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CAIIB Elective Paper Human Resource Management Free Mock Test
Crack the CAIIB Elective Paper Human Resource Management Mock Test 2026 with the help of an online Test series or a free mock test. Every sample paper in the CAIIB Elective Paper Human Resource Management Exam has a designated weight, so do not miss out on any paper. Prepare for the CAIIB Elective Paper Human Resource Management mock test and check your test scores.
CAIIB Elective Paper (Human Resource Management) Syllabus 2026, Exam Pattern
CAIIB Elective Paper (Human Resource Management) Syllabus 2026, Exam Pattern, Exam Date 2026
Detail Information about CAIIB has published notification 2026 for the notification of Elective Paper (Human Resource Management) vacancies. Those Candidates who are Interested to the following vacancy and completed all Eligibility Criteria can read the Notification & Apply Online. In this page we provide the Complete Syllabus of this Entrance Exam with Latest Update Exam Pattern and the Exam Date also.
CAIIB 2026 - Exam Overview
| Institution | Indian Institute of Banking & Finance (IIBF) |
| Exam Name | CAIIB Exam 2026 |
| Mode of Application | Online |
| Paper | Elective Paper (Human Resource Management) |
| Category | Syllabus and Exam Pattern |
| CAIIB Exam Date 2026 | 21st March 2026 |
| Exam Conducted | Twice in a year |
| Qualifying Marks | 50 out of 100 |
| Official website | http://www.iibf.org.in/ |
CAIIB Elective Paper (Human Resource Management) Syllabus 2026
Elective Paper: Human Resource Management Syllabus :
Module - A: Introduction to Human Resource Management :-
Module A: Human Resource Management :
1. Fundamentals of HRM :
Fundamentals of HRM; New Insights into HR Management; Ethics in Human Resource Management
(HRM)
2. Organisational Behaviour :
Behavioural Dynamics in Organisations; The Person – Job Fit; Group Dynamics; Leadership and Team
Effectiveness; Some Contemporary Approaches to Leadership; Transformational Leadership; Human
Resource Implications of Benchmarking; Quality Initiatives in Organisations; ‘Quality Circle’: A HR
Strategy to Quality Improvement; ‘Six Sigma’: A Model for Improving in Business Processes; Positive
Attitude: The Core Behavioural Capital of Organisations; Stress Management; Business Etiquettes
Organisational Change :
Change and Development; Change Agent; Managing Change; John P Kotter’s eight step to successful
change; ‘Responsibility Charting
HRM in Indian Banks :
Traditional Role of HRM in Indian Banks; Expectations from HR Department; Changing Profile of ‘HRM’
in Banks; Major HRM Challenges Facing Banks; Core Banking and People Challenges
Knowledge Management :
Concept of Knowledge Management (KM); Significant Features of Knowledge Management; Knowledge
Management in Banks; IT & Database Management
Module B: Building an HR Strategy :
HR as a Strategic Player :
HR as a Strategic Player & Strategic HRM; HR Strategy Formulation and Implementation; Need for a
Distinctive HR Strategy; Creating Business Value Through HR Strategy; ‘Factor Analysis’ in HRM;
Connecting ‘Strategy’ to Organisations; Strategy Execution; Aligning HR System with Decision
Framework
CEO and his/her Team :
Roles and Responsibilities of CEO; CEO and Talent Management; Executive and Line Managers;
Succession Planning; ‘Job Family’: An Integrated Model for sustained Succession Planning & Talent
Management; Human Resource Audit
Communication :
Organisational Communication; Types of Communication; Barriers to Effective Communication; Steps
for Effective Communication; HR and Communication
HR Functions :
Human Resource Planning (HRP); Recruitment and Selection; Impact of Technology on Critical HR
Functions; ‘Social Media Policy’ forOrganisations: Need and Contents thereof; Compensation; Incentive
Based Compensation; Attrition/Turnover Management; Employee Risk Assessment Systems in Banks
Performance Management :
Performance Management System (PMS); Performance Appraisal System; 360-Degree Appraisal;
Competency Mapping; Key Result Areas (KRAs)
Module C: Motivation, Training and Skill Development :
1. The Learning Process :
Human Implications of Organisations; The Learning Theory; The Learning Process; Employee Behaviour
Employee Motivation
Types of Motivation; Motivational Theories; Employee Attitude Development; Practical Applications of
Motivation; Job Enrichment; Job Enlargement; Job Rotation; Job Satisfaction
2. Employee Development :
Basic Objectives of ‘Training’; Training & Development: Its Need; Concepts and differences of ‘Training’,
