would watch Mama cook the same ulam daily. I started timing how long each dish took and adjusted her prep so we saved more gas.”

Which classical theory was most likely being used here?

Naya notes, “Papa said they divided tasks at the eatery: cooking, cashiering, cleaning. Each person did one thing well.”

This is most aligned with which classical principle?

Leo tells Naya that back in the day, “If something went wrong, it was always clear who was in charge.”

Which principle is he most likely describing?

Leo adds, “I followed my TLE teacher’s advice to use a logbook for recording inventory and customer feedback.”

Which of the following principles is least likely reflected in this action?

“At that time, Mama was the cook, cashier, and supervisor—lahat siya,” Leo laughs. “We had no delegation.”

Which criticism of classical theories is most evident here?

Leo remembers his first expansion: “I created positions—cook, runner, cashier—with rules posted in the back kitchen.”

Which classical theory does this setup most likely align with?

“Eventually, I stopped watching everyone and started training team leaders instead,” Leo told Naya.

This is most aligned with which Bureaucratic feature?

“Hiring became formalized,” Leo notes. “Applicants needed NBI clearance and training certificates.”

This shows application of which Scientific Management principle?

Leo told Naya, “Even though our work was simple, our goals were complex. Feeding people was a mission, not just business.”

Which criticism of classical theory does this statement highlight?

Naya concludes, “So Papa, would you say your early business reflected more of the Administrative Theory when you started training others, assigning leaders, and planning menus?”

Leo nods. Which of the following is most consistent with Fayol’s Administrative Theory?

Over cups of salabat and leftover dinuguan, Naya writes furiously in her notebook as her father, Leo, recalls how his team expanded from just his mom’s helpers to dozens of crew selling budget rice meals. As Gintong Biyaya formalized its management in the 2000s, Leo applied both structure and heart—drawing from lessons he didn’t even know were once theories.

“I made sure cooks did just cooking, servers did just serving,” Leo recalls.

Which principle of Fayol's Administrative Theory is most evident here?

Leo emphasized fairness: “We gave hazard pay to delivery boys who risked floods to deliver.”

Which principle is most consistent with this practice?

“We allowed our young helpers to pitch ideas for new menu items during weekly meetings,” Leo said.

This is most consistent with which principle?

“Our kitchen crew reported only to Head Cook Aling Minda, not to me or the cashier,” Leo explained.

Which principle of administration is being followed?

Leo reflected, “In the long run, employees who stayed long performed better. That’s why I rarely replaced old hands.”

Which principle is most reflected here?

As Naya asked about crew dynamics, Leo said: “They weren’t just co-workers. Some of them would eat together, help each other out, even after work.”

Which Neoclassical group type is most likely present here?

Naya notices that her father’s business allowed suggestions to rise from staff to upper management.

This practice is least likely to align with:

“At times, we’d hold vote-based meetings for shift scheduling. Even the janitor had a say,” Leo smiled.

Which concept of Neoclassical Theory is most clearly shown here?

Leo explained, “Sometimes, a helper would influence the whole team, even if they weren’t a leader on paper.”

This influence is best explained by which Neoclassical concept?

“Our success wasn’t just the recipes,” Leo concluded. “It was the spirit. They treated each other like family.”

Which principle does this most strongly align with?

As digital cash registers and automated vending slowly rise in popularity, Leo Guinto and his lean team must innovate. Facing giants like Jollibee and McDonald's, they must reconfigure the old eatery’s operations—not by copying, but by adapting.

In 2008, Leo noticed their old setup couldn’t keep up with the digital registers and speed of nearby competitors. He restructured Gintong Biyaya’s food assembly and customer flow.

This is most aligned with which modern theory?

In revamping the layout, Leo ensured that the cashier, food prep, and packaging areas communicated seamlessly. What linking process of the Systems Approach is MOST evident?

Instead of hiring more cooks, Leo redesigned roles so that employees took more responsibilities without promotion (e.g., taking orders and prepping food).

This is best described as:

Leo introduced self-service order kiosks for customers. While employees initially struggled, training helped them adapt.

This scenario highlights what central theme of the Socio-Technical Approach?

Leo knew that unlike fast food chains, their small space and tight budget called for a different decision-making strategy. According to Contingency Theory, what should guide Leo’s approach?

Which of the following is least likely aligned with Contingency/Situational Theory?

Leo noticed that cramped cooking stations led to less creativity and more stress among cooks. This aligns most with which component of the Systems Approach?

During the redesign, Leo made sure that operations didn't lose focus on values like honesty and service. In Systems Theory, this aligns with which organizational goal?

Which of the following best illustrates the core belief of the Systems Approach?

At the end of 2008, Leo reflected: “The moment we started adapting to the market and staying honest with our purpose, we survived.”

Which modern theory best captures his management approach?

Halfway 2010, six loyal kitchen staff resign due to family and health concerns, and as Leo’s mother—the original owner—battles breast cancer, Leo must now lead both the kitchen and the business forward. During this hardship, employee morale and motivation become central to his leadership.

After the mass resignation, Leo offered hazard pay and additional free meals for remaining employees. He also emphasized how much he appreciated their loyalty. Which of the following is most likely a hygiene factor according to Herzberg’s Two-Factor Theory?

