Human Resource Management Exam Bank
Course Introduction
Human Resource Management is a foundational course that explores the principles, practices, and strategic importance of managing an organization's most valuable asset its people. The curriculum covers key topics such as recruitment and selection, employee training and development, performance appraisal, compensation and benefits, labor relations, and legal and ethical considerations in the workplace. Through case studies and real-world scenarios, students gain an understanding of how effective human resource practices contribute to organizational success, employee satisfaction, and the development of a positive workplace culture. This course prepares students to address contemporary HR challenges and to implement effective HR strategies in diverse business environments.
Recommended Textbook
Effective Leadership International 5th Edition by Christopher F. Achua
Available Study Resources on Quizplus 13 Chapters
2079 Verified Questions
2079 Flashcards
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Page 2
Chapter 1: Who Is a Leader?
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) Which of the following is NOT one of Mintzberg's interpersonal leadership roles?
A) figurehead
B) entrepreneur
C) leader
D) liaison
Answer: B
Q2) There is a universal list of traits that all successful leaders possess.
A)True
B)False
Answer: False
Q3) Early leadership studies were based on the assumption that leaders are:
A) autocratic.
B) primarily male.
C) born, not made.
D) also managers.
Answer: C
Q4) Successful managers typically use an autocratic form of leadership.
A)True
B)False
Answer: False
Page 3
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Chapter 2: Leadership Ethics and Traits
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185 Verified Questions
185 Flashcards
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Sample Questions
Q1) A manager from a prestigious university believed that employees who were from "lesser schools" lacked sufficient intelligence and motivation for the high-tech firm that she led. She set goals for these employees low, and did not trust them with certain important tasks or company information. The employees, in fact, tended to show dissatisfaction and low performance. At length, many of them quit. This would be an example of:
A) Theory Y.
B) the Pygmalion effect.
C) negative self-concept.
D) none of the answers are correct
Answer: B
Q2) What are the Big Five dimensions of traits?
Answer: The Big Five dimensions of traits are (1) surgency, (2) agreeableness, (3) adjustment, (4) conscientiousness, and (5) openness to experience.
Q3) People with strong n Pow tend to seek entrepreneurial type positions and are attuned to power and politics.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Leadership Motivation and Behavior
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154 Verified Questions
154 Flashcards
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Sample Questions
Q1) The manager is talking to an employee about last night's TV show. The manager is using which leadership style?
A) job-centered
B) employee-centered
Answer: B
Q2) Write the four steps of the writing objectives model and, below it, write a job-related objective that meets the criteria for setting objectives. Answer: (1) To + (2) action verb + (3) singular, specific, measurable result + (4) target date
Written objectives will vary.
Q3) Job-centered behavior is sensitive to subordinates and communicates to develop trust, support, and respect while looking out for their welfare.
A)True
B)False
Answer: False
Q4) List the University of Iowa leadership styles.
Answer: The University of Iowa leadership styles are autocratic and democratic.
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Chapter 4: Contingency Theories in Leadership
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151 Flashcards
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Sample Questions
Q1) State the major difference between behavioral and contingency leadership theories, and explain the behavioral contribution to contingency theories.
Q2) Which of the following best represents a situation in which a task-oriented leadership style should be used?
A) a leader with weak power has good relations with a repetitive task worker
B) a leader with weak power has good relations with a nonrepetitive task worker
C) a leader with strong power has poor relations with a repetitive task worker
D) a leader with weak power has poor relations with a repetitive task worker
Q3) A characteristic of the organization that can substitute for leadership is:
A) closely knit, cohesive work groups.
B) invariant methodology.
C) training.
D) intrinsic satisfaction.
Q4) Describe the contingency leadership theory variables.
Q5) Identify the path-goal leadership model styles and variables.
Q6) Which contingency leadership theory do you think is the best?
Q7) Identify the contingency leadership model styles and variables.
Q8) State the normative leadership model styles and the number of variables.
Q9) What are the normative leadership theory leadership styles?
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Chapter 5: Influencing: Politics, Power, Negotiation, and Networking
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168 Verified Questions
168 Flashcards
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Sample Questions
Q1) ____ is a process in which two or more parties are in conflict and attempt to come to an agreement.
A) Problem solving
B) Decision making
C) Negotiating
D) Influencing
Q2) Which influencing tactics do you tend to use most and least? How will you change and develop the ability to influence using influencing tactics?
Q3) Referent power is a form of personal power.
A)True
B)False
Q4) Power can be ethical and unethical.
A)True
B)False
Q5) What is ingratiation influencing?
Q6) Discuss the differences among legitimate, reward, coercive, and referent power.
Q7) To increase your legitimate power, you should be persistent.
A)True
B)False
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Chapter 6: Coaching, Communication, and Conflict Skills
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190 Verified Questions
190 Flashcards
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Sample Questions
Q1) What is 360-degree feedback, and are many organizations using it?
Q2) When dealing with an ability performance issue, it is necessary to get employees to verbally commit to the change if they seem willing to make it.
A)True
B)False
Q3) In written communication, one important tip is write in the passive voice such "it is recommended" instead of "I recommend".
