Human Resource Management
Chapter Exam Questions
Course Introduction
Human Resource Management (HRM) is the study of strategies and practices used to effectively recruit, develop, motivate, and retain employees within an organization. This course covers key functions such as job analysis, workforce planning, talent acquisition, performance management, training and development, compensation and benefits, employee relations, and compliance with labor laws. Through case studies and practical applications, students will explore how HRM contributes to organizational success by shaping workplace culture, ensuring legal compliance, and promoting both employee and organizational well-being in a dynamic, diverse business environment.
Recommended Textbook
Building Management Skills An Action First Approach 1st Edition by Richard L. Daft
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Chapter 1: Introduction
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Sample Questions
Q1) How do you manage yourself?
A) individual problem solving
B) linking- networking, collaborating
C) motivating people
D) communicating
Answer: A
Q2) New managers are often surprised at how ___ management is.
A) rewarding
B) "people involved"
C) difficult
D) easy
Answer: C
Q3) What does the executive function include for the entire system?
A) direction
B) organization,
C) coordination.
D) all of these
Answer: D
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Chapter 2: Your Manager Strengths and Weaknesses
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Sample Questions
Q1) People with a high ____ can clearly identify the activities and arrange the resources needed to accomplish plans and goals.
A) goal-directed mindset
B) relationship building attitude
C) Initiative
D) ability to organize
Answer: D
Q2) How is a talent turned into a strength?
Answer: A talent becomes a strength when it is supported by knowledge and skills. Knowledge is facts and information linked together to become meaningful. Skills are accumulated knowledge that have been formalized into behavior steps needed to adequately perform a task.
Q3) A person with agility would not get frustrated if someone came by unannounced when he was trying to make dinner.
A)True
B)False
Answer: True
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Chapter 3: Learning About Yourself
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Sample Questions
Q1) In the United States, ____ is highly valued and reinforced by many institutions.
A) wisdom
B) independence
C) self-control
D) salvation
Answer: B
Q2) Extroverts gain energy from being around people and interacting with others whereas introverts gain energy when away from other people.
A)True
B)False
Answer: True
Q3) As a manager, you communicate the values you want to guide employees primarily by your ____.
A) words
B) thoughts
C) emotions
D) actions
Answer: D
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Chapter 4: Managing Yourself to Get Things Done
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Sample Questions
Q1) ____ behavior pattern has low conflict and is a more balanced, relaxed lifestyle.
A) Type A
B) Type B
C) Type C
D) Type D
Q2) ___ is a repeated intentional mental statement that is directed toward yourself.
A) Targeted self-talk
B) Strategic planning
C) Visualization
D) Projection
Q3) The habitual, stimulus-driven part of the brain is called the ___, while the intentional, rational part of the mind is called the ___.
A) conscious brain; unconscious brain
B) automatic brain; manual brain
C) left brain; right brain
D) old brain; new brain
Q4) Explain the time management matrix. Give an example for each quadrant.
Q5) How does task urgency influence procrastination? How can urgency and importance be categorized?
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Chapter 6: How Managers Communicate
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Sample Questions
Q1) As a manager, be aware of what you signal to others in addition to your verbal messages because people will interpret _______, just as they attach meaning to your words.
A) your actions as symbols
B) your emails
C) your messages
D) your memos
Q2) People are less likely to remember opening and closing comments rather than what comes in the middle.
A)True
B)False
Q3) Why do most managers fail at their attempts to persuade?
A) They think of persuasion as aggressively convincing others to see things their way.
B) They think of persuasion as a useless tool.
C) They do not try hard enough.
D) They think the employee will use it against them.
Q4) List and explain the 5 P's of effective presentations.
Q5) What is a communication champion?
Q6) Why is the art of persuasion important?
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Chapter 7: Becoming an Ethical Manager
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Q1) "Would I be embarrassed if my decision became a headline in the local newspaper?" This approach to guide ethical decision making is known as _______.
A) The front-page test
B) The personal gain test
C) The good night's sleep test
D) The public exposure test
Q2) What is the difference between moral and immoral leadership? Provide an example.
Q3) Courageous managers can develop courageous followers by modeling courage and by helping people practice courage.
A)True
B)False
Q4) How can you strengthen your backbone?
