Human Resource Management
Midterm Exam
Course Introduction
Human Resource Management is a comprehensive course that explores the strategies, policies, and practices essential for effectively managing an organization's most valuable asset its people. The course covers key topics such as recruitment and selection, training and development, performance management, compensation and benefits, labor relations, and legal issues in HR. Students will learn how to align human resource strategies with organizational goals, foster a positive workplace culture, and address the challenges of diversity, equity, and inclusion. Through case studies and practical exercises, participants develop critical thinking and problem-solving skills necessary for effective HR management in today's dynamic business environment.
Recommended Textbook
Organizational Behaviour Concepts Controversies Applications 7th Canadian Edition by Nancy
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14 Chapters
1885 Verified Questions
1885 Flashcards
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Chapter 1: What Is Organizational Behaviour?
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) Tina is known to produce large amounts of work without having to exert much effort. Tina is
A)diverse.
B)efficient.
C)effective.
D)motivated.
E)ethical.
Answer: B
Q2) The issues of conflict and power are major topics of concern to sociologists as well as OB in an organizational situation.
A)True
B)False
Answer: True
Q3) When we say that OB concepts must reflect situational conditions, we mean A)behaviour can never be predicted.
B)predicting certain behaviour depends on the context of a structured situation.
C)predicting certain behaviour depends on intuition.
D)regular and unchanging conditions.
E)only certain conditions can be predicted.
Answer: B
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Chapter 2: Perception, Personality, and Emotions
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Sample Questions
Q1) When Jose passed the new employee's office, he was reminded of Tina, the manager of the sales department; Jose noticed that both seemed to have messy desks with lots of papers piled on them. This is an example of
A)the halo effect.
B)contrast effects.
C)projection.
D)selective perception.
E)stereotyping.
Answer: B
Q2) A proactive personality is easily dissuaded from meaningful change when they encounter obstacles.
A)True
B)False
Answer: False
Q3) People who select, create and influence work situations in their favour are called self-monitors.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Values, Attitudes, and Diversity in the Workplace
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137 Verified Questions
137 Flashcards
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Sample Questions
Q1) Some studies have found that productivity leads to employee satisfaction.
A)True
B)False Answer: True
Q2) Dissatisfied customers can increase an employee's job dissatisfaction.
A)True
B)False Answer: True
Q3) Stacy was trying to figure out how best to interact with Abdul, who recently joined her department and is from the Middle East; Stacy is focusing on understanding Abdul's cultural rules and expectations as she decides how to approach him. Stacy is exhibiting which cultural intelligence profile?
A)mimic
B)analyst
C)ambassador
D)chameleon
E)provincial
Answer: B
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Chapter 4: Theories of Motivation
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Sample Questions
Q1) The concept that individuals with a high need for achievement prefer to work on tasks of moderate difficulty is consistent with A)ERG Theory.
B)Maslow's theory.
C)McClelland's theory.
D)expectancy theory.
E)valence theory.
Q2) Difficult goals, when accepted, result in lower performance than do easy goals.
A)True
B)False
Q3) Sam and his assistant Kim recently sat down to collectively set tangible performance goals for her. This is a key aspect of MBO.
A)True
B)False
Q4) Yvonne made sure that the salary increases for her staff were perceived as fair in the amount given to each employee and fair in the process of distributing the increases. This is known as interactional justice.
A)True
B)False
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Chapter 5: Motivation in Action
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135 Flashcards
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Sample Questions
Q1) Job enrichment is
A)giving an employee more tasks while paying at the same level.
B)expanding a job horizontally.
C)a result of downsizing, as employees must cover the duties of the departed employee.
D)giving an employee a title which suggest he or she has more responsibility, but in fact does not.
E)expanding a job vertically.
Q2) Job rotation is defined as
A)changing jobs every month so as to keep the newness level high.
B)changing jobs every week so as to keep the newness level high.
C)an opportunity for employees to change jobs when they feel the need.
D)the systematic removal of employees and their replacement by new, energetic employees.
E)the periodic shifting of an employee from one task to another.
Q3) A telephone salesperson who must speak from a prepared script is an example of high autonomy.
A)True
B)False
Q4) Using examples, contrast job rotation, job enlargement and job enrichment.
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Chapter 6: Groups and Teamwork
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) "Is this group ready to decide about this?" This question is an example of
A)harmonizing.
B)compromising.
C)gatekeeping.
D)consensus testing.
E)elaborating.
Q2) "Is this group ready to decide about this?" This question is an example of consensus taking.
A)True
B)False
Q3) Frank was the leader of a team that was experiencing a lot of conflict. What would be the best approach to remedy this situation?
A)Limit the number of alternatives to consider
B)Debate on the basis of opinions rather than facts
C)Work with more information
D)Force a consensus
E)Avoid using humour
Q4) Conformity primarily leads to negative behaviour.
A)True
B)False
Page 8
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Chapter 7: Communication
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Sample Questions
Q1) The step(s)between a source and a receiver that result(s)in the transference and understanding of meaning is
A)the communication process.
B)understanding.
C)feedback.
D)encoding.
E)decoding.
Q2) Email in the workplace is
A)effective because it increases workplace productivity.
B)effective because it has channel richness.
C)effective because it is used only when needed.
D)effective because people are careful when crafting email messages.
E)effective because it is cost effective.
