Human Resource Management
Pre-Test Questions
Course Introduction
Human Resource Management explores the strategies, policies, and practices that organizations utilize to attract, develop, motivate, and retain a productive workforce. This course covers key HR functions, including recruitment and selection, training and development, performance management, compensation and benefits, employee relations, and legal compliance. Emphasizing both theoretical foundations and practical applications, students will gain insights into managing diverse teams, fostering positive workplace cultures, and aligning human resource systems with organizational goals in a dynamic business environment.
Recommended Textbook Management An Integrated Approach 2nd Edition by Ranjay Gulati
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Page 2
Chapter 1: Introduction to Management
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Sample Questions
Q1) Leadership is defined as the ability to drive change and innovation through inspiration and motivation.
A)True
B)False
Answer: True
Q2) Harry, a top manager of an organization, clearly differentiated the tasks and responsibilities of his employees. Moreover, he emphasized that top-level executives should do the planning and lower-level executives should execute those plans. Identify the management technique used by Harry.
A) Bureaucratic organization structure
B) Human relations movement
C) Scientific management
D) Contingent view
Answer: A
Q3) A stakeholder is any group or individual who can affect or is affected by the achievement of an organization's purpose.
A)True
B)False
Answer: True
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Page 3
Chapter 2: The Global Business Environment
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Sample Questions
Q1) Which of the following is one of the primary goals of ASEAN?
A) Eliminating tariffs among countries
B) Easing travel of citizens and goods
C) Creating a single financial market
D) Ensuring peace and stability
Answer: D
Q2) _____ refers to the integration and interdependence of economic, technological, sociocultural, and political systems across diverse geographic regions.
A) Innovation
B) Globalization
C) Proliferation
D) Competition
Answer: B
Q3) Social values often pose a much lesser challenge than language barriers for a company wanting to expand globally.
A)True
B)False
Answer: False
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Chapter 3: Ethics and Corporate Social Responsibility
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Sample Questions
Q1) According to Kazuo Inamori, an employee in the first level of performance would
A) neglect morality to gain economic benefits.
B) achieve results with a challenging spirit and positive attitude.
C) fail to achieve any sustainable results.
D) enjoy successful results without positive efforts.
Answer: B
Q2) Which of the following is a feature of firms practicing corporate social responsiveness?
A) They stick to a rigid organizational plan, irrespective of the conditions.
B) They keep the needs of stakeholders on the back burner and concentrate on social issues.
C) They seek to influence employee behavior by controlling employee interaction inside the organization.
D) They monitor and assess environmental conditions on a constant basis.
Answer: D
Q3) In business, members of a partnership are fiduciaries to one another.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Introduction to Strategy
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Sample Questions
Q1) "To make bikes that allow riders of all ages and abilities to experience the joy of riding" is an example of A) strategy.
B) mission.
C) vision.
D) tactic.
Q2) Foodies, a food manufacturing company, made plans to either open a new outlet in Berylia, a country where the majority are low-income families, or Erbia, a country where the majority of the people belong to high-income families. It finally decides to open a new outlet in Berylia by offering products with reduced cost as the demand for its product is greater in Berylia. This scenario is an example of _____ in defining a strategy.
A) making trade-offs
B) creating fit among activities
C) choosing a set of activities
D) developing objectives
Q3) Define vision, mission, and objectives. What are the benefits provided by effective mission statements?
Q4) Briefly describe the use of strategy by the Roman military leaders.
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Page 6
Chapter 5: Business-Level Strategy
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Sample Questions
Q1) Many people in large cities are starting to use Uber to find rides. The taxi industry in these cities is facing
A) the bargaining power of suppliers.
B) the bargaining power of customers.
C) rivalry among existing competitors.
D) the threat of substitutes.
Q2) Which of the following belongs to the primary activities of a firm's value chain?
A) Technological development
B) Human resource management
C) Firm infrastructure
D) Marketing and sales
Q3) Which of the following is one of the generic strategies through which a manager can create a firm's competitive advantage?
A) Global strategy
B) Market-entry strategy
C) Transnational strategy
D) Differentiation strategy
Q4) Outline the features of SWOT analysis.
Q5) Briefly describe the 5-Forces Model.
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Chapter 6: Corporate-Level Strategy
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Sample Questions
Q1) A film production company purchases a television network to guarantee its shows will be aired. This is an example of
A) unrelated diversification.
B) backward vertical integration.
C) forward vertical integration.
D) backward horizontal integration.
Q2) According to one key study, performance increases as firms change from related diversification to unrelated diversification.
A)True
B)False
Q3) XYZ Company has physical assets that are not being used to full capacity, and it has a strong brand name that it could use to leverage its assets. To grow, XYZ Company will likely pursue
A) related diversification.
B) single-product diversification.
C) unrelated diversification.
D) vertical integration.
Q4) Why do managers pursue diversification strategies?
Q5) Discuss the results of diversification.
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Chapter 7: Organizational Design
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Sample Questions
Q1) Behaviorists are those who support a more open organizational structure where roles and responsibilities are loosely defined.
A)True
B)False
Q2) Of the five activities that make a firm customer-centric, coordination involves
A) using informal methods such as culture and incentives to encourage people in the organization to come together in the spirit of serving customers.
B) developing relationships with parties outside a firm to increase the value of the firm's offerings.
C) helping employees at a firm develop the right skills needed to better serve customers.
D) creating structural mechanisms at a firm that allow employees across silos to organize their activities to focus more exclusively on creating value for customers.
