Human Resource Management
Final Exam Questions
Course Introduction
Human Resource Management explores the fundamental principles, practices, and functions involved in managing an organizations human capital. The course covers topics such as recruitment and selection, employee training and development, performance appraisal, compensation and benefits, labor relations, and legal frameworks governing employment. Emphasis is placed on strategic HR planning, fostering inclusive and productive workplace environments, and aligning human resource policies with overall organizational objectives. Students gain practical insights and skills required to address contemporary HR challenges in diverse business settings.
Recommended Textbook
Organizations Behavior Structure Processes 14th Edition by James L Gibson
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Page 2
Chapter 1: Managing Effective Organizations
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Sample Questions
Q1) The systems approach provides the structure to effectively evaluate organizational impact on "stakeholders."
A)True
B)False
Answer: False
Q2) The Classical School proposed that management work consists of distinct but unrelated functions which together constitute the management process.
A)True
B)False
Answer: False
Q3) Multiple fields have contributed to study and application of OB.Identify these fields and their contributions.
Answer: Answers will vary but should reflect the contents of figure 1.1 and include: psychology, sociology, social psychology, political science and anthropology.
Q4) The essence of power is control over others.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Organizational Culture
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Sample Questions
Q1) _________ is a state or experience that can provide individuals with direction or meaning,or provide feelings of understanding,support,inner wholeness,or connectedness.
A)Synchronization
B)Leadership
C)Cultural peace
D)Spirituality
Answer: D
Q2) Most mentor-mentee relationships develop over time,and there appear to be several distinct phases of these relationships.These phases include all of the following except __________.
A)initiation
B)divorce
C)trial separation
D)separation
Answer: B
Q3) "Values" are the unconscious desires of people that guide their behavior.
A)True
B)False
Answer: False
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Chapter 3: Managing Globally
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Sample Questions
Q1) The GLOBE project classified cultures based upon nine cultural dimensions.List and briefly define these dimensions.
Answer: The GLOBE project classified cultures based on their scores on the following nine cultural dimensions: 1.Uncertainty avoidance: The degree to which members of a society or organization use rules,regulations and social norms to avoid uncertainty or unpredictable future events. 2.Power distance: The extent to which a society accepts unequal distribution of power. 3.Societal collectivism: The extent to which an organization encourages and rewards group outcomes as opposed to employees pursuing individual goals. 4.In-group collectivism: This captures the degree to which individuals express loyalty,pride,and cohesiveness in their organizations and families. 5.Gender egalitarianism: The extent to which an organization avoids gender discrimination and role inequalities. 6.Assertiveness: The degree to which members of organizations are aggressive and confrontational in social relationships. 7.Future orientation: The extent to which members of a society plan,invest in the future,and delay immediate gratification. 8.Performance orientation: The degree to which individuals in a society are rewarded for performance improvement and excellence. 9.Humane orientation: The degree to which individuals in an organization are rewarded for being friendly,altruistic,fair,caring,and kind to others.
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Page 5
Chapter 4: Individual Behavior and Differences
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Sample Questions
Q1) Which of the following would be considered a "projective" personality test?
A)The Myers-Briggs test
B)Asking an individual to respond to an inkblot
C)Observing the response of the individual when asked to solve a specific work problem
D)Rodger's Humanistic Inventory
Q2) Most people tend to make positive evaluations of others.This is referred to as a general positivity or the Pygmalion effect.
A)True
B)False
Q3) Mental abilities + span of knowledge = intelligence.
A)True
B)False
Q4) People have a tendency to take credit for successful work and deny responsibility for poor work.This is called positivity.
A)True
B)False
Q5) Responses to psychological contract violations typically follow a sequential pattern.Describe these steps.
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Chapter 5: Motivation: Background and Theories
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Q1) Applying the terms of the expectancy theory of motivation,instrumentality refers to a person's perception of how first-level outcomes are associated with second-level outcomes.
A)True
B)False
Q2) Need explanations are popular because they're so easy to remember.
A)True
B)False
Q3) Process explanations of motivation suggest that motivation varies from situation to situation.
A)True
B)False
Q4) The two factors within Herzberg's theory are labeled motivators and hygiene.
A)True
B)False
Q5) Process motivation theories include Herzberg's,Vroom's and Skinners' work.
A)True
B)False
Q6) Does the concept of valence apply to first or second order needs? Justify your answer.
