Human Resource Management Exam Questions
Course Introduction
Human Resource Management is a foundational course that explores the strategies, policies, and practices involved in recruiting, developing, and retaining an organization's workforce. Students will examine core topics such as job analysis, employee selection, training and development, performance management, compensation, labor relations, and legal considerations in HR. Emphasis is placed on aligning human resource strategy with organizational goals and creating effective workplace environments, with a focus on ethical practices and contemporary challenges such as diversity and technology in human resources.
Recommended Textbook
Organizational Behavior 17th Edition by Stephen P.
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Page 2
Robbins
Chapter 1: What Is Organizational Behavior?
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Sample Questions
Q1) Why is it important to complement intuition with systematic study in our attempts to understand behavior within organizations?
Answer: It is important to complement intuition with systematic study to understand behavior within organizations in order to make accurate predictions of behavior.Underlying this systematic approach is the belief that behavior is not random.Rather, one can identify fundamental consistencies underlying the behavior of all individuals and modify them to reflect individual differences.The systematic study of behavior is a means to making reasonably accurate predictions.Systematic study involves looking at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidence, that is, on data gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner.
Q2) The discretionary behavior that is not part of an employee's formal job requirements and that contributes to the psychological and social environment of the workplace is called cohesive behavior.
A)True
B)False
Answer: False
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3
Chapter 2: Diversity in Organizations
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Q1) ________ is a dimension of intellectual ability which refers to the ability to do speedy and accurate arithmetic.
A)Number aptitude
B)Verbal comprehension
C)Deductive reasoning
D)Spatial visualization
E)Amodal perception
Answer: A
Q2) Audrey Smith is a renowned psychiatrist in New Jersey. While interacting with patients, she needs to understand their points of view by listening intently to what they say. It is important that she understands their problems so that she can offer advice. In such a situation, Smith is using the ________ dimension of intellectual ability.
A)number aptitude
B)perpetual speed
C)spatial visualization
D)verbal comprehension
E)lateral thinking
Answer: D
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Chapter 3: Attitudes and Job Satisfaction
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Sample Questions
Q1) Karen is upset with her supervisor because she was denied her requested vacation days. She is experiencing a very low level of job satisfaction but cannot afford to quit her job. Describe three negative, passive responses that Karen might take due to her dissatisfaction. Imagine that her manager actively catches her in a manifestation of workplace deviance. Predict the outcome of Karen's behavior. Answer: Students' answers may vary.The following is a sample response.Since Karen cannot quit her job, her responses will be to passively neglect her work.She could manifest this in a number of ways, from increased absenteeism to workplace deviance, such as surfing the Internet during work hours or stealing work supplies.If Karen's manager were to catch her surfing the Internet, he/she would most likely reprimand Karen, increasing her level of dissatisfaction and level of job neglect.A better solution would be to question Karen regarding the reasons behind her job dissatisfaction and open up lines of communication which would allow her a chance to actively and positively voice her grievance.
Q2) The three components of an attitude are cognition, affect, and behavior.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Emotions and Moods
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Q1) As the escalation over The Interview illustrates, emotions can greatly influence decision making, even sparking conflict with potentially disastrous consequences.
A)True
B)False
Q2) Which of the following is a generic term that covers a broad range of feelings that people experience?
A)affect
B)knowledge
C)insight
D)attention
E)cognition
Q3) A situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work is known as ________.
A)emotional labor
B)self-concordance
C)emotional liability
D)negative affect
E)cognitive deviance
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Chapter 5: Personality and Values
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Sample Questions
Q1) Help Aid, a non-profit organization in Indonesia, works at providing education in underdeveloped countries. They are now looking to hire a teacher who can educate children in Namibia and prepare them for jobs which will enable them to sustain themselves. According to Holland's personality-job fit theory, people belonging to which of the following personality types will best suit Help Aid's requirement?
A)conventional
B)realistic
C)enterprising
D)artistic
E)social
Q2) Those with a ________ personality identify opportunities, show initiative, take action, and persevere until meaningful change occurs, compared to others who passively react to situations.
A)high self-monitoring
B)proactive
C)high Mach
D)type A
E)narcissist
Q3) Briefly describe the five key traits in the Big Five model.
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Page 7
Chapter 6: Perception and Individual Decision Making
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Q1) Janice is late for work each day by about ten minutes. How would attribution theory describe this behavior?
A)It shows consensus.
B)It shows similarity.
C)It shows consistency.
D)It shows reliability.
E)It shows distinctiveness.
Q2) People's behavior is based on their perception of what reality is, not on reality itself.
