Human Resource Management
Exam Questions
Course Introduction
Human Resource Management (HRM) is a comprehensive course that explores the strategies, policies, and practices essential for effectively managing an organizations human capital. The course covers key HRM functions, including recruitment and selection, employee development, performance management, compensation, labor relations, and legal compliance. Students will gain insights into how effective HRM contributes to organizational success, enhances employee engagement, and addresses contemporary challenges such as workforce diversity, ethical practices, and technological advancements. Through case studies, practical exercises, and theoretical models, learners will develop the knowledge and skills necessary to align human resource strategies with organizational goals in a dynamic business environment.
Recommended Textbook
Organizational Behavior Improving Performance and Commitment in the Workplace 6th Edition
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16 Chapters
1931 Verified Questions
1931 Flashcards
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Chapter 1: What Is Organizational Behavior?
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105 Verified Questions
105 Flashcards
Source URL: https://quizplus.com/quiz/3903
Sample Questions
Q1) According to the Rule of One-Eighth,
A) at least 88 percent of organizations will do everything necessary to put people first and thereby build profits.
B) at best, 12 percent of organizations will actually do what is required to build profits by putting people first.
C) 75 percent of organizations won't believe the connection between how they manage their people and the profits they earn.
D) 38 percent of the organizations try to make a single change to solve their problems.
E) one in eight organizations miserably fails at making the people-to-profit connection.
Answer: B
Q2) According to the resource-based view of organizations, a firm's resources include resources related to organizational behavior, such as the knowledge, ability, and wisdom of the workforce.
A)True
B)False
Answer: True
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3
Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Given the increase in service jobs, explain the implications for job performance. Answer: The increase in service jobs has a number of implications for job performance. For example, the costs of bad task performance are more immediate and more obvious. When customer service representatives do their job duties poorly, the customer is right there to notice. That failure cannot be hidden or corrected by other employees chipping in before it is too late. In addition, service work contexts place a greater premium on high levels of citizenship behavior and low levels of counterproductive behavior. If service employees refuse to help one another or maintain good sportsmanship, or if they gossip and insult one another, those negative emotions get transmitted to the customer during the service encounter. Maintaining a positive work environment therefore becomes even more vital.
Q2) Personal aggression behaviors include
A) incivility and abuse.
B) incivility and sabotage.
C) harassment and abuse.
D) harassment and sabotage.
E) harassment and substance abuse.
Answer: C
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Chapter 3: Organizational Commitment
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Thalia works in the accounting department at a major department store. Though she does her job reasonably well, she is often late to work and frequently calls in sick. She's cordial with other employees and her boss but is not given to socializing. Thalia is a(n)
A) citizen.
B) apathetic.
C) lone wolf.
D) seat-warmer.
E) daydreamer.
Answer: B
Q2) ________ is an intentional desire on the part of employees to appear like they are working, even when they are not performing work tasks.
A) Looking busy
B) Moonlighting
C) Daydreaming
D) Socializing
E) Cyberloafing
Answer: A
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Page 5
Chapter 4: Job Satisfaction
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Nations that are above the poverty line are no happier than those below the poverty line.
A)True
B)False
Q2) Satisfaction with ________ reflects employees' feelings about their actual job tasks, including whether those tasks are challenging, interesting, respected, and make use of key skills rather than being dull, repetitive, and uncomfortable.
A) the work itself
B) pay
C) promotion
D) supervision
E) coworkers
Q3) When the emotions of one person affect the emotions of another person, it is called A) attachment.
B) engagement.
C) emotional contagion.
D) empathy.
E) emotional labor.
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Chapter 5: Stress
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) A compressed workweek, telecommuting, on-site child care and flextime are all examples of
A) training interventions.
B) supportive practices.
C) challenge stressors.
D) primary appraisals.
E) job sharing.
Q2) Coping strategies can be viewed as either ________ focused.
A) problem or emotion
B) behavior or cognition
C) positively or negatively
D) work or nonwork
E) personally or organizationally
Q3) People with the Type A Behavior Pattern are typically
A) aggressive and competitive.
