Human Resource Management
Pre-Test Questions
Course Introduction
Human Resource Management explores the strategic role of HR in organizations, focusing on processes related to recruitment, selection, training, development, compensation, performance management, and employee relations. The course examines how HR practices contribute to an organizations overall effectiveness and competitive advantage, as well as the legal and ethical considerations that impact HR policies. Students will gain practical knowledge in workforce planning, diversity management, and labor relations, while also developing skills to navigate challenges in a dynamic, global workforce.
Recommended Textbook
Organizational Behavior Improving Performance and Commitment in the Workplace 6th Edition
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16 Chapters
1931 Verified Questions
1931 Flashcards
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Page 2
Chapter 1: What Is Organizational Behavior?
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Which of the following examples shows an effective way of dealing with the international element of OB?
A) Nancy adjusted her approach with an employee from South Korea because he had different motivations than U.S. employees.
B) Hinata felt ashamed about discussing with her manager the difficulties of adjusting to American business practices.
C) Larry assumed the policies he used for his Chicago office would work equally as well in the new Tokyo branch.
D) Sean decided to ignore the international aspect of his work team because he did not want to play favorites.
E) Mario believes the principles of OB management are consistent in countries throughout the world.
Answer: A
Q2) Strategic management focuses on the product choices and industry characteristics that affect an organization's profitability.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Under management by objectives (MBO), employees meet with their manager in order to
A) evaluate one another's performance with regard to their respective positions.
B) ascertain whether the setting of goals or objectives is proceeding properly.
C) work out differences regarding their approaches to the job performance rating.
D) develop a set of mutually agreed-upon objectives that are measurable and specific.
E) create mutually agreeable subjective criteria for evaluating job performance.
Answer: D
Q2) ________ base(s) an employee's evaluations on whether the employee achieves specific performance goals.
A) Behaviorally anchored rating scales
B) Management by objectives
C) 360-degree feedback
D) Benchmarking
E) Forced ranking
Answer: B
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Chapter 3: Organizational Commitment
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Describe the different forms of physical withdrawal.
Answer: Physical withdrawal consists of actions that provide a physical escape, whether short-term or long-term, from the work environment. The following are types of physical withdrawal:
-Tardiness reflects the tendency to arrive at work late or leave work early.
-Long breaks involve longer-than-normal lunches, soda breaks, coffee breaks, and so forth that provide a physical escape from work.
-Missing meetings means employees neglect important work functions while away from the office.
-Absenteeism occurs when employees miss an entire day of work.
-Quitting is voluntarily leaving the organization.
Q2) ________ is a form of withdrawal in which employees appear to be working but are actually distracted by random thoughts or concerns.
A) Moonlighting
B) Cyberloafing
C) Socializing
D) Satisficing
E) Daydreaming
Answer: E
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5
Chapter 4: Job Satisfaction
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Sample Questions
Q1) According to the job characteristics theory, the degree to which the job requires completing a whole, identifiable, piece of work from beginning to end with a visible outcome is known as
A) responsibility for outcomes.
B) knowledge of results.
C) significance.
D) variety.
E) identity.
Q2) States of feeling that are often mild in intensity, last for an extended period of time, and are not explicitly directed at or caused by anything are known as A) emotions.
B) satisfaction.
C) moods.
D) withdrawal symptoms.
E) personality traits.
Q3) Define emotions. Identify five positive and five negative emotions. Give examples of two strong emotions you felt recently. What caused these emotions? Who were they directed at? How did you handle these emotions?
Q4) How is job satisfaction related to life satisfaction? Provide two examples.
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Chapter 5: Stress
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116 Verified Questions
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Sample Questions
Q1) Makayla was taking the trash out to the dumpster behind the bakery where she worked when she heard a loud noise. Just around the corner she saw her co-worker Narayan kicking at the brick wall and cursing under his breath. She asked him what was wrong, and he told her that his boss had denied his request for vacation even though it had been approved two months before. Narayan was told that due to the recent layoffs, they would be understaffed for the Thanksgiving holiday, and all previously approved vacation requests had been put on hold. Narayan was upset because this meant he would be unable to attend his cousin's wedding, where he was looking forward to seeing his extended family. Narayan's outburst is an example of ________ coping.