‘Development’ and ‘Learning’; ‘Training Need’: Methods for Identification of Training Needs; Role and
Impact of Training; Changing Face of Banking in India; Future of Bank Education in India
3. Training Methodology :
Subject Matter of Training: ‘Learning Organisations’; Training Methodology; Current Trends in Training;
Types of Training; Benefits of Training; Training & Career Development; Soft Skills Training; Challenges
in Training in Banks; Training Infrastructure in Banks; Talent Management; Creative Talents &
Dynamic Leadership: A Winning Combination; Strategies to hone up Leadership Skills;
Training for the New Generation; Return on Investment (RoI) on Training; Measuring the Success of
Training; Best Practices in Training to Help Organisations
Module D: Personnel Management and Industrial Relations :
Industrial Relations (Part A) :
Personnel Function; Legal Aspects of Personnel Function; Legislation on Working Conditions; Industrial
Relations Code 2020; Legislation on Wages; Legislation on Social Security; Legislation on Employment
and Training; The Changing Scenario
Industrial Relations (Part B) :
Historical Background of Trade Union Movement; Trade Unions in Banks; Industrial Relations; Collective
Bargaining
Employee Discipline (Grievance Redressal and Discipline) :
Grievance : Concept and Definition; Causes & Effects of Grievance Grievance Redressal Mechanism; Conflict Management; Management Dilemma
Workers’ Participation in Management (WPM) :
Participation : Concept & Definition, Types; Methods of Participation; Indian Banking Experience on Workers’ Participation in Management (WPM)
Employee Discipline (Discipline Management) :
Discipline at Workplace; Discipline Management; Disciplinary Rules in Banks; Domestic Enquiry; Frauds
in Banks; The Risk Attached to Delegation of Financial Powers; Need for Vigilance Department in Banks;
Diversity and Gender Issues; Dealing with Cases of Sexual Harassment; The Sexual Harassment of
Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 (POSH ACT)
Module E: Emerging Scenario in HRM :
Contemporary Practices in Employee Engagement :
Concept and Definition of Émployee Engagement; Various features and characteristics of ‘Employee
Engagement ; Drivers of Émployee Engagement; Need for creative strategies for engaging Gen Y
Employees; Contemporary ‘Employee Engagement strategies; ‘Work From Home: Emerging New
Normal in Organisations; Strategies to Keep Employees Engaged When They are Working From Home
(WFH); ‘Hybrid Model’ of working: Unifying the Physical and Virtual; U-Work & Ópen2u: New and
Novel Employment Models; Legal Frame-Work in India to Regulate New Models of Work
Organisational Culture & Creativity: New Imperatives :
Definition and Characteristics of ‘Individual Culture’ and ‘Organizational Culture’; Concept and Features
of ‘Individual Creativity’ and ‘Organisational Creativity’; Distinction between ‘Creativity’ & ‘Ínnovation’;
Impact of ‘Culture’ on ‘Creativity’ and Vice-Versa in Organisations; Essential Qualities of a ‘Creative
Leader/Manager’; Strategies to Create ‘Ethical Organizational Culture’
Corporate Sustainability & Green HRM : A Social & Environmental Approach to People Management :
Concept of ‘Corporate Sustainability’; Evolution from ‘Strategic HRM’ to ‘Sustainable HRM’; Various
Forms of ‘Sustainable HRM’; ‘Green HRM’: An Environmental Approach to HRM; ‘Green HRM’ Practices
in Banking Industry: Possibilities and Prospects; The Way Forward
HR Analytics HR Entrepreneurship & AI-Based HR Solutions: New HR Trends for Future :
‘HR Analytics’: Conceptual Understanding; ‘HR Metrics’ vs ‘HR Analytics’; Advantages and Disadvantages
of ‘HR Analytics’; ‘HR Entrepreneurship’: The future Buzzword; Introduction to ‘Artificial Intelligence’;
Role of ‘Artificial Intelligence’ in HR Functions
Leading in a VUCA & BANI Scenarios: New Approaches in ‘Crisis Management :
Crisis : Concept, Definition, Features & Sources; ‘Crisis Management’: Concept, Features & Need; FourLevels of Uncertainty : Strategies to Manage; ‘VUCA’: Gravity-Driven Approach to ‘Uncertainty’ and Crisis Management in Organizations; Evolution of ‘BANI’ Approach in Crisis Management; ‘VUCA’ or
BANI : Which is to be the Vision for Organisations to Deal with the Crisis?; Typical Models of ‘Crisis
Management’ Process; Role of HR in ‘Crisis Management’ Process; Leadership Role in ‘Crisis
Management’; Role of Employees in ‘Crisis Management’
Business Ethics Corporate Governance & Corporate Social Responsibility’: A Winning Combination for Organisational Excellence :
Business Ethics : A Treasure of Trust; Areas of ‘Business Ethics’; Theories of ‘Business Ethics’;
