Human Resource Management
Final Test Solutions
Course Introduction
Human Resource Management provides an in-depth exploration of how organizations recruit, develop, motivate, and retain their most valuable asset people. The course covers core HR functions such as workforce planning, staffing, performance management, compensation and benefits, employee relations, and training and development. It also examines strategic HR practices, the legal and ethical context of HRM, diversity and inclusion, and the impact of technological innovations on the workplace. Through case studies and practical exercises, students will develop the foundational knowledge and skills needed to succeed as HR professionals in dynamic organizational environments.
Recommended Textbook
Contemporary Management 8th Edition by Gareth Jones
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18 Chapters
1997 Verified Questions
1997 Flashcards
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Page 2
Chapter 1: Managers and Managing
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Sample Questions
Q1) In which of the following managerial tasks are work relationships restructured to facilitate the interaction and cooperative efforts of organizational members, all of whom strive to achieve organizational goals?
A) Planning
B) Leading
C) Reviewing
D) Controlling
E) Organizing
Answer: E
Q2) The outcome of the control process is:
A) the ability to measure performance accurately and regulate organizational efficiency and effectiveness.
B) the ability to formulate effective business strategies and plan the allocation of resources.
C) the ability to attract customers by producing goods and services more cheaply than any competitor.
D) the ability to motivate employees to perform at a high level.
E) the ability to decide what organizational goals to pursue.
Answer: A
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Chapter 2: The Evolution of Management
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Sample Questions
Q1) Managers who accept the assumptions of Theory Y:
A) create a work setting that encourages commitment.
B) give little autonomy to workers.
C) focus on developing rules and procedures.
D) rely on rewards and punishments.
E) view workers as lazy.
Answer: A
Q2) Scientific management practices allowed workers to define their own rights.
A)True
B)False
Answer: False
Q3) According to the Hawthorne effect, each manager's personal behavior or leadership approach has no effect on performance.
A)True
B)False
Answer: False
Q4) The contingency theory suggests that there is always one best way to organize.
A)True
B)False
Answer: False
Page 4
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Chapter 3: Values, Attitudes, Emotions, and Culture: the
Manager As a Person
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Sample Questions
Q1) _____ values help explain what managers are striving to achieve in their organizations and what they will focus their efforts on.
A) Terminal
B) Nominal
C) Strategic
D) Instrumental
E) Extrinsic
Answer: A
Q2) An organization which considers and analyzes the ideas and suggestions of all employees regardless of their hierarchical position has a(n) _____ culture.
A) vertical
B) innovative
C) conservative
D) traditional
E) regressive
Answer: B
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Chapter 4: Ethics and Social Responsibility
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Sample Questions
Q1) Employees are much more likely to act ethically when a credo does not exist or is avoided.
A)True
B)False
Q2) Simon was confronted with a serious ethical dilemma. He responded with a solution that created the greatest good for the greatest number of people. Which ethical rule best describes his response?
A) Justice
B) Moral Rights
C) Utilitarian
D) Practical
E) Moral Scruples
Q3) Stockholders seek to maximize the return on their investment and therefore show interest in the ethical practices of a company.
A)True
B)False
Q4) In today's business world, top executives are receiving large salaries and unbelievable stock options. Is it ethical for managers to receive these amounts? Argue both sides of this question.
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Chapter 5: Managing Diverse Employees in a Multicultural Environment
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Sample Questions
Q1) Which of the following is a step to manage diversity effectively?
A) Put others' knowledge and beliefs to a reality test
B) Base decisions on hunches and stereotypes
C) Increase salaries and wages for everyone
D) Discourage sharing of differing perspectives
E) Empower employees to challenge discriminatory behaviors
Q2) Justin, a human resources manager for XYZ Company, commits 5% of the annual budget toward instituting a new program that rewards employees for effectively handling diversity. Justin is playing the role of a(n) _____.
A) monitor
B) entrepreneur
C) disseminator
D) negotiator
E) disturbance handler
Q3) Women either control or influence nearly all consumer purchases, so it's important to have their perspective represented on boards.
A)True
B)False
Q4) Describe the three different types of interpersonal managerial roles.
Page 7
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Chapter 6: Managing in the Global Environment
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Sample Questions
Q1) In what way does the task environment differ from the general environment?
A) Threats in the general environment are easier to respond to than threats in the task environment.
B) Forces in the task environment have a more immediate and direct effect on managers than forces in the general environment.
C) Opportunities in the task environment are less easy to identify than opportunities in the general environment.