Page 7
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Chapter 6: Motivation: Organizational Applications
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Sample Questions
Q1) Arguments against using goal setting or becoming too enthusiastic about it include
A)that it may encourage game playing
B)that goal accomplishment can become an obsession
C)that goal setting does not work well for complex jobs
D)All of the above
Q2) Commitment to an organization involves three attitudes: ___________.
A)a sense of identification with the expected performance,a perception of the ability to accomplish the behavior and an identification with the rewards associated with the behavior
B)a sense of identification with the individual rewards offered,a feeling of involvement in setting those goals and a commitment to achieve the goals
C)a sense of identification with the organization's goals,a feeling of involvement in organizational duties,and a feeling of loyalty for the organization
D)an identification with organizational goals,commitment to these goals and an altruistic outlook
Q3) Describe the research concerning the impact of participation on goal commitment and performance.
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Chapter 7: Managing Workplace Stress
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Sample Questions
Q1) When stress evokes a positive or uplifting outcome,it is referred to as
A)euphoria
B)eustress
C)anti-stress
D)the Selye effect
Q2) What is a moderator? Discuss at least three conditions that may act as stress moderators.
Q3) The underlying assumption of _________ techniques is that people's thoughts,in the form of expectations,beliefs,and assumptions,are labels they apply to situations,and these labels elicit emotional responses to the situation.
A)biofeedback
B)relaxation
C)meditation
D)cognitive
Q4) Describe the objectives of individual and organizational wellness approaches for the reduction and prevention of stress.
Q5) What are the organizational consequences of stress?
Q6) What is burnout?
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Chapter 8: Group and Team Behavior
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Sample Questions
Q1) There is a sense of togetherness or attraction to being a part of a group.This corresponds to the ___________ stage of group development.
A)forming
B)storming
C)norming
D)performing
Q2) Assigning rotating individuals to the role of devil's advocate is a means to lessen the likelihood that ___________ will occur.
A)social-loafing
B)ashthink
C)groupthink
D)intergroup conflict
Q3) Groupthink may result from high levels of cohesiveness.
A)True
B)False
Q4) Describe the difference between groups and teams.
Q5) Teams typically have reached the mature or "performing stage of development".
A)True
B)False
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Chapter 9: Conflict and Negotiation
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Q1) Jan attaches assembly A to assembly B with five bolts then passes it along to Pat for packaging.This is an example of ___________.
A)anticonflict interdependence
B)pooled interdependence
C)reciprocal interdependence
D)sequential interdependence
Q2) In negotiation,when the one group ___________ too early,it may mean that they have already gotten more than it thinks they deserve.
A)offers to split the difference
B)"nibbles"
C)"freezes"
D)A and B
Q3) When a group is in conflict,its members usually become ________ task oriented.
A)much less
B)less
C)more
D)None of the above
Q4) What is work interdependence and how has it been classified? Provide a brief description and an example for each of its types.
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Chapter 10: Power and Politics
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Sample Questions
Q1) Researchers investigating whether gender differences existed in subordinates' perceptions of managers' power found that male and female managers did not show significant differences in reward,coercive,legitimate,and referent bases of power.
A)True
B)False
Q2) Research found which of the following were related to levels of political activity?
A)Gender
B)Managerial level
C)Job Function
D)None of the above
Q3) Are power and authority the same thing? Define the terms and provide detail on any differences.
Q4) How can manipulation be used as an upward influence technique?
Q5) Legitimate power is similar to the concept of authority.
A)True
B)False
Q6) What is meant by political behavior? Is it bad to engage in political behavior?
Q7) How could you attempt to influence the ways in which others perceive you?
Page 12
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Chapter 11: Leadership: Fundamentals
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Sample Questions
Q1) LMX theory suggests that in-group members are likely to receive more challenging assignments than out-group members.
A)True
B)False
Q2) The Least Preferred Coworker (LPC)Questionnaire is used to measure in-group versus out-group status.
A)True
B)False
Q3) Describe the leadership studies conducted at OSU.How do these studies relate to the UM studies? What are the major criticisms of the OSU studies?
Q4) Pat has a weak need for affiliation.This most likely will preclude her from using and perfecting interpersonal skills.
A)True
B)False
Q5) To a significant extent,the personnel testing component of scientific management supported the trait theory of leadership.
A)True
B)False
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Page 13
Chapter 12: Leadership: Emerging Perspectives
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Sample Questions
Q1) Vroom and Yetton represent that decision effectiveness may be represented by the equation _________.