Characteristics of an ‘Ethical Organisation’; ‘Corporate Governance’: Shareholders’ Primary; Major Best
Practices for Improving ‘Corporate Governance’; Ethical issues in ‘Corporate Governance’; ‘Corporate
Social Responsibility’(CSR): A Resolve Towards Commitment to ‘Business Ethics’ & ‘Social Wellbeing;
Various Models of ‘Corporate Social Responsibility’; ‘Corporate Social Responsibility’: Indian Experience
1. Fundamentals of HRM :
Fundamentals of HRM; New Insights into HR Management; Ethics in Human Resource Management
(HRM)
2. Organisational Behaviour :
Behavioural Dynamics in Organisations; The Person – Job Fit; Group Dynamics; Leadership and Team
Effectiveness; Some Contemporary Approaches to Leadership; Transformational Leadership; Human
Resource Implications of Benchmarking; Quality Initiatives in Organisations; ‘Quality Circle’: A HR
Strategy to Quality Improvement; ‘Six Sigma’: A Model for Improving in Business Processes; Positive
Attitude: The Core Behavioural Capital of Organisations; Stress Management; Business Etiquettes
Organisational Change :
Change and Development; Change Agent; Managing Change; John P Kotter’s eight step to successful
change; ‘Responsibility Charting
HRM in Indian Banks :
Traditional Role of HRM in Indian Banks; Expectations from HR Department; Changing Profile of ‘HRM’
in Banks; Major HRM Challenges Facing Banks; Core Banking and People Challenges
Knowledge Management :
Concept of Knowledge Management (KM); Significant Features of Knowledge Management; Knowledge
Management in Banks; IT & Database Management
Module B: Building an HR Strategy :
HR as a Strategic Player :
HR as a Strategic Player & Strategic HRM; HR Strategy Formulation and Implementation; Need for a
Distinctive HR Strategy; Creating Business Value Through HR Strategy; ‘Factor Analysis’ in HRM;
Connecting ‘Strategy’ to Organisations; Strategy Execution; Aligning HR System with Decision
Framework
CEO and his/her Team :
Roles and Responsibilities of CEO; CEO and Talent Management; Executive and Line Managers;
Succession Planning; ‘Job Family’: An Integrated Model for sustained Succession Planning & Talent
Management; Human Resource Audit
Communication :
Organisational Communication; Types of Communication; Barriers to Effective Communication; Steps
for Effective Communication; HR and Communication
HR Functions :
Human Resource Planning (HRP); Recruitment and Selection; Impact of Technology on Critical HR
Functions; ‘Social Media Policy’ forOrganisations: Need and Contents thereof; Compensation; Incentive
Based Compensation; Attrition/Turnover Management; Employee Risk Assessment Systems in Banks
Performance Management :
Performance Management System (PMS); Performance Appraisal System; 360-Degree Appraisal;
Competency Mapping; Key Result Areas (KRAs)
Module C: Motivation, Training and Skill Development :
1. The Learning Process :
Human Implications of Organisations; The Learning Theory; The Learning Process; Employee Behaviour
Employee Motivation
Types of Motivation; Motivational Theories; Employee Attitude Development; Practical Applications of
Motivation; Job Enrichment; Job Enlargement; Job Rotation; Job Satisfaction
2. Employee Development :
Basic Objectives of ‘Training’; Training & Development: Its Need; Concepts and differences of ‘Training’,
‘Development’ and ‘Learning’; ‘Training Need’: Methods for Identification of Training Needs; Role and
Impact of Training; Changing Face of Banking in India; Future of Bank Education in India
3. Training Methodology :
Subject Matter of Training: ‘Learning Organisations’; Training Methodology; Current Trends in Training;
Types of Training; Benefits of Training; Training & Career Development; Soft Skills Training; Challenges
in Training in Banks; Training Infrastructure in Banks; Talent Management; Creative Talents &
Dynamic Leadership: A Winning Combination; Strategies to hone up Leadership Skills;
Training for the New Generation; Return on Investment (RoI) on Training; Measuring the Success of
Training; Best Practices in Training to Help Organisations
Module D: Personnel Management and Industrial Relations :
Industrial Relations (Part A) :
Personnel Function; Legal Aspects of Personnel Function; Legislation on Working Conditions; Industrial
Relations Code 2020; Legislation on Wages; Legislation on Social Security; Legislation on Employment
and Training; The Changing Scenario
Industrial Relations (Part B) :
Historical Background of Trade Union Movement; Trade Unions in Banks; Industrial Relations; Collective
Bargaining
Employee Discipline (Grievance Redressal and Discipline) :