Leo started personally mentoring younger workers and involved them in planning the eatery’s new operations. This strategy aligns best with which of McGregor’s theories?

To keep his team resilient, Leo gave extra responsibilities to a young assistant cook to help him grow into a leadership role. Which of the following is most aligned with Argyris’ Growth Perspective?

Despite having fewer workers, Leo noticed that those who stayed became more committed. They formed closer bonds and even brought their own ideas for promotions. This best reflects which drive in Lawrence and Nohria’s Four-Drive Theory?

One of Leo’s staff, Angela, begins feeling demotivated after realizing she works the same hours and puts in the same effort as her colleague, but receives fewer bonuses. According to Equity Theory, Angela is likely to:

Leo honors his late mother who passed after battling breast cancer by continuing both the eatery and expanding the manufacturing plant. As Naya prepares her class report, she asks about the original executives and the system that made the corporation thrive.

Naya asks her father how he dealt with complaints about inequitable pay between workers with similar skills. Leo explains that one of the older kitchen aides refused to take additional roles, while the newer one volunteered to stay overtime and handle supplies. According to Equity Theory, what is the most likely reason for the older aide’s dissatisfaction?

As the plant grew, Leo trained his operations manager to monitor daily goals. They followed a method where goals had to be specific, challenging yet attainable, and had a deadline. This practice most likely aligns with which motivational theory?

Gintong Biyaya's early executives included Leo, his wife, and a family friend who managed finances and compliance. They later hired an HR officer and warehouse crew. According to Mintzberg’s Structural Theory, which unit was the Strategic Apex during this phase?

Naya recalls her father’s story of hiring an accountant who helped streamline wage systems, developed timecards, and tracked delivery expenses. According to Mintzberg’s model, this role belongs to which structural part?

Leo emphasized in the interview how his late mother’s values shaped the integrity of Gintong Biyaya. Employees today are still driven by her legacy. According to Mintzberg, this internalized belief system most likely reflects which organizational component?

Naya curiously asks Leo how he was able to lead their company through multiple transitions—from a modest eatery to a nationwide food and beverage supplier—without abandoning his mother's legacy.

During the early 2010s, Leo noticed morale was low due to the deaths, resignations, and pressure from bigger competitors. Rather than panic, he motivated his team with stories of his mother’s legacy, shared meals, and optimism about the future. According to IMPACT Theory, Leo's leadership style during this time is best described as:

During the pandemic, Leo trained his production supervisors to communicate with their workers daily about order deadlines, delivery instructions, and operational adjustments. According to Path-Goal Theory, this leadership behavior is most aligned with:

In 2020, Leo promoted his most trusted warehouse leader, Raf, into a new executive role. Raf was very experienced but nervous about management duties. Leo frequently checked in and gave him tips, but also encouraged him to make some independent decisions. According to Situational Leadership Theory, Leo was using which style?

Naya asked if all managers were treated the same. Leo responded that while he gave all leaders basic duties, only a few he fully trusted were asked to develop new menu lines and supervise key expansions. This is an example of:

When Gintong Biyaya encountered operational delays due to disorganized supply chain systems, Leo stepped in personally to create route plans, reassign storage locations, and solve production bottlenecks. According to IMPACT Theory, Leo’s behavior fits best under which style?

As the interview between Naya and her father Leo concludes, she asks him about the inner structure of Gintong Biyaya, how it adapted to industry-wide changes including AI and automation, and what wisdom he could impart to future entrepreneurs like herself.

When asked about Gintong Biyaya’s current org chart, Leo said they recently eliminated multiple managerial layers to empower teams to respond quickly to market trends and customer needs. This best illustrates which type of organizational structure?

Naya notes that in the past, one of the company’s core issues was confusion among staff due to unclear reporting structures, especially during the transition to AI. Which disadvantage of an organic structure does this describe?

Gintong Biyaya’s current system places digital transformation experts, AI developers, and food scientists in departments based on their specialties, like R&D or logistics. This approach is best described as a:

Leo explains that they started integrating AI systems to predict daily supply needs and customer demand, improving coordination between marketing and inventory departments. According to organizational principles, this action improves:

Finally, Naya asks her father: “Looking back, what advice would you give to your younger self who was once a supermarket bagger and sampaguita vendor?” Leo pauses and answers:

“Trust in small beginnings, but never settle for small dreams. Learn the value of hard work, keep learning, and never let shame steal your purpose. Technology will change the game, but the hunger to serve people with dignity and care will never go out of style.”

This advice most closely reflects which principle of modern leadership and organizational development?

Leo drops off Naya at school, then proceeds to the Gintong Biyaya plant, where HR is onboarding the newest batch of production staff. He checks in with HRM Manager Irene, who’s preparing orientation modules.

As Leo greets Irene, she tells him they’ve just completed a competency mapping to ensure the new hires are placed where they’ll thrive best. This task is most related to which HRM function?

Irene explains: “We’re now training them to operate the vacuum-sealing system for shelf-stable meals.” She’s referring to which specific HR function?

Leo asks how they’re dealing with the rumors of unionization. Irene says they’re keeping communication open and already scheduled a town hall. This reflects which function?

One staff says, “Sir Leo, I noticed we have overlapping tasks with another department.” Leo replies, “I’ll review your scopes with Irene and restructure the flow if needed.” This reflects which HR activity?