Q3) In 2013, ________% of CEOs had no social media presence.
A)12
B)28
C)36
D)57
E)68
Q4) Describe, using examples, four barriers to effective communication.
Page 9
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Chapter 8: Power and Politics
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Sample Questions
Q1) When Jing, your co-worker, demands and threatens that you must support his ideas on the marketing strategy, he is
A)making a personal appeal.
B)using pressure tactics.
C)using coalition tactics.
D)using exchange tactics.
E)making an inspirational appeal.
Q2) Perhaps the problem is not entirely due to Peter's lack of political activity and interest. Despite his high position in the company, Peter was unaware that the Human Resources department was actively choosing an director for the new department. Les knew, and discussed with senior managers his relevant skills and expertise in financial services, developed while completing his university degree. Compared to Les, Peter has low
A)referent power.
B)evaluation power.
C)high-performance power.
D)legitimate power.
E)expert power.
Q3) Describe the variety of political activities that people engage in within organizations.
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Page 10
Chapter 9: Conflict and Negotiation
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Sample Questions
Q1) When working on a team, Angela is effective, even though she often expresses disagreement with the perspectives and judgments of her peers regarding various tasks that they are discussing. This is an example of A)task conflict.
B)functional conflict.
C)relationship conflict.
D)destructive conflict.
E)process conflict.
Q2) The only desired outcome of a conflict is an equitable and fair agreement between the parties involved.
A)True
B)False
Q3) Gina knew that there was only a fixed amount of money available for new projects, so she knew that either she or her co-worker, who also had a project to propose for funding, would walk away unhappy. This is known as distributive bargaining.
A)True
B)False
Q4) Compare functional and dysfunctional conflict.
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Chapter 10: Organizational Culture
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136 Flashcards
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Sample Questions
Q1) Culture is most likely to be a liability when
A)it increases consistency of behaviour.
B)the environment is dynamic.
C)management is incompetent.
D)ethical behaviour is a focus.
E)culture is never a liability.
Q2) At work, Betty is able to understand what goals are important and which people are important by observing her company's repetitive activities, such as celebrations, announcements,etc. She is observing the company's A)artifacts.
B)beliefs.
C)rituals.
D)material symbols.
E)stories.
Q3) The following are forces that sustain organizational culture
A)training of employees and management and actions of senior executives.
B)career development activities and stakeholder equity.
C)training of employees and conferences on industry standards.
D)performance evaluation criteria and internet security systems.
E)conferences on industry standards and minimum payment legislation.
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Chapter 11: Leadership
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Sample Questions
Q1) Effective followers manage themselves well.
A)True
B)False
Q2) Which of the following qualities is NOT necessary for a person to be an effective follower?
A)experience and training
B)aspirations of leadership
C)rigid rules and procedures
D)intrinsically satisfying work
E)job provides its own feedback
Q3) Which of the following is NOT true of a charismatic leader?
A)They have a vision and the ability to articulate that vision.
B)They have behaviour that is out of the ordinary.
C)They are assertive and self-confident.
D)They are perceived as managers of the status quo.
E)They are perceived as being a change agent.
Q4) The key characteristic of servant leadership is being value-centered.
A)True
B)False
Q5) Explain the four cornerstones to ethical or moral leadership, giving examples.
Page 13
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Chapter 12: Decision Making, Creativity, and Ethics
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Sample Questions
Q1) Of the following, which best characterizes the satisficing decision-making process?
A)seeking an acceptable solution
B)following bounded rationality
C)using the decision confirmation process
D)searching for consistency
E)one which seeks optimization
Q2) A decision is the choice made from two or more alternatives.
A)True
B)False
Q3) After reflecting on his staff's decision-making abilities, James reaches the conclusion there are limitations on a person's ability to interpret, process and act on information. His opinion reflects
A)groupthink.
B)bounded rationality.
C)satisficing.
D)anchoring.
E)confirming.
Q4) Explain the group decision types of brainstorming and nominal group. Identify the strengths and weaknesses of each.
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Chapter 13: Organizational Structure
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Sample Questions
Q1) One major strength of the simple structure is that it is easy to maintain in any size.
A)True
B)False
Q2) Using examples, define and describe the advantages and disadvantages of the boundaryless organization.
Q3) Which of the following refers to the number of subordinates a manager can efficiently and effectively direct?
A)span of control
B)unity of command
C)chain of command
D)organizational chart
E)structure of command
Q4) If a job is highly formalized, it would NOT include
A)clearly defined procedures on work processes.
B)an explicit job description.
C)high employee job discretion.
D)a large number of organizational rules.
E)consistent and uniform output.
Q5) Explain how a wide or narrow span of control affects employee autonomy.
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Chapter 14: Organizational Change
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Sample Questions
Q1) You have decided to involve the sales personnel in planning for the change and in stocking appropriate new items. This method for overcoming resistance is referred to as
A)education and communication.
B)participation.
C)negotiation.
D)manipulation and co-optation.
E)facilitation and support.
Q2) Anna believes the biggest impediment to change in her organization is the built-in mechanisms that produce stability. These mechanisms are known as
A)group inertia.
B)individual inertia.
C)structural inertia.
D)security.
E)habit.
Q3) An advantage of participation in a process of change is that it overcomes resistance and gains commitment.
A)True
B)False
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