A) Powerpoint presentations
B) By drawing upon various sources of courage
C) Accepting consequences
D) None of these
Q5) What are the different levels and stages of the Moral Development scale?
Q6) List and describe the six factors of Determining Ethical Intensity.
Q7) Should companies do more than have an employee code of ethics? Explain.
Page 9
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Chapter 8: Motivating for Performance
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Sample Questions
Q1) Engaged employees feel connected to ________.
A) the company
B) one another
C) their managers
D) all of these
Q2) To channel motivation toward appropriate goals, people have to understand that their ______ is directly related to the outcomes they receive.
A) behavior
B) performance
C) both of these
D) neither of these
Q3) The ______ model proposes that certain core job dimensions create positive psychological reactions within employees that lead to higher motivation and better performance.
A) coach enhancing
B) reactions
C) core job
D) job characteristics
Q4) What are four elements that enable and empower employees to accomplish their jobs?
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Chapter 12: Managing Your Boss
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Sample Questions
Q1) Which of the following is a way to be a resource for your boss?
A) tell the boss your strengths and weaknesses
B) understand your boss's pressures
C) come up with solutions, not just problems
D) all of these
Q2) Which of the following is a way to build a relationship with your boss?
A) learn to listen
B) don't hide anything
C) zig where the boss zags
D) all of these
Q3) Marcia has a micromanager boss, Adam. She always complains when he is micromanaging. How should she change her behavior to get Adam to trust her?
A) be cheerful and accommodating
B) politick with him
C) avoid Adam
D) do extra tasks
Q4) An uncritical thinker does not consider possibilities beyond what he or she is told.
A)True
B)False
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Chapter 14: Achieving Desired Outcomes: Getting the Right
People and Managing
Performance
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Sample Questions
Q1) Gina is the Executive Director of her department, and her subordinates carry out her plans, goals, and organization. What type of power does Gina possess?
A) coercive
B) positional
C) legitimate
D) reward
Q2) Organizations allocate huge amounts of resources. These resources are allocated downward from top management.
A)True
B)False
Q3) When roles and responsibilities are ___ , people can be accountable for the benchmarks they need to accomplish.
A) complex
B) clearly defined
C) simple
D) all of these
Q4) What are the key steps to a performance appraisal?
Q5) What does the SMART acronym stand for?
Q6) How does someone define a job position?
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Chapter 15: Managing Cross Culturally
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Sample Questions
Q1) Culture is ___ .
A) intangible
B) difficult for outsiders to learn
C) pervasive
D) all of these
Q2) Why do managers value diversity?
A) access to broad range of viewpoints
B) spurs greater creativity
C) reflects a diverse customer base
D) all of these
Q3) A society with a high ___ places great emphasis on performance and rewards people for excellence.
A) uncertainty avoidance
B) performance orientation
C) doing
D) time orientation
Q4) Explain the difference between individualism and collectivism.
Q5) List at least four of the seven critical areas of value differences that you will need to pay attention to as a manager. Pick one and explain why you think it is so important.
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Chapter 16: Positive Leadership
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Q1) What mechanism is one of the most important ways to build and maintain the cultural values you want?
A) daily actions
B) ceremonies
C) stories
D) special language
Q2) Leadership's power comes from building on the solid foundation of a ________.
A) well-managed organization
B) economical inspired movement
C) properly planned event
D) crisis
Q3) What are the four types of leaders based on their attention to vision as a basis for action? Describe.
Q4) What is the primary factor in determining the level of fear experienced at work?
A) compassion
B) accomplishments
C) relationship between an employee and direct supervisor
D) none of these
Q5) What is the Pike Syndrome and how is it related to independent thinking?
Q6) What are the three aspects of positive leadership?
Page 18
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Chapter 17: Managing Personal and Organizational Change
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Q1) Many organizations have become stuck in outmoded cultures that no longer work for a shifting environment. Explain why a strong, adaptive culture is important in a learning organization.
Q2) ______________ can be defined as one in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, change, and transform itself.
A) grit
B) adaptive culture
C) A learning organization
D) none of these
Q3) What are the three key roles involve in organizational change? Give a brief description of what each role does during organizational change.
Q4) Employees might worry that a change in work procedures will mean an end to ________ among their work group.
A) camaraderie
B) naps
C) snack time
D) socializing
Q5) What are the five stages of grief as applied to change management?
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