Irene tracks employees with an HRIS software that can flag possible resignations based on performance and attendance trends. This action falls under:

One newly hired cook tells Irene, “Ma’am, I have anxiety when using heavy equipment.” Irene connects her with the company counselor. Which HR function does this reflect?

As Gintong Biyaya scales, Leo suggests promoting deserving staff from within rather than hiring externally. Irene supports him with a succession plan. This is a part of:

Irene adjusts the salary bands of the line cooks after benchmarking industry standards. Which HRM function is being applied?

Leo sits with Irene and reviews team morale and communication flow in the new batch. He says: “I want everyone to feel heard and supported.” Which management function is this?

During the final orientation, Irene tells the team, “You’ll each be evaluated after 3 months based on your KPIs and adaptability.” This task best falls under which management activity?

Irene formally endorses the newly trained production hires to Gintong Biyaya executives Leo and Amy. Present at the table are the rest of the HRD team: Aga, Dee, Chow, Bells, Chuchay, King, Juki (I/O psychologist), Ryu, and Moonie. Their goal: ensure new hires have growth paths, proper training, and talent management systems in place.

During the final endorsement meeting, Irene shares, “These new hires have shown potential, but some lack advanced food processing skills. We’ll address that immediately.” 

Aga replies, “Let’s organize something formal—perhaps modules or shadowing programs.”

What HRD function are they addressing?

Chow suggests rotating tasks among the new hires every two weeks to increase engagement. Dee adds, “We can lessen burnout and develop flexibility that way.”

This intervention is best described as:

Leo says, “I want them to map their personal goals with company goals. Let’s give them time to think about what they want to achieve with us.”

King replies, “Sounds like we need career pathing sessions.”

Which HRD function is most aligned with this initiative?

Moonie checks the calendar and says, “Let’s invite outside speakers and run a 3-day workshop on leadership and food tech.”

Chuchay nods, “We can even award certificates.”

This is an example of:

Amy observes, “Some of our young hires want to move into management someday.”

Ryu suggests developing a growth roadmap to help guide their progression.

Which HRD activity does this best describe?

Juki (the I/O Psychologist) suggests building a mentorship culture, encouraging senior cooks to mentor juniors in informal sessions.

This is best categorized as what type of Career Development?

Bells reports that one new staff resigned quickly, citing misalignment with the job. Irene says, “We’ll review the job descriptions again.”

This situation suggests an issue in which area?

Leo tells the team, “We’ll upskill people through cross-functional training in both packaging and logistics.”

This would be considered a:

King compiles employee profiles for a possible supervisory pool in the next year. “These will be our future leaders,” he tells Amy.

This task is most related to:

Ryu facilitates a learning journal exercise where employees write what they want to become, identify barriers, and create an action plan.

This activity is best described as:

Before leaving the orientation room, Irene says:“Make sure they understand our policies, routine, and facility layout. They should feel welcomed and know where everything is.”

Which of the following BEST describes what Irene is referring to?

Leo notices a new hire is struggling to operate a digital temperature regulator on a machine. He assigns a senior employee to shadow and guide him directly.

This is an example of which training method?

Dee suggests launching an online course to help new hires learn safety protocols at their own pace, complete with quizzes and automatic feedback.

Which of the following BEST describes this method?

Leo reviews the company’s strategic goals with the L&D team. “Let’s match our modules with the company’s expansion plans. We’re moving into field-ration logistics next year.”

Which phase of the training process is Leo focused on?

Chow says, “If we want future site managers, we need to expose our new hires to multiple departments and projects while tracking their leadership potential.”

What Management Development technique is Chow recommending?

Leo announces a departmental meeting with all of the heads, with the assistance of Juki (I/O Psychologist). He says:

“Let’s strengthen each of your departments. I need to know what kind of people you need—roles, competencies, and working conditions. With the help of the HR team—Aga, Dee, Chow, Bells, Chuchay, King, Ryu, and Moonie—let’s begin constructing job descriptions that truly reflect your team’s needs.”

Present at the table are the department heads: Zeke (Logistics), Charles (Manufacturing), Max (Procurement), James (Quality Assurance), Lewis (Legal), Jun (Facilities), Ivy (Sales), Clarice (Customer Service), Felicia (Research & Development), and Lee (Marketing).

Felicia tells the group, “We’ve been developing new recipes but I need someone who can handle both experimental food design and basic nutritional analysis.”

What step in the job analysis process is Felicia MOST LIKELY doing here?

Max speaks up: “I had someone last year who was good at procurement, but when I promoted him to head supplier relations, he couldn’t handle it.” Juki notes this as a case of:

Zeke (Logistics) says: “I need a role designed where someone can handle cross-dock inventory and track delivery reports, even if the shipment is still en route. What tools do I need to specify?”

Juki advises him to include:

Charles tells the HR team: “The new machine we’re installing has 12 steps to operate and troubleshoot. We need to make sure this becomes part of the job training.”

Which use of job analysis BEST supports Charles' concern?

Clarice (Customer Service) says: “Our agents often work night shifts alone, handling both complaints and emergency escalations. That needs to be clear in the JD.”

Which type of information should be included in their job analysis?