A) fear-based cognitive
B) emotion-focused cognitive
C) problem-focused cognitive
D) emotion-focused behavioral
E) problem-focused behavioral
Q2) Stressors can cause gastrointestinal system problems.
A)True
B)False
Q3) Explain the four broad categories of coping, and give an example of each.
Q4) Distinguish between a stressor and a strain, and give one example of each.
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Chapter 6: Motivation
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114 Flashcards
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Sample Questions
Q1) ________ is the energy rooted in the belief that work tasks contribute to some larger purpose.
A) Self-efficacy
B) Goal commitment
C) Goal setting
D) Vicarious experience
E) Psychological empowerment
Q2) For about five years, Lucy and Betty have been working for Bright Fires at the same level of management and doing similar kinds of work. Lucy has been focusing on setting specific and difficult goals for herself and believes that exerting a high level of effort will result in the successful performance in her job. On the other hand, Betty compares herself to different managers, such as Meg, who works for the competitor in a similar work position. Betty feels disheartened when she finds out that she is significantly underrewarded at Bright Fires. From Betty's view in this situation, Meg is a(n):
A) empowerment evaluator.
B) external comparison.
C) internal comparison.
D) cognitive distorter.
E) valence generator.
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Page 8
Chapter 7: Trust, Justice, and Ethics
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) An individual could argue that smashing a window to save a dog trapped in a hot car is defensible and ethical. This rationale is based on which of the following principles?
A) the ethics of rights
B) the ethics of duties
C) egoism
D) utilitarianism
E) virtue ethics
Q2) Benevolence is defined as the perception that the authority
A) wants to aid the trustor.
B) has a high degree of competence.
C) is the most qualified person for the job.
D) has acceptable values and principles.
E) believes in personal responsibility.
Q3) Employees gauge procedural justice by asking whether decision outcomes, such as pay, rewards, evaluations, promotions, and work assignments, are allocated using proper norms.
A)True
B)False
Q4) How do employees evaluate the fairness of an authority's decision making?
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Chapter 8: Learning and Decision Making
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) The entire process of reinforcement is a continuous cycle, and the repetition of behaviors is strengthened to the degree that reinforcement continues to occur.
A)True
B)False
Q2) ________ are simple, efficient rules of thumb that allow us to more easily make decisions.
A) Nonprogrammed decisions
B) Communities of practice
C) Selective perception
D) Stereotypes
E) Heuristics
Q3) When assumptions are made about others on the basis of their membership in a social group, this is
A) a fundamental attribution error.
B) social identity theory.
C) projection bias.
D) a stereotype.
E) satisficing.
Q4) Compare and contrast rational decision making and bounded rationality.
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Chapter 9: Personality and Cultural Values
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Sample Questions
Q1) Miriam is known as a person who is talkative. In the context of the Big Five taxonomy, the extraversion personality dimension best describes Miriam.
A)True
B)False
Q2) Quincy is always wondering about why things happen, how things work, and what would happen if something was different. He thinks of exciting possibilities that are often outside the box. He is described by his friends as classy and eloquent. Quincy is probably high on the trait of
A) openness to experience.
B) conscientiousness.
C) neuroticism.
D) extraversion.
E) introversion.
Q3) Holland's RIASEC model includes the personality dimensions of conscientiousness and neuroticism.
A)True
B)False
Q4) Describe each of the Big Five dimensions. Which dimension has the biggest influence on job performance? Explain.
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Chapter 10: Ability
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Sample Questions
Q1) Terry is a great college football player. He is so good, in fact, that next spring, he will enter the NFL draft. Much to his puzzlement, his buddy Andre tells him he better be ready for the Wonderlic. Explain what the Wonderlic Personnel Test is, and describe what type of questions Terry might be facing when he takes it.
Q2) Researchers recognize ________ types of cognitive ability.
A) 5
B) 12
C) 4
D) 6
E) 10
Q3) Hannah's manager just took credit for her hard work-again! She is so angry she throws her coffee cup across her office, sends off an angry e-mail to a client, and is rude to her assistant for the rest of the day. Hannah demonstrates a low level of "use of emotions," one of the factors in emotional intelligence.
