Human Resource Management Exam Preparation Guide
Course Introduction
Human Resource Management explores the strategies, processes, and functions necessary to effectively manage people within organizations. The course covers key topics such as recruitment and selection, training and development, performance appraisal, compensation management, labor relations, and legal considerations in HR. Emphasizing both theoretical foundations and practical applications, students learn how to align human resource policies with organizational goals, foster a positive workplace culture, and ensure compliance with employment laws. By the end of the course, students gain critical skills for managing workforce diversity, addressing contemporary HR challenges, and contributing to organizational success.
Recommended Textbook
Contemporary Organizational Behavior 1st Edition by Kimberly D. Elsbach
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14 Chapters
357 Verified Questions
357 Flashcards
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Chapter 1: Introduction to Organizational Behavior
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Sample Questions
Q1) Contemporary organizations must change and adapt continually to function effectively in an environment filled with dynamic change. As a result, all of the following aspects are continually shifting except ________.
A) How to analyze and apply market trends to develop products or services
B) How work is accomplished
C) How people view the nature of work
D) How to improve work
Answer: A
Q2) Which of the following is not one of the three levels of organizational behavior?
A) Individual
B) Interpersonal
C) Organizational
D) Group or team
Answer: B
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Chapter 2: Individual Characteristics
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Q1) One of your subordinates is very shy and does not speak up in meetings to express her ideas. Your personal belief is that personality is fixed and does not change over time. You don't think that there is anything you can do to make her less shy so you don't change how you interact with her. Your belief and actions show that you approach personality with the ________ perspective.
A) Personality
B) Heredity
C) Environment
D) Change
Answer: B
Q2) Which of the following competencies is a skill?
A) Conscientiousness
B) Work history
C) Excel proficiency
D) Agreeableness
Answer: C
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Chapter 3: Learning
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Sample Questions
Q1) At a training session, teams were asked to recall a recent problem they faced and examine multiple aspects of that problem differently with guidance and coaching from the trainers. Through this formal analysis, the teams considered how they could improve various aspects of problem solving and coordination among themselves. Teams then practiced their new strategies using a test problem and discussed how they could further improve their plans. What concept does this activity illustrate?
A) Action learning
B) Cognitive complexity
C) Creating learning style
D) Social learning
Answer: A
Q2) The two abilities developed by those increasing their cognitive complexity are ________ and ________.
A) Differentiation; integration
B) Micro; macro
C) Detail; big picture
D) IQ; EQ
Answer: A
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Page 5
Chapter 4: Perception
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Sample Questions
Q1) Which is not one of the three categories of attribution?
A) Consensus
B) Congruency
C) Distinctiveness
D) Consistency
Q2) What is a benefit of not perceiving all stimuli in your environment?
A) You can think about other things while listening to your manager speak
B) You can interpret relevant things and only perceive them
C) You would be overwhelmed by perceiving everything
D) You can always focus your attention on the most important things
Q3) How quickly will someone you first encounter make multiple judgments about you?
A) Less than a second
B) One minute
C) Five minutes
D) It depends on the context
Q4) What is the similarity between perceptions and heuristics?
A) Their underlying purpose
B) They rely on incomplete information
C) They can be improved through training
D) They can be used interchangeably
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Chapter 5: Leadership
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Q1) Situational leaders deliver the support and direction an employee needs to accomplish a given task. How does the leader determine what support and direction the employee will require for the specific task?
A) Whether the employee is intrinsically or extrinsically motivated for the task
B) The employee's motivation and competence for the specific task
C) How the task relates to the employee's development plan
D) Preferences on leadership factors such as need for control and autonomy
Q2) Which of the following is true of middle of the road managers?
A) They have an ideal combination of task and interpersonal behaviors and thus are the most effective type of leader
B) They are great with people because they demonstrate a compromising leadership style that is especially effective for resolving conflicts
C) They are good role models because they spend equal energy on task and interpersonal behaviors
D) They are equally concerned at a medium level with task behaviors and interpersonal behaviors
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Chapter 6: Motivation
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Sample Questions
Q1) A manager who adheres to ________ chooses to micromanage to ensure his employees stay motivated and on task. A manager believing in ________ would increase motivation through adding responsibilities to challenge her employees. While both managers may initially see an increase in motivation and performance, the strategy taken by the ________ manager is likely to result in employees who are more motivated for a longer period of time and consistently deliver higher performance.
A) Theory X; Theory Y; Theory X
B) Theory X; Theory Y; Theory Y
C) Theory Y; Theory X; Theory Y
D) Theory Y; Theory X; Theory X
Q2) Jason doesn't think it's fair that everyone gets the same annual raise as he does because he has been there longer and works harder. Jason is likely to perceive injustice on which of the four dimensions of justice?
A) Distributive justice
B) Procedural justice
C) Interpersonal justice
D) Informational justice
Q3) Can a manager increase an employee's intrinsic motivation? Why or why not? Explain.
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Page 8
Chapter 7: Persuasion, Influence, and Impression Management
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Q1) What is a requirement for all persuasion tactics?
A) They only take place in workplaces with politics
B) Position power determines the persuasion tactics
C) There has to be a target of influence
D) An alternate agenda guides influence
Q2) An organization is ramping up efforts to increase the health and well-being of their employees in several different ways like training sessions, access to online resources, and posting fliers. In the break room, there is a poster with a statement explaining the campaign and lines below where employees can voluntarily sign to signify they will adopt more healthy behaviors. Sarah and Rick are two employees in particular who are excited to become healthier. Rick decides to sign the poster but Sarah doesn't. What is the likely outcome?