With Juki and the HR staff facilitating, each department head meets to finalize the job descriptions (JDs) for their team’s hiring needs. Leo tells them:

“I need these job descriptions completed today. HR, make sure everything is clear, structured, and measurable. By tomorrow, I want these posted to the employment centers and on our official recruitment pages.”

During the follow-up SME conference, Clarice and her senior customer reps describe the new role of “Customer Engagement Analyst” that involves crafting empathy scripts and monitoring emotional tone in calls. Juki reminds everyone of the Ammerman Technique. What is the purpose of ranking objectives at the final stage?

While working with Charles from Manufacturing, Ryu notices one sentence in the JD draft says:

“Operates and maintains the slicer and blender and checks if production is compliant with DOH.”

Which principle of writing task statements is being violated?

Felicia works with Aga to write the JD for a Product Developer role. She wants to include requirements like "BS in Food Tech, basic proficiency in SPSS, and openness to field work."

Which section of the job description would best contain these?

James from QA consults with Bells. He includes a line that says:

“The employee will work graveyard shifts alone, inside a temperature-controlled room, with remote supervision.”

Which part of the JD does this statement most likely belong to?

Juki opens the floor in the training room.

"Okay team, we’ll now apply the Ammerman Technique to finalize critical tasks and behaviors for our new hires. Department heads, I need your full cooperation—Zeke, Charles, Max, James, Lewis, Jun, Ivy, Clarice, Felicia, Lee, and of course, Leo."

Juki starts Step 1:

“Let’s identify the objectives and standards we expect from the new Supply Chain Assistant.”

Zeke replies:

“Must be able to track deliveries and report delays in less than 24 hours.”

Which of the following BEST represents this stage of the Ammerman process?

Charles adds:

“To meet that standard, the assistant needs to check GPS logs every morning and immediately notify us via Slack.”

Juki replies,

“Let’s list that as a critical behavior supporting the ‘report delays in <24h’ objective.”

Which step is the panel working on now?

Max suggests a behavior:

“Should be friendly to co-workers.”

Dee asks, “But does that directly help fulfill the logistics objective?” Juki says,

“If it’s not directly tied to the objective or performance standard, it won’t be tagged as critical.”

This BEST demonstrates which key purpose of the Ammerman technique?

Clarice lists these 3 behaviors for her Kitchen Supervisor role:

“Supervises kitchen staff during rush hours”

“Double-checks food storage temps”

“Prepares shift report every evening”

Leo asks, “Of these, which is most critical to food safety and operations?”

Which Ammerman step is Leo now facilitating?

Ivy shares this behavior for her team’s role:

“Completes weekly inventory logs using the digital tracking system.”

Moonie asks, “Does this behavior align with our objective to maintain 98% inventory accuracy monthly?”

Juki nods, “Let’s finalize that—it’s clearly a critical behavior.”

Why is it important to tag critical behaviors during job analysis?

📍 Executive Office – 4:15 PM

Leo looks up from his desk as Juki enters, holding a folder of evaluation notes.

Leo: “Any progress on those job descriptions, Juk? We need to screen applicants as early as next week—especially for the R&D, Dispatch, and Kitchen Operations roles.”

Juki: “Most department heads already turned in their drafts. I’m also compiling test recommendations to match job competencies and tools.”

Leo: “Good. While we’re at it, recommend psychometric tests or inventories we can use. I want to do this right—objective and fit-based.”

Juki tells Leo that the R&D team needs employees with strong adaptability, especially in crisis handling, problem-solving, and creativity. He says:

“Sir, I suggest an inventory with 132 items and eight dimensions that assess adaptability across stressful, uncertain, and interpersonal situations.”

Which test is he MOST LIKELY referring to?

Leo: “How about the dispatch staff—they’ll need someone technically skilled and comfortable with tools and routine decisions.”

Juki flips through a chart.

“I’d go with the one that covers 400 questions across five main technical categories—tools, perceptual requirements, and decision-making.”

Which job analysis tool BEST fits Juki’s description?

For kitchen supervisors, Juki proposes using a method to assess specific behaviors that distinguish great vs. poor performance, gathered through critical on-the-job incidents.

He says: “This method doesn't require much training, but it's powerful in identifying behaviors that make or break job success.”

Which method is Juki describing?

Leo frowns: “How do we ensure we assess personality traits necessary for success, say, conscientiousness or agreeableness for frontline roles?”

Juki smiles. “For that, I’ll use a psychometric inventory linked to the Big Five and structured by 12 personality dimensions.”

Which assessment tool is Juki recommending?

Before Juki concludes, Leo points to the Digital Marketing Intern listing.

“Any quick, low-cost method for assessing their overall work profile? We don’t have much time to train job analysts.”

Juki nods: “We can use this most standardized method—it’s quick, cost-effective, and widely used for general roles.”

Which method is MOST SUITABLE?

As dusk settles, the fluorescent lights hum inside Leo’s office. The day has been long but far from over.

Leo, still seated across the desk from Juki, reviews the finalized job descriptions. He sighs, rubbing his temples.

Leo: “These roles are finally outlined. But now we’re stuck at pay. We can’t just throw out numbers. We need a structured approach — we owe it to them.”

He dials Zynn’s extension.

Leo: “Zynn, I need you here. Juki and I just wrapped up the JDs — now we evaluate compensation.”