B) thoughtful and cooperative.
C) methodical and precise.
D) lazy and unproductive.
E) cautious and insecure.
Q4) Describe the practices that organizations use to reduce employee strains.
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Chapter 6: Motivation
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) The "S" in the S.M.A.R.T. goals acronym stands for A) systematic.
B) specific.
C) self-set.
D) scientific.
E) serious.
Q2) Motivation is not one thing but rather a set of distinct forces.
A)True
B)False
Q3) Eric is a loan assistant, but wants to become a commercial lender, so he engages in self-directed learning, seeks out feedback from his managers, and manages his own workload. Eric is attempting to build his own A) meaningfulness.
B) instrumentality
C) competence.
D) valence.
E) impact.
Q4) Define and explain motivation and its forces.
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Page 8
Chapter 7: Trust, Justice, and Ethics
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) According to the principle of ________, an act is morally right if the decision maker freely decides to pursue short-or long-term interests.
A) egoism
B) ethics of rights
C) ethics of duties
D) virtue ethics
E) utilitarianism
Q2) Mariel is in the market to buy a used car. Her friend Mika tells her that she should avoid City Motors. Mika's boyfriend bought his car there, and it breaks down constantly. Mariel talks to several other friends who agree with Mika. Their judgment reflects the fact that City Motors has
A) poor ethics.
B) bad marketing.
C) a poor reputation.
D) high trustworthiness.
E) good after-sales service.
Q3) Justice reflects the actual fairness of an authority's decision making.
A)True
B)False
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Page 9
Chapter 8: Learning and Decision Making
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Groups of employees, or ________, work together and learn from one another by collaborating over an extended period of time.
A) organic models of community
B) organic models of attribution
C) communities of shared aims
D) organic models of practice
E) communities of practice
Q2) ________ knowledge is typically learned by employees only through experience.
A) Tacit
B) Explicit
C) Heuristic
D) Intuitive
E) Nonprogrammed
Q3) Tacit knowledge is the kind of information that can be easily communicated during training sessions or using written manuals.
A)True
B)False
Q4) Compare and contrast the five schedules of reinforcement. Provide an example of each.
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Chapter 9: Personality and Cultural Values
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Adjectives that describe opposite traits for agreeableness would include
A) nervous, moody, and emotional.
B) careless, sloppy, and lazy.
C) critical, selfish, and rude.
D) quiet, shy, and inhibited.
E) calm steady, and relaxed.
Q2) Hofstede's research found that a culture high on ________ accepts the fact that authority is usually distributed unequally within organizations.
A) collectivism
B) uncertainty avoidance
C) masculinity
D) power distance
E) short-term orientation
Q3) Which of the following is one of Hofstede's dimensions of cultural values?
A) trait activation
B) situational strength
C) negative affectivity
D) masculinity-femininity
E) extraversion-introversion
Q4) What is personality? Explain how personality affects how others see us.
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Chapter 10: Ability
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Sample Questions
Q1) Perceptual ability refers to
A) having a good understanding of where one is relative to other things in the environment.
B) being able to perceive, understand, and recall patterns of information.
C) sensing and solving problems using insight, rules, and logic.
D) performing basic math operations quickly and correctly.
E) understanding written and spoken words and sentences.
Q2) Jan, the manager at Direct, is a favorite with her employees because she has the ability to recognize and understand the emotions of her peers and subordinates. She interacts with all employees in a warm manner and is very approachable when her employees encounter problems. Which of the following characteristics does Jan possess?
A) need for power
B) other awareness
C) emotion regulation
D) emotional resilience
E) need for achievement
Q3) Differentiate between spatial and perceptual abilities. Describe types of jobs that may require each of these abilities.
Q4) What is quantitative ability? Describe its component abilities.
Page 12
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Chapter 11: Teams: Characteristics and Diversity
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117 Flashcards
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Sample Questions
Q1) Emilee is frequently hostile to other team members, cynical about the goals of the team and others' engagement in the project, and sometimes disagrees and stubbornly blocks progress "just because." Her behavior often leaves other team members feeling hopeless or tired. Emilee's behavior reflects a(n) ________ role.