D) Unlike the task environment, the general environment deals with conditions that effect an organization's ability to obtain inputs and dispose outputs.
E) Unlike the general environment, the task environment includes the global, economic, sociocultural, political, and legal forces that affect an organization.
Q2) Cost advantages associated with large operations are called economies of scale.
A)True B)False
Q3) What is the global environment? Briefly explain its impact on managers and their organizations.
Q4) Describe the five major forces of the general environment briefly.
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Chapter 7: Decision Making, Learning, Creativity, and Entrepreneurship
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Sample Questions
Q1) Decision making in response to opportunities occurs when managers search for ways to improve organizational performance to benefit customers, employees, and other stakeholder groups.
A)True
B)False
Q2) Eileen, a college professor, has to pick a textbook for an upcoming course. She has just enough time to review a few books from the many choices available. She settles for one of the books, even though the best book might be a book that she hasn't yet reviewed. What is this process called?
A) Optimizing
B) Brainstorming
C) Rationality binding
D) Satisficing
E) Cognitive biasing
Q3) Which of the following is a characteristic of an entrapreneur?
A) Not open to new experiences
B) Have an external locus of control
C) Have a low level of self esteem
D) Have a high need for achievement
E) Have a low need for power
Page 9
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Chapter
8:
The Manager As a Planner and a Strategist
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Sample Questions
Q1) In performing a SWOT analysis, a furniture company realized that the number of competing firms in its industry was increasing. The company would classify this as a(n)
A) strength
B) weakness
C) opportunity
D) threat
E) advantage
Q2) A business-level plan details the short-term divisional goals that will allow the division to meet corporate goals.
A)True
B)False
Q3) A beverage manufacturer enters the snack food business with the purchase of a popular potato chip company. This is an example of diversification.
A)True
B)False
Q4) Define rolling plans, standing plans and single-use plans. List the different kinds of standing plans and single-use plans.
Q5) Discuss the five major threats of Michael Porter's five forces model.
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Chapter 9: Value Chain Management: Functional
Strategies for Competitive Advantage
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Sample Questions
Q1) Which of the following functions can help increase customer perceptions of the utility of a company's product through brand positioning and advertising?
A) Design
B) Materials management
C) Production
D) Marketing
E) Customer service
Q2) A firm manufactures custom-made furniture based on customer specifications. Which of the following facilities layout would best suit the firm's needs?
A) Process layout
B) Fixed-position layout
C) Sequential layout
D) Product layout
E) Flexible manufacturing layout
Q3) The greater the rate of technological change in an industry, the more important it is for managers to innovate.
A)True
B)False
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Chapter 10: Managing Organizational Structure and Culture
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Sample Questions
Q1) Which of the following structures is the most flexible?
A) Functional structure
B) Product structure
C) Market structure
D) Geographic structure
E) Matrix structure
Q2) The extent to which doing a job gives the worker direct and clear information about how well the worker is performing the job is known as:
A) task identity.
B) feedback.
C) autonomy.
D) task significance.
E) skill variety.
Q3) Which of the following is true of a low-cost strategy?
A) It fares best in an organization with an informal structure.
B) It fares best in an organization with more liberal norms.
C) It fares best in an organization that gives its employees a lot of autonomy.
D) It is aimed at increasing the value of goods as perceived by customers.
E) It gives managers greater control over the organizational activities.
Q4) Differentiate between job enlargement and job enrichment.
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Chapter 11: Organizational Control and Change
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Sample Questions
Q1) Which of the following types of controls do managers use during the output stage of transforming raw materials into finished goods?
A) Behavioral control
B) Concurrent control
C) Bureaucratic control
D) Feedforward control
E) Feedback control
Q2) Discuss the type of control used at each stage in the process of transforming inputs into finished goods or services.
Q3) Which of the following types of control allows managers to anticipate problems before they arise?
A) Feedforward control
B) Concurrent control
C) Feedback control
D) Bureaucratic control
E) Clan control
Q4) Discuss the problems associated with bureaucratic control.
Q5) Explain the relationship between organizational control and the four building blocks of competitive advantage.
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Chapter 12: Human Resource Management
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Sample Questions
Q1) The act that made it legal for workers to organize into unions was the _____.
A) Fair Labor Standards Act
B) Civil Rights Act
C) National Labor Relations Act
D) Occupational Safety and Health Act
E) Equal Employment Opportunity Act
Q2) A high pay level is best suited for an organization that is pursuing a low-cost strategy.
A)True
B)False
Q3) At the beginning of a fiscal year, Bob undertakes various activities to make demand and supply forecasts. Bob does these activities as a part of _____.