Moments later, Zynn enters, tablet in hand.

Zynn: “On it, sir. Are we going with point factor evaluation again?”

Juki: “Exactly. We’ll start by defining our compensable factors. Irene’s team is waiting for the ranges once we finalize base pay.”

Juki leads the team through Step 1 of the point factor method.

Juki: “Let’s begin with compensable factors. These are the job elements that add real value and help differentiate one position from another.”

Zynn: “We can’t evaluate jobs based on personality or tenure. It has to be the work itself.”

Which of the following is LEAST likely to be considered a compensable factor?

As Zynn sets up the spreadsheet for weighting factors, she looks at Juki.

Zynn: “How much should we weigh skill compared to responsibility or complexity?”

Juki: “That’s where Step 3 comes in — assigning proportional weight to each compensable factor before we score the jobs.”

What does this step in the job evaluation process aim to achieve?

Leo raises an eyebrow:

Leo: “But what if we want to ensure our salary ranges are competitive in the market?”

Juki: “Then we run salary surveys, sir. That’s where external equity comes in — comparing pay across other firms.”

Which of the following is the PRIMARY concern when conducting salary surveys?

Zynn notices that for one role, the point total doesn't align well with the proposed salary midpoint.

Zynn: “Should we run regression here? The points don’t seem to predict the midrange salary well.”

Juki: “That’s Step 5. We use regression analysis to validate how well our point totals predict salary ranges.”

Why is regression analysis used in the point method?

After reviewing all roles, Zynn turns to Leo.

Zynn: “Sir, do we also apply the concept of comparable worth here?”

Leo: “Remind me — is that about fairness between roles of equal value, even if the market doesn’t reflect that?”

Juki: “Exactly. Especially for roles historically undervalued, like admin support or social work.”

What is the best description of comparable worth?

The air is thick with the weight of responsibility. The payroll meeting has just wrapped up, and Leo closes Zynn’s folder gently.

Leo: “Thank you, Zynn. I’ll let you know if I need help with payroll simulations. For now, please forward the final compensation draft to Irene.”

Zynn nods and exits. Leo now dials another number.

Moments later, Miriam, the firm’s sharp and meticulous legal consultant, steps in. Juki remains seated, scrolling through statutory compliance documents.

Leo: “Miriam, I need you and Juki to reassess our employee handbook. With these new hires and roles, I want to be sure Gintong Biyaya follows all local labor laws. No loose ends.”

Miriam: (takes the handbook) “Let’s start with internal complaint processes, workplace harassment policies, and statutory leave compliance. Juki, do you already have DOLE’s latest circular?”

Juki: “Yes. Let’s audit section by section — including privacy provisions and how we enforce zero-tolerance policies.”

Juki reviews the handbook’s section on workplace harassment. He notices the complaint procedure lacks multiple reporting channels.

Juki: “Leo, this violates the Safe Spaces Act. Victims must be allowed to report via CODI, HR, or even anonymous reports.”

Which of the following BEST ensures compliance with the Safe Spaces Act?

Miriam points out that Gintong Biyaya offers only 3 days of leave per year.

Miriam: “DOLE requires at least 5 days of Service Incentive Leave (SIL) annually for employees with at least one year of service.”

Which law mandates the 5-day Service Incentive Leave?

Leo wants to enforce locker checks without consent, to prevent theft.

Miriam: “That would breach the right to privacy under the Data Privacy Act unless you secure prior written consent or have a legal ground such as reasonable suspicion.”

Which of the following is the BEST course of action for Leo?

Juki notices that new hires in the facilities department are often told to work unpaid during their rest day.

Juki: “Leo, DOLE prohibits that. Rest day work requires a 30% premium, and unpaid work is a labor violation.”

Which of the following is TRUE regarding rest day compensation in PH?

Miriam updates the handbook to include FMLA-type policies.

Miriam: “While we don’t have FMLA here, we should offer clear language on maternity leave, paternity leave, and emergency sick leaves that are backed by SSS.”

Which of the following is a government-mandated benefit in PH?

Juki and Miriam are now presenting to Leo the updated employee manual. A recent anonymous report of inappropriate behavior toward a female contractual intern from Facilities has triggered a need for immediate HR legal action.

Leo: “Juki, Miriam — let’s walk through the policy implications here. We cannot tolerate even a whisper of misconduct. What are our next steps?”

Miriam: “First, this falls under possible hostile environment harassment under RA 11313. Second, the worker is a contractual intern, so we also need to clarify her coverage in terms of protection and statutory benefits.”

An intern in Gintong Biyaya’s Facilities Department reports that her supervisor often touches her shoulders and insists on walking her to the jeepney terminal after work. She feels anxious and uncomfortable but fears losing her temporary contract.

Which type of harassment is most likely involved?

During the investigation, Miriam finds out that the intern is not enrolled in SSS, Pag-IBIG, or PhilHealth. Irene explains she’s just a “student intern under a short-term contract.”

Which of the following is TRUE regarding statutory benefits for contractual workers in the Philippines?

Juki raises a concern: the intern’s contract explicitly said she would receive only a “training allowance” and not be considered an employee.

What legal doctrine could this violate if the intern performs real work similar to regular staff?