A) Rick and Sarah will equally adopt healthier behaviors
B) Sarah will adopt more healthy behaviors than Rick
C) Rick will adopt more healthy behaviors than Sarah
D) Sarah and Rick won't adopt healthier behaviors
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Page 9
Chapter 8: Decision Making
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Sample Questions
Q1) The last recommendation for improving naturalistic decision making is "decision makers should put less emphasis on organizational decision making structures and more emphasis on training decision makers who have expertise to look at a situation in its entirety." What should organizations do to implement this suggestion?
Q2) Which type of decision do you make most frequently during a typical day?
A) Naturalistic
B) Rational
C) Programmed
D) Non-programmed
Q3) Understanding that decisions don't always work is evidenced by the ________ failure rate of decisions.
A) 20%
B) 35%
C) 40%
D) 50%
Q4) Problem solving is meant to improve a situation, but errors can thwart success and possibly make it worse. Identify five errors, describe their impact and what you can do to avoid them.
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Chapter 9: Groups and Teams
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Q1) You strongly disagree with the course of action your group has decided on but when you speak up in the first meeting, you are hushed. Your group never explores alternate plans or attempts to identify flaws in the plan they have chosen. After being hushed, you don't feel that you can express your dissent, and even if you do, it won't matter because you're sure you won't be heard. The group seems to be suffering from ________.
A) The fallacy of principle belief
B) Poor communication
C) Groupthink
D) Primary choice favoritism
Q2) History has numerous examples of groupthink occurring with catastrophic consequences. What was the common factor to be found missing in many major disasters involving groupthink such as the Shuttle Challenger explosion?
A) Peer pressure
B) Polarization
C) Brainstorming
D) Critical thinking
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11
Chapter 10: Conflict and Negotiation
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Q1) Removing the absolute need to resolve the focal conflict improves the negotiation ability for that party. This is known as the ________.
A) Prepared negotiation strategy
B) Best alternative to a negotiated agreement
C) Strategic planning
D) Outcome identification
Q2) Which of the following is not a predetermined factor in negotiations?
A) Issues involved
B) People involved
C) Surrounding environment
D) Strategy choice
Q3) Process conflict by definition affects the work process and results negatively. Does that mean that this type of conflict should be limited as much as possible in organizations? Explain and justify your answer.
Q4) Organizations experience ________ conflict.
A) No
B) Functional
C) Dysfunctional
D) Functional and dysfunctional
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Chapter 11: Diversity and Communication
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Q1) Which generation prefers to receive ample praise and feedback, are good collaborators, and focus on achieving their individual goals?
A) Generation X
B) Millennials
C) Baby Boomers
D) Generation Z
Q2) What is one way that an organization's diversity efforts can promote fairness?
A) Employees in traditionally underrepresented groups gain access to positions of power
B) Employees in diverse groups are able to communicate better
C) Employees in traditionally underrepresented groups receive compensation packages similar to other employees
D) Employees' job expectations are equalized across different groups
Q3) Are the benefits from workplace diversity reserved for medium to large businesses or can small organizations also benefit? Provide at least three reasons to support your choice.
Q4) Why is the component of storytelling particularly useful when communicating a core message to large, diverse audiences? Explain your answer.
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Chapter 12: Culture
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Q1) How does an organization maintain consistent values and beliefs over time?
A) Retaining a small workforce of 20 or fewer employees
B) Effective socialization
C) Rewarding employees who maintain consistent values and beliefs
D) Utilizing a role model or mentor program
Q2) What do the members of Alpha Inc.'s professional subculture have in common?
A) They work in desk based rather than field based jobs
B) They are all engineers
C) They have the financial success of Alpha as a primary focus
D) They are Alpha's dominant subculture
Q3) Which of the following is not a cultural artifact?
A) Asking about an organization's culture
B) Graduation ceremony
C) Words and sayings that are unique to the organization
D) Updated and modern decor
Q4) In what way is culture motivational?
A) Helps to establish and meet goals at the individual and organizational levels
B) Establishes acceptable standards and behavior
C) Provides a shared identity and fulfills a need for belonging
D) Helps in understanding what to expect at first
Page 14
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Chapter 13: Change, Innovation, and Stress
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Q1) If you were to use Lewin's three-step model amended with an additional step, where does the fourth step go in the original model?
A) Before the first step
B) Before the second step
C) Before the third step
D) After the third step
Q2) Can the factors of psychology and culture be drivers of change or work to constrain change?
A) These factors drive change. If you are trying to change a process and your employees are open to the idea and willing to change, it will be far easier to make and retain the change
B) These are the factors that constrain change. People don't always want to change; we are creatures of habit
C) These two factors can act as both drivers and constraints in the change process
D) Normally they constrain change but they can drive change. It is situationally dependent
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Chapter 14: Corporate Social Responsibility, Ethics, and Sustainability
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Q1) After hearing about CSR and its benefits, you are convinced that your organization must establish a CSR initiative. Despite your low-ranking organizational position, you have been able to confirm a chance to speak at the board meeting later this month. This may be your only opportunity, so you want to present your best justification. With the pressure on, what are the critical points you will make and what other factors will you include to make your case?
Q2) Which of the following contains the argument that companies should provide insurance and a living wage to their employees?
A) Economic viability
B) Corporate social responsibility
C) Ethical operations
D) Human sustainability
Q3) To maintain integrity in an organization, all of the following must be done except
A) Track and respond to ethical lapses at the individual level
B) Utilize integrity as a criteria for hiring new employees
C) Maintain oversight over the organization's actions
D) Maintain systems to report ethical lapses quickly
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