A)True
B)False
Q3) What are the three ethical decision criteria? Explain.
Q4) ________ refers to the evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.
A)Halo effect
B)Contrast effect
C)Confirmation bias
D)Stereotyping
E)Anchoring bias
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Chapter 7: Motivation Concepts
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Q1) According to Herzberg, when ________ are adequate, people won't be dissatisfied, but they will also not be satisfied.
A)achievement needs
B)affiliation needs
C)motivational factors
D)power needs
E)hygiene factors
Q2) Goal-setting theory takes a behavioristic approach, whereas reinforcement theory takes a cognitive approach.
A)True
B)False
Q3) ________ refers to an individual's belief that he or she is capable of performing a task.
A)Emotional contagion
B)Affect intensity
C)Self-efficacy
D)Self-determination
E)Reinforcement
Q4) Discuss distributive justice, procedural justice, and interpersonal justice.
Q5) Compare and contrast a Theory X manager and a Theory Y manager.
Page 9
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Chapter 8: Motivation: From Concepts to Applications
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Q1) What is employee involvement and why is it important? What are the two major forms of employee involvement?
Q2) Jack Holmes is a middle-aged, lower-level employee at an automobile service center. Though he is not paid very well, he loves his job. His supervisor speaks to him with respect, and he is the favored candidate for mentoring new employees because of the vast experience he holds in the job. Based on this information, which of the following is most likely to be the reason Jack likes his job?
A)recognition
B)prospects of growth
C)salary
D)flextime
E)job sharing
Q3) The two major forms of employee involvement are participative management and
A)organizational restructuring
B)job sharing
C)representative participation
D)job rotation
E)job enlargement
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Page 10
Chapter 9: Foundations of Group Behavior
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Sample Questions
Q1) For seven years, Bonnie Patterson has been a manager at Wayne and Watson, a legal consultancy firm. A good part of her workday involves holding meetings, and she likes to follow a well-defined schedule. For this reason, members of her team receive the agenda at the beginning of the meeting, followed by some time to contemplate the issue at hand individually. Subsequently, the team members present their ideas one after the other, the group discusses them together, and lastly, a ranking is done to choose the most favored idea. This represents the ________ approach of group decision making.
A)interacting
B)reference group
C)brainstorming
D)nominal group
E)groupthink
Q2) The ________ norms dictate behavior such as with whom group members eat lunch and friendships on and off the job.
A)appearance
B)social arrangement
C)performance
D)reference
E)organizational
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Chapter 10: Understanding Work Teams
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Sample Questions
Q1) Nancy is a part of a group at work that stresses collective goals and performance. Nancy is amazed at how well the members of the team use their skills to benefit themselves and their team members. Whenever a problem arises, the team, as a whole, works to provide reasons and solutions. She enjoys working in this group as there is a lot of positive energy. This group that Nancy is a part of is a work group.
A)True
B)False
Q2) ________ illustrates a process loss from using teams.
A)Organizational demography
B)Role conflict
C)Social loafing
D)Multitasking
E)Profit-sharing
Q3) Which of the following statements is true regarding size of teams?
A)The most effective teams have twelve to fifteen members.
B)When teams have excess members, cohesiveness declines.
C)As team size increases, social loafing decreases.
D)When teams have excess members, mutual accountability increases.
E)Members of large teams coordinate work better when pressed for time.
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Page 12
Chapter 11: Communication
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Sample Questions
Q1) Brian Grazer found, good communication makes organizations successful. Communication is powerful: no group or organization can exist without sharing meaning among its members.
A)True
B)False
Q2) Reuben Williams, the marketing manager for F&B Industries, is frustrated. He feels that the production division repeatedly lets his division down. Although the latest marketing strategy announced that a new product would be available in the market by July, the production division was unable to complete the production of the first batch till August. The production manager claims that manpower is short and the targets placed on the production division are unreasonably high. To resolve this deadlock, they will be meeting soon. This meeting is an example of ________ communication.
A)lateral
B)grapevine
C)diagonal
D)upward
E)downward
Q3) Describe the various forms of nonverbal communication.
Q4) How would you relate the concepts of wheel network and information overload?
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Chapter 12: Leadership
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Sample Questions
Q1) Leadership is best defined as ________.
A)the ability to merely project one's abilities in the lack of actual accomplishments
B)the ability to reduce the dependence of team members on each other
C)the ability to induce the team members to focus on individual goals rather than collective goals
D)the ability to influence a group toward the achievement of a vision or set of goals
E)the ability to use factors like training and experience to reduce dependence on formal leadership
Q2) Describe the full range of leadership model.