The intern wishes to file a formal labor complaint due to harassment and being underpaid without benefits. What is her FIRST proper course of action?

Leo wants to confirm if the intern is eligible to receive SSS Sickness Benefit due to anxiety-related absences caused by the harassment. The intern has worked for 2 months and made at least 1 contribution.

Which of the following is CORRECT regarding her eligibility?

The next morning, Leo arrives early, greeted by Juki who's already reviewing the personnel replacement charts. Moments later, Amy walks in with coffee and a new round of internal survey data.

Amy: “Based on the latest department reports, we still have critical gaps in logistics and product R&D. We need to act before the 3rd quarter launches.”

Leo: “Let’s dissect the trends and identify where we’ll need to pull from — internal or external. Juki, ready the data.”

In Gintong Biyaya’s Q2 strategic planning, Leo instructs Juki to first examine how the upcoming product expansion will affect staffing needs. He says they must anticipate the number of personnel required before drafting job descriptions.

Which step of workforce planning are they engaging in?

Amy wants to visualize how customer demand affects the number of new warehouse staff needed. She tells Juki, “Can you chart it out? I need to see the relationship between product volume and staff headcount.”

Which forecasting technique is most appropriate?

Leo insists on knowing which supervisors in the company are ready for promotion. Juki presents a dashboard showing potential candidates’ skills, performance ratings, and promotion readiness.

Which tool did Juki most likely use?

Juki runs a Markov Analysis and discovers that only 45% of entry-level staff are likely to be available for promotion in 2 years, while 30% may leave the company.

What is the main advantage of using Markov Analysis in workforce planning?

Amy notices that Gintong Biyaya lacks skilled candidates in advanced R&D, even internally. She asks Juki if the company must seek external applicants instead.

Which condition BEST supports hiring externally rather than internally?

After the executive meeting, Leo gathers the HR team. He instructs Irene to begin deployment for the hiring campaigns across different recruitment sources. Irene nods and opens the team board.

Irene: "Alright everyone, we’re going wide with this one. We're posting across all sources. Split into three task groups."

She points at the board and assigns:

Aga, Dee, and Moonie to handle online platforms and internet-based recruitment.

Chuchay, Bells, and Ryu to coordinate with employment agencies and represent at job fairs.

Chow, King, and Juki to lead campus outreach and barangay partnership drives.

Moonie shares that they’ve been receiving applications through the Gintong Biyaya career site. Many applicants have completed screening tests and answered job-matching questions through the portal.

Which method of recruitment are they most likely utilizing?

Chuchay reports that they’ve partnered with local government employment offices and conducted preliminary interviews during a provincial job fair. She also mentions helping some applicants fix their résumés.

Which recruitment source is being applied?

King and Chow suggest adding more visibility at nearby barangay halls, after seeing a strong walk-in response. They also propose forming partnerships with schools to connect with upcoming graduates.

Which recruitment strategy are they applying?

Irene reminds the team that employee referrals have led to better-performing hires in the past. She also adds that referral hires stay longer.

Why are employee referrals considered one of the most effective recruitment methods?

Dee notices that all of the recent job ad responses from radio and television haven’t converted into quality applicants. She asks Irene if they should shift focus to platforms that yield more job-relevant responses.

Which of the following is the MOST likely weakness of media-based advertisements?

After a week of posting job ads and conducting outreach efforts, over 50 applicants have submitted their resumes to Gintong Biyaya. About half of them are fresh graduates, while the rest include experienced professionals.

Irene, the HR Head, begins shortlisting candidates for the initial interviews. Those who qualify will proceed to final rounds with Leo, Amy, or the relevant department heads, depending on the position applied for.

During the HR orientation, Dee tells Irene:

Dee: “Some of these applicants seem overexcited. One even asked if they'd already get full benefits and an office cubicle during the training phase!”

Irene nods and replies:

Irene: “That’s why we’re including honest expectations in the brief orientation. We’re not sugarcoating the nature of the job.”

Which best describes the approach Irene is using?

Moonie observes one of the interviews and says:

Moonie: “Irene, your interview questions were exactly the same for all applicants. You even had scoring keys! I’m impressed.”

What type of interview did Irene conduct?

Juki: “Tell me about a time you had to explain test results to a non-psychology stakeholder. How did you do it, and what was the outcome?”

What kind of interview question is Juki using?

Bells: “This applicant didn’t list jobs by date but by themes — like ‘Customer Service’ and ‘Administrative Work.’”

Chuchay: “That’s a strategy used by fresh grads or career shifters, right?”

What kind of resume is this?

Applicant: “May I know the salary? Do you offer quarterly incentives and early 13th month?”

Irene (to Aga after the interview): “She’s competent, but that question came way too early.”

What mistake did the applicant most likely make?

After conducting the first batch of interviews, Leo begins calling references from the applicants' résumés. Meanwhile, Juki and Irene are busy conducting job knowledge tests and simulations for another group of candidates.

Leo (on the phone): “All five referees said this applicant was dependable, diligent, and an asset.”

Amy (overhearing): “Do you think they’re being too nice? Every reference sounds like a LinkedIn endorsement.”

What concept BEST explains this potential issue?

Irene (whispers to Ryu): “This applicant claims to have led a department of 15 at age 21. Something’s fishy.”