A)True
B)False
Q4) Define emotional abilities. Identify and describe the four abilities related to emotional intelligence.
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Page 12
Chapter 11: Teams: Characteristics and Diversity
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Sample Questions
Q1) Willie's Beverage Bottlers formed several teams to plan and execute the 150<sup>th</sup> anniversary celebrations of the company. Over a period of two months, the teams organized events, oversaw logistics, and coordinated employee activities. The events that were planned were on a large scale and required a lot of input from the managers and production workers. These are examples of ________ teams.
A) work
B) action
C) project
D) parallel
E) management
Q2) Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks.
A)True
B)False
Q3) Task interdependence is one of the most important characteristics that distinguish True teams from mere groups of individuals.
A)True
B)False
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Chapter 12: Teams: Processes and Communication
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) In a project team at Kaizen International, everyone focuses on his or her specialty and what they do best. Members know exactly where they can go to get information when there are gaps in their knowledge, and this team produces synergistic results. This shows that the project team at Kaizen has an effective
A) staff validity.
B) mental model.
C) transactive memory.
D) potency.
E) hierarchical sensitivity.
Q2) A team's strong belief that it can be effective across a variety of situations reflects which of the following?
A) high potency
B) low decision informity
C) strong helping behavior
D) strong transactive memory
E) weak ambassador activities
Q3) What are team states? Identify and briefly describe the various team states discussed in the text.
Q4) Differentiate between team cohesion and potency.
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Chapter 13: Leadership: Power and Negotiation
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) Because it tends to result in negative feelings toward those that wield it, ________ power is generally regarded as a poor form of power to use regularly.
A) expert
B) reward
C) referent
D) coercive
E) legitimate
Q2) Power and influence can have a moderate positive effect on organizational commitment.
A)True
B)False
Q3) ________ is the ability to influence the behavior of others and to resist unwanted influence in return.
A) Force
B) Power
C) Centrality
D) Leadership
E) Ingratiation
Q4) Distinguish between distributive bargaining and integrative bargaining.
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Chapter 14: Leadership: Styles and Behaviors
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Sample Questions
Q1) Leaders who are high on initiating structure play a passive role in directing group activities and often fail to plan activities.
A)True
B)False
Q2) Which of the following statements is False about research findings related to the life cycle theory?
A) The theory's predictions are not supported for high readiness situations.
B) The theory's predictions are supported only for low readiness situations.
C) The shifting nature of its predictions has made scientific testing somewhat difficult.
D) Actual leaders use the recommended combinations more than 50 percent of the time.
E) Telling and selling behaviors are more effective when motivation and confidence are high.
Q3) Many of the correlations between traits and leadership are strong in magnitude when leader effectiveness serves as the outcome.
A)True
B)False
Q4) Describe the four leader decision-making styles with examples.
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Chapter 15: Organizational Structure
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Sample Questions
Q1) The more people under the control of one manager, the A) greater the decentralization.
B) wider the span of control.
C) taller the organizational structure.
D) shorter the chain of command.
E) greater the work specialization.
Q2) Which of the following statements is True about functional organization structure?
A) Small companies experiencing rapid growth are the only organizations to benefit from a functional structure.
B) One of the main disadvantages of the functional structure is the lack of work specialization.
C) Functional structures are extremely efficient when the organization as a whole has a relatively wide focus.
D) One of the main advantages of the functional structure is that it encourages communication across functions.
E) Functional structures are extremely efficient when the organization has fewer product lines or services.
Q3) Differentiate between mechanistic and organic structures.
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17
Chapter 16: Organizational Culture
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Sample Questions
Q1) Attraction and selection processes do not always align employees' personalities with organizational culture.
A)True
B)False
Q2) One of the main disadvantages of realistic job previews is that they are very expensive.
A)True
B)False
Q3) Which of the following involve(s) making sure a potential employee has an accurate picture of what working for an organization is going to be like by providing both the positive and the negative aspects of the job?
A) mentoring
B) reality shock
C) off-the-job training
D) realistic job previews
E) countercultures
Q4) Discuss the anticipatory stage of the socialization process.
Q5) Identify and describe the six major types of observable artifacts.
Q6) Discuss the understanding and adaptation stage of the socialization process.
Page 18
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