Human Resource Management
Final Exam Questions
Course Introduction
Human Resource Management (HRM) explores the strategies, policies, and practices essential for recruiting, developing, and retaining a productive workforce within organizations. The course covers key areas such as talent acquisition, employee motivation, performance appraisal, training and development, compensation management, labor relations, and legal compliance. By examining both the theoretical foundations and practical applications of HRM, students gain insights into aligning human capital with organizational objectives, enhancing employee well-being, fostering diversity and inclusion, and adapting to evolving workplace challenges. This course prepares learners to manage human resources effectively in a dynamic and competitive business environment.
Recommended Textbook
Management 11th Edition by Richard L. Daft
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Page 2
Chapter 1: Innovative Management for a Changing World
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Sample Questions
Q1) One of the roles that a small business manager may emphasize over their counterpart in a large organization is _____.
A) information processing
B) spokesperson
C) liaison
D) resource allocator
E) leader
Answer: B
Q2) _____ is the management function concerned with monitoring employees' activities, keeping the organization on track toward its goals, and making corrections as needed.
Answer: Controlling
Q3) Selecting goals and ways to attain them refers to _____.
A) controlling
B) planning
C) organizing
D) staffing
E) leading
Answer: B
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Page 3
Chapter 2: The Evolution of Management Thinking
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Sample Questions
Q1) The management science approach uses qualitative data in management decision making.
A)True
B)False
Answer: False
Q2) Mary Parker Follett thought of leadership as _____, rather than techniques.
A) systems
B) procedures
C) people
D) efficiencies
E) statistics
Answer: C
Q3) The human resources perspective of management links motivation theories with _____.
A) top management
B) employee tasks
C) floor managers
D) efficiencies
E) profit maximization
Answer: B
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Chapter 3: The Environment and Corporate Culture
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Sample Questions
Q1) Melissa will be working primarily with:
A) the legal-political dimension.
B) the labor market.
C) the internal cultural dimension.
D) pressure groups.
E) the sociocultural dimension.
Answer: E
Q2) Discuss the relationship between external environmental characteristics and uncertainty.
Answer: The external environment can be evaluated along two dimensions. First, one can evaluate (high to low) a number of factors in the environment. Second, one can evaluate (high to low) the rate of change of those factors. When both variables are low, low uncertainty characterizes the external environment. When both variables are high, the external environment is marked by a high level of uncertainty. A highly uncertain environment requires organizations to adapt and/or attempt to influence the external environment.
Q3) A(n) _____ is a narrative based on true events that is repeated frequently and shared among organizational employees.
Answer: story
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Page 5
Chapter 4: Managing in a Global Environment
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Sample Questions
Q1) A nation's _____ includes the shared knowledge, beliefs, and values, as well as the common modes of behavior and ways of thinking, among members of a society.
Q2) People who value high power distances normally expect equality in power..
A)True
B)False
Q3) ____ aspects of management do not change when doing business internationally.
A) Planning
B) Organizing
C) Controlling
D) Leading
E) All of these
Q4) Which of the following characteristics distinguish a multinational corporation?
A) Top management is expected to take a global perspective.
B) The corporation is controlled by a single management authority.
C) It is managed as an integrated worldwide business system.
D) All of these
E) Top management is expected to take a global perspective and The corporation is controlled by a single management authority only.
Q5) What is global outsourcing? Identify a unique variation of global outsourcing.
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Chapter 5: Managing Ethics and Social Responsibility
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Sample
Questions
Q1) _____ responsibility is purely voluntary and guided by a company's desire to make social contributions not mandated by economics, law, or ethics.
Q2) The obligation of organization management to make decisions and take actions that will enhance the welfare and interests of society as well as the organization is referred to as:
A) self-dealing.
B) corporate social responsibility.
C) discretionary responsibility.
D) economic responsibility.
E) none of these.
Q3) Discretionary responsibility is purely voluntary.
A)True
B)False
Q4) Define ethics and explain how the domain of ethics relates to law and free choice.
Q5) _____ generally outline the procedures to be used in specific ethical situations, such as marketing practice, conflicts of interest, and observance of laws.
Q6) List three examples of primary stakeholders.
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Page 7
Chapter 6: Managing Small Business Start Ups
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Sample Questions
Q1) Wendy enjoys making crafts and giving these away as gifts to friends and family. One day, she decided to quit her job and make crafts full-time, selling them on her new company Web site. Which tactic of becoming a business owner did Wendy use?
A) Equity financing
B) New business start-up
C) Buying an existing business
D) Buying a franchise
E) Merger and acquisition
Q2) In 2011, which country had the largest percentage of individuals age 18 to 64 that were active in starting or managing a business?