Q3) Emotional intelligence (EI)is critical to effective leadership because one of its core components is ________, which reflects the consideration that leaders must be able to express.
A)conscientiousness
B)empathy
C)optimism
D)introversion
E)perfectionism
Q4) Describe the relationship between trust and leadership.
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Page 14
Chapter 13: Power and Politics
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Sample Questions
Q1) ________ is the only tactic effective across organizational levels.
A)Legitimacy
B)Inspirational appeal
C)Rational persuasion
D)Ingratiation
E)Pressure
Q2) Which of the following is true with regard to bases of power?
A)Coercive power involves an identification with and imitation of the person in power.
B)Legitimate power is used by companies when they hire celebrities to promote their products.
C)Expert and referent power are the two major types of formal power.
D)The personal sources of power are most effective for increasing employee performance and satisfaction.
E)Reward power is the most common and broad type of power seen in operation in organizations.
Q3) How does reward power contribute to sexual harassment?
Q4) Discuss the effectiveness of various influence tactics.
Q5) List and discuss the bases of formal power.
Q6) Discuss how power affects people and consider whether power is corruptive.
Page 15
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Chapter 14: Conflict and Negotiation
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Q1) If you support the idea that conflict should be eliminated, you are supporting which of the following views of conflict?
A)the traditional view
B)the human relations view
C)the interactionist view
D)the moderated acceptance view
E)the optimistic view
Q2) In the case of a distributive bargaining, the ________ point indicates what a person would like to achieve out of the negotiation.
A)resistance
B)distribution
C)target
D)bargaining
E)focus
Q3) In terms of intraorganizational behavior, all things being equal, integrative bargaining is preferable to distributive bargaining.
A)True
B)False
Q4) Discuss the effects of moods and emotions on effectiveness of negotiations.
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Chapter 15: Foundations of Organization Structure
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Sample Questions
Q1) Which of the following terms refers to the rights inherent in a managerial position to give orders and expect them to be obeyed?
A)chain of command
B)authority
C)power
D)span of control
E)leadership
Q2) Work specialization contributes to higher employee productivity, but at the price of
A)reduced economies of scale
B)increased cost
C)reduced job satisfaction
D)restricted flow of information
E)increased complexity
Q3) The divisional structure has the opposite benefits and disadvantages of the functional structure.
A)True
B)False
Q4) Discuss the advantages and disadvantages of a matrix structure.
Q5) Describe the simple structure. Discuss its advantages and disadvantages.
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Chapter 16: Organizational Culture
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Sample Questions
Q1) ________ socialization assumes that the newcomer's qualities and qualifications are the necessary ingredients for job success, so these qualities and qualifications are confirmed and supported.
A)Variable
B)Collective
C)Serial
D)Investiture
E)Formal
Q2) Discuss the difference between strong and weak organizational cultures and discuss the effect that a strong culture can have on an acquisition or merger.
Q3) Which of the following statements is true regarding the functions of culture in an organization?
A)It hinders the generation of commitment to something larger than individual self-interest among employees.
B)It conveys a sense of identity for organization members.
C)It reduces the stability of the organizational system.
D)It reduces distinctions between one organization and others.
E)It does not affect employees' attitudes and behavior.
Q4) What are the characteristics of a spiritual organization?
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Chapter 17: Human Resource Policies and Practices
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Q1) Performance-simulation tests have lower face validity (which measures whether applicants perceive the measures to be accurate)than written tests.
A)True
B)False
Q2) The performance review should be designed more as a counseling activity than as a judgment process.
A)True
B)False
Q3) Written tests are used during the ________ stage of the selection process.
A)cognitive
B)associative
C)analytic
D)substantive
E)initial
Q4) Define initial selection and identify the devices used during the initial selection stage.
Q5) What are the three most popular sets of criteria for evaluating employee performance?
Q6) Compare and contrast unstructured interview and behavioral structured interview.
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Chapter 18: Organizational Change and Stress Management
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Q1) Intergroup development seeks to change groups' attitudes, stereotypes, and perceptions that groups have of each other.
A)True
B)False
Q2) List the eight steps in Kotter's eight-step plan for implementing change.
Q3) Idea champions display characteristics associated with ________ leadership.
A)narcissistic
B)transformational
C)autocratic
D)transactional
E)laissez-faire
Q4) ________ are persons who act as catalysts and assume the responsibility for managing refinement activities.
A)Early adopters
B)Free riders
C)Laggards
D)Change agents
E)Whistle-blowers
Page 20
Q5) What are the various organizational sources of resistance to change?
Q6) Describe Lewin's three-step model used for managing change.
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Page 21