Grievance : Concept and Definition; Causes & Effects of Grievance Grievance Redressal Mechanism; Conflict Management; Management Dilemma
Workers’ Participation in Management (WPM) :
Participation : Concept & Definition, Types; Methods of Participation; Indian Banking Experience on Workers’ Participation in Management (WPM)
Employee Discipline (Discipline Management) :
Discipline at Workplace; Discipline Management; Disciplinary Rules in Banks; Domestic Enquiry; Frauds
in Banks; The Risk Attached to Delegation of Financial Powers; Need for Vigilance Department in Banks;
Diversity and Gender Issues; Dealing with Cases of Sexual Harassment; The Sexual Harassment of
Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 (POSH ACT)
Module E: Emerging Scenario in HRM :
Contemporary Practices in Employee Engagement :
Concept and Definition of Émployee Engagement; Various features and characteristics of ‘Employee
Engagement ; Drivers of Émployee Engagement; Need for creative strategies for engaging Gen Y
Employees; Contemporary ‘Employee Engagement strategies; ‘Work From Home: Emerging New
Normal in Organisations; Strategies to Keep Employees Engaged When They are Working From Home
(WFH); ‘Hybrid Model’ of working: Unifying the Physical and Virtual; U-Work & Ópen2u: New and
Novel Employment Models; Legal Frame-Work in India to Regulate New Models of Work
Organisational Culture & Creativity: New Imperatives :
Definition and Characteristics of ‘Individual Culture’ and ‘Organizational Culture’; Concept and Features
of ‘Individual Creativity’ and ‘Organisational Creativity’; Distinction between ‘Creativity’ & ‘Ínnovation’;
Impact of ‘Culture’ on ‘Creativity’ and Vice-Versa in Organisations; Essential Qualities of a ‘Creative
Leader/Manager’; Strategies to Create ‘Ethical Organizational Culture’
Corporate Sustainability & Green HRM : A Social & Environmental Approach to People Management :
Concept of ‘Corporate Sustainability’; Evolution from ‘Strategic HRM’ to ‘Sustainable HRM’; Various
Forms of ‘Sustainable HRM’; ‘Green HRM’: An Environmental Approach to HRM; ‘Green HRM’ Practices
in Banking Industry: Possibilities and Prospects; The Way Forward
HR Analytics HR Entrepreneurship & AI-Based HR Solutions: New HR Trends for Future :
‘HR Analytics’: Conceptual Understanding; ‘HR Metrics’ vs ‘HR Analytics’; Advantages and Disadvantages
of ‘HR Analytics’; ‘HR Entrepreneurship’: The future Buzzword; Introduction to ‘Artificial Intelligence’;
Role of ‘Artificial Intelligence’ in HR Functions
Leading in a VUCA & BANI Scenarios: New Approaches in ‘Crisis Management :
Crisis : Concept, Definition, Features & Sources; ‘Crisis Management’: Concept, Features & Need; FourLevels of Uncertainty : Strategies to Manage; ‘VUCA’: Gravity-Driven Approach to ‘Uncertainty’ and Crisis Management in Organizations; Evolution of ‘BANI’ Approach in Crisis Management; ‘VUCA’ or
BANI : Which is to be the Vision for Organisations to Deal with the Crisis?; Typical Models of ‘Crisis
Management’ Process; Role of HR in ‘Crisis Management’ Process; Leadership Role in ‘Crisis
Management’; Role of Employees in ‘Crisis Management’
Business Ethics Corporate Governance & Corporate Social Responsibility’: A Winning Combination for Organisational Excellence :
Business Ethics : A Treasure of Trust; Areas of ‘Business Ethics’; Theories of ‘Business Ethics’;
Characteristics of an ‘Ethical Organisation’; ‘Corporate Governance’: Shareholders’ Primary; Major Best
Practices for Improving ‘Corporate Governance’; Ethical issues in ‘Corporate Governance’; ‘Corporate
Social Responsibility’(CSR): A Resolve Towards Commitment to ‘Business Ethics’ & ‘Social Wellbeing;
Various Models of ‘Corporate Social Responsibility’; ‘Corporate Social Responsibility’: Indian Experience
CAIIB Elective Paper (Human Resource Management) Exam Pattern 2026
Duration : 120 Minutes
| S.No | Subject | No.of Question | Marks |
| 1 | Elective Paper (Human Resource Management) | 100 | 100 |
| Total | 100 | 100 |
Exam Date 2026 : 21st March 2026
Starting Date of Application Form : 04th March 2026
Last Date of Application Form : 31st March 2026
Starting Date of Application Form : 04th March 2026
Last Date of Application Form : 31st March 2026
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5. 1000 (+) GK MCQ with Answer PDF Book in English.
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5. 1500 (+) Current Affairs MCQ with Answer PDF in Hindi.
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5. 1500 (+) Current Affairs MCQ with Answer PDF in English.
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