A) task-oriented
B) individualistic
C) power seeking
D) task destructive
E) team manipulation
Q2) The effects of team diversity on team performance are independent of the nature of the team or the organizational context.
A)True
B)False
Q3) Cognitive ability is more important to teams when team members have to learn from one another to adapt to unexpected changes, compared with contexts in which team members perform their assigned tasks in a routine fashion.
A)True
B)False
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Chapter 12: Teams: Processes and Communication
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) According to researchers, a cohesive team is always a high performance team.
A)True
B)False
Q2) The deepest level of cross-training involves ________, which gives members actual experience carrying out the responsibilities of their teammates.
A) personal clarification
B) positional rotation
C) planning and task coordination
D) positional modeling
E) conflict resolution
Q3) Which two network structures fall between the extremes in terms of the level of centralization?
A) all-channel networks and circle networks
B) circle networks and wheel networks
C) Y networks and wheel networks
D) circle networks and Y networks
E) all-channel networks and wheel networks
Q4) Identify the three levels of cross-training and provide an example of each.
Q5) Define team process, and differentiate between process gain and process loss.
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Chapter 13: Leadership: Power and Negotiation
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) The conflict resolution style that occurs most often when one party has high levels of organizational power and can use legitimate or coercive power to settle the conflict is
A) avoiding.
B) competing.
C) compromise.
D) collaboration.
E) accommodating.
Q2) Distributive bargaining is aimed at accomplishing a win-win scenario.
A)True
B)False
Q3) High assertiveness and low cooperation represent the style of conflict resolution known as
A) avoiding.
B) competing.
C) compromise.
D) collaboration.
E) accommodating.
Q4) Discuss the effects of power and influence on job performance and organizational commitment.
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Chapter 14: Leadership: Styles and Behaviors
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) The ________ process is marked by a free-flowing exchange in which the leader offers more opportunities and resources and the employee contributes more activities and effort.
A) role taking
B) role selling
C) participating
D) role making
E) role allocating
Q2) Which of the following characteristics is most closely related to leader effectiveness?
A) low agreeableness
B) high conscientiousness
C) high introversion
D) low neuroticism
E) high openness to experience
Q3) Leaders who are high on initiating structure play a passive role in directing group activities and often fail to plan activities.
A)True
B)False
Q4) What are the various ways in which leader effectiveness can be gauged?
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Chapter 15: Organizational Structure
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Sample Questions
Q1) The biggest weakness of a functional structure is that
A) it is not efficient when the organization as a whole has a relatively narrow focus.
B) it is not efficient when the organization has fewer product lines or services.
C) it cannot operate efficiently in a stable environment.
D) employees do not communicate as well across functions as they do within functions.
E) employee efficiency is decreased due to a high degree of work specialization.
Q2) One of the biggest environmental factors affecting organizational structure is whether the
A) competitor's structure matches industry needs.
B) external culture clashes with intrinsic values.
C) suppliers' cultures match the company's.
D) outside environment is stable or dynamic.
E) internal environment is stable or dynamic.
Q3) Briefly describe the effect of restructuring on job performance and organizational commitment.
Q4) Describe the three multi-divisional structures. Draw their organizational charts.
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Page 17
Chapter 16: Organizational Culture
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) When a company holds to its espoused values over time, regardless of the situations it operates in, the values become less believable to employees.
A)True
B)False
Q2) Ron works for Advanced Family Medical Systems, often known simply as AdFaMS, and has earned the nickname "Mr. AdFaMS" because of his dedication to the company. Ron says it is not hard to be dedicated to a company he believes in as much as AdFaMS. However, Ron is not perfect. Which of the following is most likely the problem with Ron?
A) He lacks a general willingness to help others.
B) He places a low level of trust in his managers.
C) He has problems with excessive work-related stress.
D) His emotional attachment to the company is minimal.
E) His job performance is lower than that of most other employees.
Q3) Creativity cultures affect the quality, but not the quantity, of creative ideas within an organization.
A)True
B)False
Q4) Discuss the anticipatory stage of the socialization process.
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