Ryu: “You think this is...?”

What hiring risk is MOST apparent here?

Juki: “Okay, you’ll handle this mock client case as if you’re already working here. Treat it as the real deal.”

Chow: “This sounds a lot like a rehearsal of the job itself.”

What is this technique called?

Irene: “We’ll prioritize those with a master’s degree, but we’ll still consider bachelor’s with relevant training.”

Moonie: “That seems fair. Education does relate to future performance, right?”

Which of the following is TRUE based on research?

Chuchay (reading instructions): “This test includes terminology, laws, and ethics scenarios. 50 questions, 60 minutes.”

Juki: “Classic approach. High content validity.”

Which type of test is being administered?

In the HR testing room, Juki continues the applicant screening process using the 16PF for personality profiling, CFIT for cognitive ability, and Raven’s Progressive Matrices (RPM) to measure nonverbal reasoning. A heated discussion follows between Amy and Irene regarding ethical testing practices.

Amy: “This applicant scored extremely high on the RPM but barely passed the CFIT. That’s odd…”

Juki: “Could be nonverbal strengths. RPM is…?”

Which construct is MOST specifically measured by the Raven’s Progressive Matrices?

Irene: “This candidate showed low scores in emotional stability and dominance.”

Chow (HR assistant): “Wait, is that normal? I thought this test was only for clinical issues.”

Juki: “Not really — the 16PF is actually...”

What BEST describes the 16PF?

Irene: “I noticed that out of 40 applicants, only one female applicant passed the cognitive test. Could this be... adverse impact?”

Juki: “Let’s see. What’s the hiring ratio for each group?”

What rule is used to initially assess potential adverse impact?

Amy: “Who approved handwriting analysis? We’re not running a mystic workshop!”

Ryu (jokingly): “But their loops and tails looked sincere!”

Why is graphology NOT recommended in personnel selection?

Juki: “This test seems to predict performance well for men, but not for women. If the data shows this... it could be?”

What is the BEST term for this phenomenon?

After all tests and interviews, Leo, Irene, and the department heads must finalize hiring for the 10 most qualified applicants. Salary offers are fair and legal, and those who didn’t make the cut are still contacted by Irene for transparency and possible future hiring.

Chow: “How did we calculate scores if we used both interview results and cognitive tests?”

Irene: “We combined them using a method that assumes one strong score can offset a weak one…”

What selection method did Irene MOST LIKELY use?

Leo: “Let’s avoid rigid ranking. Is there a way to create flexibility in hiring but still keep standards high?”

Juki: “You might want to consider…”

Which selection strategy allows GREATEST flexibility while considering standard error in test scores?

Amy: “Why not test them one by one? Saves money if they don’t qualify early on.”

Ryu: “Oh, the one where we only test the next skill if they pass the first?”

Which selection method is Amy referring to?

Irene: “We can’t pick just by score. Let’s shortlist three per role and decide who fits best overall.”

Amy: “Ah, that’s that... government-style shortlisting, right?”

What approach are they MOST LIKELY referring to?

Juki: “If we always hire based on the highest score, we might face adverse impact again.”

Irene: “But that method gives highest performance utility…”

What selection strategy is Juki MOST LIKELY cautioning against?

It's been two months since the last batch of hires. Leo wants to conduct the first formal appraisal round. Irene proposes various performance criteria, and Juki trains the supervisors on rating systems. HR interns Moonie and Ryu also observe for future improvements.

Leo: “We need a scale for performance that’s efficient for computing raises. Not too detailed—just straight to the point.”

Irene: “Then we should avoid 360-degree feedback and go with…”

Which method is MOST SUITABLE for salary decisions?

Moonie: “So we compare employees side by side? Doesn’t that feel unfair?”

Juki: “It may seem objective, but the issue is…”

What is the BEST disadvantage of using employee comparisons?

Irene: “If we want employees to really know why a task matters, especially in sales or customer service, this method is best.”

Ryu: “You mean something like ‘hit this quota’ or ‘close X deals’?”

Irene: “Exactly.”

What type of appraisal method is Irene describing?

Juki: “Then avoid simple ratings or traits. Instead, use a method that describes actual behavior per task or result.”

Leo: “That sounds more useful during performance reviews.”

Which method is MOST SUITABLE for giving developmental feedback?

King: “So this training helps us rate consistently? Even if we all have different styles?”

Juki: “Exactly. It helps you align your judgment with job expectations.”

What type of training is Juki MOST LIKELY referring to?

Four months after onboarding, Juki compiles department-wide evaluation data. Irene leads the final review to assess who passes probation. Some employees are celebrated; others must be let go—but with fairness and care.

Moonie: “Sir, I noticed all of Mr. Jun’s staff got ‘Meets Expectations’… even the low performers.”

Juki: “That could be a common error where the rater avoids extremes.”

What type of distribution error is this?

Irene: “It's odd… everyone has nearly identical scores across all traits, even ones you’d expect to differ.”

Ryu: “Maybe the rater’s general impression clouded their judgment?”

Which rater error is MOST LIKELY happening?

Leo: “She struggled at first but improved the past two weeks.”

Juki: “Be cautious… we might be giving more weight to recent performance than we should.”

What cognitive bias is Juki MOST LIKELY warning about?