A) China
B) Peru
C) Columbia
D) Angola
E) Dominican Republic
Q3) List five of the six characteristics of entrepreneurs.
Q4) The key problem, at the _____ stage of growth, is how to grow rapidly and finance that growth.
Q5) What is a business incubator? How can it help a business?
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Chapter 7: Managerial Planning and Goal Setting
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Sample Questions
Q1) _____ is primarily responsible for operational goals/plans.
A) Middle management
B) Board of directors
C) Consultants
D) Top management
E) Lower management
Q2) Frostburg Fireplaces has used MBO for the past year. Top management just finished evaluating overall performance. The next step in the MBO process should be:
A) to develop new action plans.
B) to develop new objectives based on the review of last year's performance.
C) to begin a new MBO "cycle", using the same objectives as last year.
D) to wait several months to allow information to be digested.
E) none of these.
Q3) The ABC Corporation should create a crisis management group that is not cross-functional, but does work together well under pressure.
A)True
B)False
Q4) A(n) _____ is a desired future state that the organization attempts to realize.
Q5) Compare the four levels of goals and plans.
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Chapter 8: Strategy Formulation and Execution
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Sample Questions
Q1) Which of the following strategies would be appropriate when the need for both national responsiveness and global integration is low?
A) Globalization
B) Multidomestic
C) Export
D) Transnational
E) Import
Q2) Which of the following refers to a strategy that combines global coordination to attain efficiency with flexibility to meet specific needs in various countries?
A) Domestic strategy
B) Global strategy
C) Transnational strategy
D) Multidomestic strategy
E) Region design strategy
Q3) Diversification is a strategy of moving into new lines of business.
A)True
B)False
Q4) The question How do we compete? concerns _____ strategy.
Q5) The question What business are we in? concerns the _____ strategy.
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Chapter 9: Managerial Decision Making
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Sample Questions
Q1) _____ is by far the most difficult situation for a decision-maker.
A) Certainty
B) Risk
C) Uncertainty
D) Ambiguity
E) Brainstorming
Q2) A(n) _____ is assigned the role of challenging the assumptions and assertions made by the group.
Q3) Which of the following steps would Vaughn not take in making his decision?
A) Sense and recognize the decision requirement.
B) Implement the chosen alternative.
C) Create a set of alternatives
D) Diagnose and analyze problem causes.
E) All of these would be included.
Q4) The decision-maker must _____ once the problem has been recognized and analyzed.
A) evaluate and provide feedback
B) choose among alternatives
C) generate alternatives
D) prioritize the alternatives
E) reanalyze the problem
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Chapter 10: Designing Adaptive Organizations
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Sample Questions
Q1) The _____ delineates the chain of command, indicates departmental tasks and how they fit together, and provides order and logic for the organization.
A) management chart
B) employee directory
C) structural table
D) administrative chart
E) organizational chart
Q2) Many hierarchical levels and a correspondingly narrow span of management refers to a flat structure.
A)True
B)False
Q3) The three characteristics of authority are that it must be _____, _____, and _____.
Q4) Because the chain of command converges at the top, the functional structure provides a way to decentralize decision making and provide unified direction from all managers.
A)True
B)False
Q5) List the five approaches to departmentalization.
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Chapter 11: Managing Change and Innovation
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Sample Questions
Q1) A _____ change is related to the organization production process.
A) new product
B) technological
C) structural
D) culture/people
E) competitive
Q2) _____ refers to a change in the attitudes and behaviors of a few employees in the organization.
A) Organization change
B) Organization development
C) People change
D) Culture change
E) Artifact change
Q3) Organizational development can help managers address problems such as merger/acquisitions, conflict management, and _____ .
A) cultural changes
B) force field analysis
C) organizational productivity
D) organizational decline/revitalization
E) none of these
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Chapter 12: Managing Human Resources
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Sample Questions
Q1) Artie's Pretzels is a small but well-known company that receives thousands of job applications every year, though it only fills about 50 positions annually. Company managers have learned that Artie's human resource practices are one of the driving factors that attract potential employees. Artie's Pretzels is an example of a(n) _____.
A) contingency employer
B) employer of options
C) employer of choice
D) Employer of necessity
E) telecommuter-friendly employer
Q2) Structured interviews allow the applicant a great deal of freedom in determining the course of the conversation, with the interviewer taking care not to influence the person's remarks.
A)True
B)False
Q3) Finding the right people to apply new information technology for e-business is a current strategic issue of particular concern for HR managers.
A)True
B)False
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14
Chapter 13: Managing Diversity
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Sample Questions
Q1) Most organizations _____ shift from a monoculture perspective to one of pluralism.
A) can never
B) naturally
C) must make a conscious effort to
D) can easily
E) are against a
Q2) In a family where both parents work, which of the following may be helpful to accommodate the parents' needs?