A)D<sub>Eff</sub> = D<sub>Qual</sub> + D<sub>Comm</sub>
B)D<sub>Eff</sub> = D<sub>Qual</sub> + D<sub>Comm</sub> - DPT
C)D<sub>Eff</sub> = D<sub>Qual</sub> + D<sub>Comm</sub> - DPTD<sub>Cost</sub>
D)D<sub>Eff</sub> = D<sub>Quatl</sub> + D<sub>Cost</sub> - D<sub>Time</sub>
Q2) In determining the overall effectiveness of a decision,one should consider
A)the decision effectiveness
B)activities that were skipped because of the time spent making the decision C)contributions to human capital
D)All of the above
Q3) Bass describe transformational leadership as including ________.
A)unquestioned technical ability
B)a paradoxical blend of humility and professional will
C)paying attention to followers' needs and providing assignments that allow followers to grow personally
D)A and B
Q4) How is a transformational leader different from a transactional one?
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Q5) The text presents two types of charismatic leaders.Briefly describe these types.
Chapter 13: Work Design
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Q1) A functional job analysis describes jobs in terms of ________.
A)job activities
B)job activities and performance
C)quality of work life outcomes
D)All of the above
Q2) In her job,Jane is expected to complete a relatively limited number of tasks but has a high degree of discretion on how these tasks are completed.Jane has ___________ job range and ___________ job depth.
A)high,high
B)high,low
C)low,high
D)low,low
Q3) Job enlargement involves moving individuals from job to job to reduce potential boredom.
A)True
B)False
Q4) A colleague has suggested that job enrichment and job enlargement are not compatible within the same organization.Are they correct? Justify your answer.
Q5) How are total quality management and job enrichment related?
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Chapter 14: Organization Structure
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Sample Questions
Q1) Pegi had 10 employees while Vanya has 15.All else being equal,we can say
A)Vanya has a wider geographic control
B)Vanya has a wider span of control
C)Pegi most likely has more specialized workers reporting to her
D)neither Pegi or Vanya work in manufacturing
Q2) The form of division of work where work is divided by the natural sequence of the work the organization does is termed _________.
A)process specialization
B)natural specialization
C)horizontal specialization
D)directional specialization
Q3) Matrix organization facilitates the utilization of highly specialized staff and equipment and may reduce redundancy in comparison to the product and project forms of departmentalization.
A)True
B)False
Q4) As an organizational design consultant,when would you recommend the use of the matrix form?
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Chapter 15: Managing Communication
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Q1) The level of credibility that the receiver assigns to the communicator in turn directly affects how the receiver views and reacts to the communicator's words,ideas,and actions.
A)True
B)False
Q2) What techniques can a manager use to become better communicators?
Q3) In the classic model of communication the ___________ is the carrier of the message.
A)code
B)moderator
C)medium
D)vehicle
Q4) A manager that is unable to open up to subordinates but is open to feedback is exhibiting a ___________ style.
A)Type A
B)Type B
C)Type C
D)Type D
Q5) Explain the concept of proxemics and its importance in the communication process.
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Chapter 16: Decision Making
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Sample Questions
Q1) The decision-making process depicted in the text _______________.
A)is a sequential process rather than a fixed procedure
B)is intended to be applied most often for programmed decisions
C)starts with the identification of problems
D)ensures excellent decisions will be made
Q2) "Choosing the alternative" is the single most important step of the decision making process.
A)True
B)False
Q3) Decision making is a responsibility shared by all managers,regardless of functional area or management level.
A)True
B)False
Q4) Decision making is more than an act of choosing: it is ________.
A)multi-staged process which follows a fixed procedure
B)an end in itself
C)a means to ensure continued organizational success
D)a dynamic process
Q5) How can organizations promote ethical behaviors?
Q6) Do most managerial decisions find "optimal" solutions? Justify your answer.
Page 18
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Chapter 17: Managing Organizational Change and Learning
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Q1) What methods would you suggest to an organization in order to minimize resistance to a planned change activity?
Q2) According to Dyer,when an internal change agent is used,the need for employees to see the link between the proposed change and organizational mission is no longer a factor of success.
A)True
B)False
Q3) Disadvantages of using external change agents include _________.
A)a potential lack of rapport
B)a potential for mistrust
C)that they are less encumbered by organizational baggage or biases
D)A and B
Q4) Michael is describing what his company's employees perceive and how this perception creates a shared sense and pattern of beliefs,values,and expectations.Michael is describing ____________ ________.
A)organizational climate
B)organizational culture
C)company ethos
D)organizational ethos
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