A) human resource accounting
B) human resource development
C) human resource planning
D) training and development
E) job analyses
Q4) Differentiate between objective and subjective appraisals.
Q5) List and explain the three factors on which performance appraisal is evaluated.
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Chapter 13: Motivation Performance
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Sample Questions
Q1) _____ is a person's belief about his or her ability to perform a behavior successfully.
A) Self-enhancement
B) Self-efficacy
C) Self-actualization
D) Self-awarness
E) Self-respect
Q2) Under profit sharing, managers receive a share of their employees' profits.
A)True
B)False
Q3) Motivation is highest when as many people as possible in an organization perceive that they are being equitably treated.
A)True
B)False
Q4) Using equity pay, another individual-based merit pay plan, managers base pay on a percentage of sales.
A)True
B)False
Q5) Discuss McClelland's theory of needs.
Q6) Explain the operant conditioning theory briefly.
Page 15
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Chapter 14: Leadership
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Sample Questions
Q1) When managers motivate subordinates by reinforcing desired behaviors and extinguishing or punishing undesired ones, they are engaging in transformational leadership.
A)True
B)False
Q2) The authority that a manager has based on his position in the organization's hierarchy is known as expert power.
A)True
B)False
Q3) Which of the following would an effective manager do?
A) Use coercive power frequently to raise employee morale
B) Ignore the opinions of less-experienced subordinates
C) Use reward power and referent power sparingly
D) Use expert power to control employees
E) Use reward power to show appreciation for subordinates' work
Q4) According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.
A)True
B)False
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Chapter 15: Effective Groups and Teams
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Sample Questions
Q1) Which of the following statements is true of group tasks?
A) Assembly lines and mass-production processes are characterized by pooled task interdependence.
B) With sequential interdependence, it is easy to identify individual performance.
C) For groups with pooled interdependence, managers are often advised to reward group members for group performance.
D) For groups with pooled interdependence, managers should determine the appropriate group size primarily from the amount of work to be accomplished.
E) Pooled task interdependence exists when group members must perform specific tasks in a predetermined order.
Q2) Shared guidelines or rules of behavior that most group members follow are called: A) groupshifts.
B) person specifications.
C) group norms.
D) labor divisions.
E) group roles.
Q3) Discuss why diversity is important for top management teams.
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17
Chapter 16: Promoting Effective Communication
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Sample Questions
Q1) In a circle network, every team member communicates with every other team member.
A)True
B)False
Q2) Which of the following forms of communication is lowest in information richness?
A) E-mail
B) Video conference
C) Management by wandering around
D) Voice mail
E) Impersonal written communication
Q3) Which of the following communication media has the highest information richness?
A) Personally addressed written communication
B) Spoken communication electronically transmitted
C) Face-to-face communication
D) Impersonal written communication
E) Communication by means of e-mail
Q4) What are the different types of communication media?
Q5) What is the importance of impersonal written communication?
Q6) Discuss the importance of good communication and its relationship to an organization's competitive advantage.
Page 18
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Chapter 17: Managing Conflict, Politics, and Negotiation
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Sample Questions
Q1) Which of the following is true of emphasizing superordinate goals?
A) It helps parties in conflict to keep in mind that they are working together for a larger purpose despite their disagreements.
B) It is inconsistent with integrative bargaining and can easily lead both parties into a distributive negotiation mode.
C) It helps parties in conflict to focus on getting the majority share of the available resources.
D) It helps parties in conflict to meet their demands instead of their interests.
E) It helps parties in conflict to take a competitive, adversarial stance.
Q2) In which of the following types of negotiations do parties in conflict strive to get the majority share of the available resources without considering their interpersonal relationship?
A) Integrative bargaining
B) Accommodation
C) Avoidance
D) Distributive negotiation
E) Integrative negotiation
Q3) Define organizational conflict. How can conflict benefit the organization?
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Chapter 18: Used Advanced Information Technology to Increase Performance
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Sample Questions
Q1) Multimodule application software packages that coordinate the various functional activities of organizations are called:
A) enterprise resource planning systems.
B) decision support systems.
C) transaction processing systems.
D) executive support system.
E) operations information system.
Q2) Define artificial intelligence and expert systems. List the requirements for IT to sufficiently mimic human expertise.
Q3) Define data and information and its importance to managers. With an example, differentiate data and information.
Q4) Define an ERP system and discuss its benefits.
Q5) Information that reflects current conditions in the organization is called real-time information.
A)True
B)False
Q6) Data is more useful to managers than information.
A)True
B)False
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