Irene: “This will be difficult. But I must stay calm, explain the decision clearly, and show them respect.”

Chow: “And document everything properly before and after.”

Which of the following is NOT a key step in a fair termination process?

During a performance appraisal interview, Leo uses the feedback sandwich method: praise → criticism → praise. He also explains how scores were determined and sets new targets. What BEST explains why this technique is effective?

As Gintong Biyaya expands into ready-to-eat meals, Juki, Leo, and Irene train a new batch of food operators. The goal is not just to produce well—but to do it with skill, consistency, and care.

Before training begins, Juki conducts an analysis of what the food operators need to know, how they will perform under real kitchen conditions, and which competencies are essential. What type of analysis is this?

Irene wants to make sure the food operators are willing to learn and can absorb training. She sends out a survey about their attitudes and past kitchen experience. What step is she conducting?

To teach the preparation of on-the-go meals based on Leo’s mom’s recipes, Juki decides to simulate kitchen conditions and give operators a chance to practice in a mock setup before the real production line starts. What training method is BEST being used?

During training, Leo shows a step-by-step video on plating, lets the operators mimic the technique, and gives individual feedback. What method is this?

Irene designs a reward system: every week, the most consistent and skilled operator gets a gift card and public praise. She also uses warm-up games to reduce nervousness. What BEST describes what she’s doing?

During the training of new food production operators, a PWD trainee with ASD is mocked. The incident triggers tension and disrupts the team dynamic. Irene and Juki step in, re-assess the group behavior, and guide the team back toward empathy, cohesion, and productivity.

At the beginning of the training, the batch showed signs of confusion and uncertainty as they tried to understand their roles and form bonds. Based on Tuckman’s model, what stage were they likely in?

The mocking incident triggered a heated confrontation, with one trainee defending the PWD colleague. This scenario MOST appropriately reflects what type of group conflict?

Irene notices that one group was hesitant to speak up about the bullying issue, and no one openly challenged the mocker until Juki intervened. The group seemed overly united, avoided controversy, and pressured each other to maintain peace. What group phenomenon likely occurred?

After the incident, Irene uses her role as a Participative Leader to empower the team to come up with group norms promoting inclusivity. According to IMPACT Theory, Irene’s leadership reflects which type?

After the mocker was sent to HR, a rumor quickly spread that he was expelled from the program. However, Juki later clarifies it’s only a warning. This form of communication is best categorized as which type of grapevine?

After the mocking incident, Leo swiftly calls the parties involved to his office. A PWD trainee sits quietly, visibly hurt. Irene stands beside him, arms crossed. The mocking employee, Jared, looks away, fidgeting. Juki and Moonie observe.

Leo walks around the production floor daily. He talks to trainees during breaks, takes notes on who’s struggling, and praises those improving. This leadership style exemplifies which of the following?

During the meeting, Leo asks Irene and Moonie to suggest a course of action before finalizing Tom’s disciplinary response. He weighs their inputs and considers the emotional impact on the team. Which decision-making style under the Vroom-Yetton model does this reflect?

Leo (firmly): “Jared, mocking a PWD colleague violates our values and ethics. You’re suspended for one month. But upon return, you will undergo retraining—especially on inclusive practices. Moonie, coordinate with Juki.”

Jared (softly): “I… I didn’t mean to—”

Leo (calm but direct): “Your intent does not erase the harm. We lead through example here.”

This reflects Leo’s use of what leadership power?

After the suspension, Irene and Moonie sit down with the PWD trainee and Jared separately to help them process the event and reach a voluntary, respectful resolution without HR-imposed rulings. This is BEST described as what conflict resolution method?

Juki later evaluates the team climate. The trainees show high trust and pride in their work, but also silently agree not to outperform each other too much to “avoid looking like they’re competing.”

What issue is emerging despite high cohesiveness?

In 2065, Gintong Biyaya has grown into a national powerhouse. As Leo prepares for retirement, his daughter Naya begins her immersive training under Irene and Juki to inherit the company. The final days of Leo's leadership are reflective, full of mentoring, and filled with wisdom from decades of people management.

Irene is revamping training groups and considers the ideal number of participants. Which setup will MOST LIKELY produce the highest member satisfaction and best group coordination?

During an emotional debrief with Naya, Leo tears up recalling Amy’s death. Naya listens carefully, noticing her father's expressions and changes in tone. This demonstrates which listening style?

Juki notices that a newly promoted manager complains that the expectations of their job constantly shift based on who's supervising them, and they don't know who to report to for specific tasks. This situation BEST reflects which role stressor?

A newly hired marketing head begins spreading rumors about Irene to gain favor with Naya. Meanwhile, an intern is seen complimenting Moonie’s mentorship and volunteering for cross-department events. Which BEST distinguishes the intern’s behavior from the marketing head’s?

As Leo officially retires, he says to Naya:

Leo: "Our story began in one kitchen with your lola’s recipes. Gintong Biyaya survived inflation, pandemics, automation, even AI takeovers. HR was our core—people made this company. Now, you must carry our name, but more than that, carry our values."

Naya nods, tears in her eyes. “Then my first plan is to re-embed our story in every onboarding, and to partner with universities for fresh ideas.”

Which BEST reflects the combined HRM and HRD roles in Naya's response?