A)True
B)False
Q4) Refer to Self-Assessment 1 and the listening tips. What is your weakest listening skill area on the job? How will you improve your listening ability?
Q5) In the message-receiving process, while the person is talking, it is important to think about what you are going to say in reply.
A)True
B)False
Q6) Discuss the relationship between the performance formula and the coaching model.
Q7) Define the five conflict management styles.
Q8) List the steps in the oral message-sending process.
Page 8
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Chapter 7: Followership and Leader-Member Exchange
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) The in-group includes followers with few or no social ties to their leader, in a strictly task-centered relationship characterized by low exchange and top-down influence.
A)True
B)False
Q2) The pragmatic follower is high on critical thinking and involvement.
A)True
B)False
Q3) Ingratiation, self-aggrandizement, and impression management are tactics that can enhance the visibility of the follower's strength and performance.
A)True
B)False
Q4) What is the presence of bias in the LMX relationship? What is its potential impact on out-group and in-group members of the organization?
Q5) The type of follower who reveals the greatest range of behaviors is the: A) isolate. B) effective follower.
C) pragmatic follower.
D) conformist follower.
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Chapter 8: Self-Managed Teams and Team Leadership
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188 Verified Questions
188 Flashcards
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Sample Questions
Q1) One of the prescriptions for success in using the leader-centered decision-making model is that the leader should:
A) discourage members from expressing their feelings.
B) relinquish control to the team and allow it to make the final choice in all appropriate kinds of decisions.
C) listen attentively and observe nonverbal cues to be aware of member needs, feelings, interactions, and conflict.
D) all of the answers are correct
Q2) Your team has been charged with developing a new product within three months. The head of your department has informed you that it is up to the team to come up with ways of achieving this objective as long as it operates within stipulated parameters. Which of the following describes your team?
A) group
B) functional team
C) cross-functional team
D) self-managed team
Q3) What are some of the key indicators of team dysfunction?
Q4) Briefly describe the seven characteristics of effective teams.
Q5) Describe the benefits of using self-managed teams in organizations.
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Chapter 9: Transformational and Charismatic Leadership
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) Transformational leadership has been found to be positively related to all of the following EXCEPT:
A) moral development.
B) job satisfaction.
C) organizational commitment.
D) employee service performance.
E) A and d
Q2) Describe the various sources from which one can draw his or her personal meaning.
Q3) Unlike other types of leaders, charismatic leaders use referent power and expert power to influence followers.
A)True
B)False
Q4) Explain the difference between socialized and personalized charismatic leaders.
Q5) Transformational leaders such as Herb Kelleher, former CEO of Southwest Airlines, is a leader known for inspiring his employees with more conventional and formal approaches to leading.
A)True
B)False
Q6) Explain the four phases of the transformation process.
Page 11
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Chapter 10: Leadership of Ethics, Diversity, and Culture
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Distinguish between symbolic and substantive leadership actions for shaping organizational culture.
Q2) What are the similarities and differences between the cooperative culture and the adaptive culture?
Q3) A code of ethics will still be useful even if an ethical corporate culture and top management support are lacking.
A)True
B)False
Q4) What potential problems could develop in a case where a leader is from a high-power-distance culture but his followers are from a low-power-distance culture?
Q5) Differentiate between the four cultural value types.
Q6) ____ is the tendency to form an adverse opinion without just cause about people who are different from the mainstream in terms of their gender, race, ethnicity, or any other definable characteristic.
A) Stereotyping
B) Prejudice
C) Ethnocentrism
D) The glass ceiling
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Chapter 11: Change Management and Strategic Leadership
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156 Verified Questions
156 Flashcards
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Sample Questions
Q1) The essence of the strategic management process is adapting to change. Discuss.
Q2) The combined analysis of the external environment and internal environment is commonly referred to as SWOT analysis.
A)True
B)False
Q3) In the three stage model of change, the unfreezing phase is where the actual changes take place.
A)True
B)False
Q4) Many decisions made by strategic leaders benefit some people at the expense of others, thus raising ethical issues. Give specific examples for each of the following categories of unethical behavior:
Breaking laws or evading regulations
Legal but unethical behavior
Acts of omission rather than commission
Q5) "To crush the enemy" is an example of Nike's inspiring vision.
A)True
B)False
Q6) Describe the three phases of the change process.
Page 13
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Chapter 12: The Learning Organization and Crisis Leadership
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) Benchmarking yields a comparative advantage by allowing a company to imitate the best practices of others.
A)True
B)False
Q2) A pre-crisis plan is the first step of any crisis management program.
A)True
B)False
Q3) Strategic crisis leadership requires all of the following EXCEPT:
A) integrating crisis management into the strategic management process so it remains a regular part of the overall strategy-evaluation process.
B) using environmental monitoring techniques to identify events that could trigger crises in the future.
C) identifying emerging patterns or trends in the regulatory environment, competitive landscape, and social environment.
D) establishing a culture that embraces crisis awareness and preparation as a way of life.
Q4) Describe why a senior leader's physical presence is critical during a crisis.
Q5) How has the Internet affected the way crises are perceived in our society today?
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