A) Childcare
B) Flexible work schedule
C) Home-based employment
D) Maternity or paternity leaves
E) All of these
Q3) Age, race, and gender are included in the primary dimension of diversity.
A)True
B)False
Q4) _____ is the belief that groups and subcultures are inherently equal.
Q5) List the five categories or forms of sexual harassment.
Q6) What are the five steps to developing diversity and cultural competence?
Page 15
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Chapter 14: Understanding Individual Behavior
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Sample Questions
Q1) People with an external locus of control are harder to motivate but easier to manage.
A)True
B)False
Q2) The Myers-Briggs Type Indicator is a personality test that measures a person's preference for introversion vs. extroversion, sensation vs. intuition, thinking vs. feeling, and judging vs. perceiving.
A)True
B)False
Q3) _____refers to a positive attitude toward one's job.
A) Organizational citizenship
B) Job satisfaction
C) Cognitive dissonance
D) Organizational commitment
E) Job involvement
Q4) The last step in getting organized is to empty your head.
A)True
B)False
Q5) Uncertainty about what behaviors are expected of a person in a particular role is referred to as ______.
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Chapter 15: Leadership
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Sample Questions
Q1) Transformational leaders are hardworking, tolerant, and fair-minded, but are not as capable of leading change as are transactional leaders.
A)True
B)False
Q2) The early research on leadership traits was referred to as the:
A) contingency theory of leadership.
B) path-goal theory of leadership.
C) great man approach.
D) situational theory of leadership.
E) behavioral approach.
Q3) Wilson is viewed by his boss as driven, tenacious, and hardworking in the pursuit of his goals. These characteristics fit within which category?
A) Physical characteristics
B) Intelligence and ability
C) Work-related characteristics
D) Social background
E) Social characteristics
Q4) Power that stems from the authority to punish or recommend punishment is called
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Chapter 16: Motivating Employees
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Sample Questions
Q1) The delegation of power and authority to subordinates is referred to as:
A) need for power.
B) need for achievement.
C) empowerment.
D) passing the buck.
E) need of affiliation.
Q2) Expectancy theory is based on the relationship among the individual's effort and performance and not on the desirability of outcomes.
A)True
B)False
Q3) The satisfaction received in the process of performing an action is also known as a(n) _____.
Q4) Briefly explain expectancy theory.
Q5) _____ describe the most basic human physical needs, including food, water and oxygen.
A) Self-actualization needs
B) Physiological needs
C) Esteem needs
D) Belongingness needs
E) Safety needs
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Chapter 17: Managing Communication
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Sample Questions
Q1) An example of non-verbal communication is all of these except:
A) posture.
B) facial expression.
C) voice.
D) written memo.
E) body language
Q2) A formal communication channel is a communication channel that flows within the chain of command.
A)True
B)False
Q3) When interviewing prospective employees, Samuel, a seasoned manager, often observes hand gestures, facial expressions, and use of space to gauge individuals' personalities. These are all examples of:
A) listening.
B) nonverbal communication.
C) empathizing.
D) direct communication.
E) nuance communication.
Q4) _____ communication is the lateral or diagonal exchange of messages among peers or coworkers.
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Chapter 18: Leading Teams
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Sample Questions
Q1) At FEI Industries, teams of product developers coordinate their work electronically at the North American, European, and Asian sites to coincide with peak operating hours at each location. Such teams are referred to as a _____.
A) project team
B) committee
C) focus group
D) global team
E) self-directed team
Q2) The _____ style to handle conflict involves a moderate degree of assertiveness and a moderate degree of cooperation.
Q3) _____ refers to the tendency for the presence of others to enhance an individual's motivation and performance.
Q4) Negotiation is the process of using a third party to settle a dispute.
A)True
B)False
Q5) _____ can present enormous challenges for team leaders, who have to bridge gaps of time, distance, and culture.
Q6) Discuss the determinants of team cohesiveness and its consequences.
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Chapter 19: Managing Quality and Performance
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Sample Questions
Q1) Frequently calculated ratios typically pertain to activity, passivity, and profitability.
A)True
B)False
Q2) Katrina has also requested that the financial ratios be calculated and analyzed for her. Which of the following ratios will give her the best information for evaluating liquidity?
A) Profit margin on sales
B) Current ratio
C) Conversion ratio
D) Return on assets
E) None of these.
Q3) _____ standards represent an international standard for quality management.
A) ISO 9000
B) Six Sigma
C) TQM
D) Kiazan
E) Foreign Economy Index
Q4) Compare hierarchical control with decentralized control.
Q5) When _____ deviates from a(n) _____, managers must interpret the deviation.
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