Q3) As firms expand and grow in complexity, they are likely to reorganize into a functional structure.
A)True
B)False
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Chapter 8: Organizational Culture
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Sample Questions
Q1) Identify the different levels of a firm's culture and their specific attributes.
Q2) Which of the following is a characteristic of an organization's culture?
A) Culture is unchangeable.
B) Culture is unrelated to performance.
C) Culture is dynamic.
D) A company's culture can be easily copied by competitors.
Q3) Which of the following levels of organizational culture refers to the visible organizational structures, processes, and languages?
A) Artifacts
B) Values
C) Assumptions
D) Beliefs
Q4) Once a behavior has become an assumption, it is even more visible.
A)True
B)False
Q5) Strong cultures lead to increased performance in both stable and turbulent environments.
A)True
B)False
Q6) Evaluate the importance of culture in mergers and acquisitions.
Page 10
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Chapter 9: Managing Human Capital
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Sample Questions
Q1) Trend Publishing Inc. sends its typesetting activities to a contractor in Indonesia. Trend is
A) offsourcing.
B) customizing.
C) offshoring.
D) downsizing.
Q2) After a recent downsizing, Joe's work responsibilities significantly increased. Joe felt guilty and resentful and became self-absorbed and risk adverse. Joe was suffering from A) survivor syndrome.
B) MBO.
C) post-downsizing disorder.
D) outsourcing envy.
Q3) What are the benefits of internal recruitment?
Q4) The factor that distinguishes job-based pay from skill-based pay is that job-based pay policies
A) are often used in organizations with lower hierarchical structures.
B) are often used in organizations where tasks are narrowly defined.
C) require individuals to use their personal judgment to make decisions.
D) tend to be best suited for organizations with more decentralized authority.
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Chapter 10: Performance Management
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Sample Questions
Q1) Describe the two primary areas in which leaders take corrective action.
Q2) Explain the four key activities of the control cycle.
Q3) The managers of Z-Cosmetics, after identifying key measurements, decided to set performance targets for their business. In order to fulfill the purpose, they adopted a process that required management to collect data from Color Cosmetics, a leading manufacturer in the industry. The managers of Z-Cosmetics believed that adopting the best practices across the industry would help them achieve their goals more effectively. Identify the process used by Z-Cosmetics to set performance targets.
A) Activity-based costing
B) Benchmarking
C) Total Quality Management
D) Budgeting
Q4) Which of the following questions should the managers address as they design control systems?
A) What it is?
B) Who should design?
C) How to design?
D) Is it relevant?
Q5) Discuss TQM, Six Sigma, and ISO 9000.
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Chapter 11: Organizational Change
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Sample Questions
Q1) Organizations that focus on both sustainable and disruptive technologies often make bad decisions concerning disruptive innovations.
A)True
B)False
Q2) Which of the following statements best describes sustainable technologies?
A) They focus on developing overall scale economies and global efficiency instead of catering to local tastes.
B) They improve the performance of established products, along the dimensions of performance that mainstream customers in major markets have historically valued.
C) They are the processes that organizations go through to better achieve their purpose by adapting themselves according to internal phenomena.
D) They are the innovative forces that usually appear in market peripheries and have attributes that only a small portion of the population currently value.
Q3) Outline the key aspects of organizational change.
Q4) Discuss the factors causing resistance to organizational change.
Q5) List the characteristics of successful change leaders.
Q6) Briefly describe the change process.
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Page 13
Chapter 12: Leadership in Organizations
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Sample Questions
Q1) _____ skills enable a leader to gather and process large amounts of information, create suitable strategies, solve problems, and make correct decisions.
A) Research
B) Technical
C) Financial
D) Cognitive
Q2) Which of the following statements about the managerial grid is true?
A) It holds that task-oriented and relations-oriented behaviors are at two ends of the same spectrum.
B) It holds that the quality of leadership style depends on the level of each behavior portrayed.
C) It holds that a leader's personal history and knowledge can seldom influence his or her style.
D) It holds that effective leaders should exhibit either task-oriented or relations-oriented leadership styles.
Q3) Define transactional and transformational leadership styles. Identify their components.
Q4) Discuss the darker side of charismatic leadership.
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Page 14
Chapter 13: Becoming a Leader: Knowing Yourself
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Sample Questions
Q1) Which of the following individuals demonstrates internal locus of control?
A) Maria, an athlete, believes it was only because of her weak opponents that she was able to win the competition.
B) Monica, who is looking forward to something really important, is very anxious due to her perceived lack of control over the situation.
C) Tim, an employee who recently got promoted, thanks his manager and feels that he is lucky to be promoted.
D) William, a student, strongly believes that by applying extra effort and working hard he will be able to score good marks.
Q2) Sean was very rude at a team meeting when he was slightly inconvenienced by a new team member. Sean showed a lack of _____ intelligence.
A) cultural
B) emotional
C) contextual
D) analytical
Q3) The ability to communicate effectively with others is called self-awareness.
A)True
B)False
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Chapter 14: Power and Influence
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Sample Questions
Q1) List four of the factors that are required for sustaining power.
Q2) Mark, an employee, belongs to the marketing department in an organization. However, he often interacts with people in all other departments including top management, which has helped him improve professionally and personally. By maintaining many informal networks within the organization, he manages to get his job done more effectively than others. From this description, it can be inferred that Mark demonstrates _____ power.
A) positional
B) relational
C) referent
D) coercive
Q3) Outline the different forms of interpersonal power.
Q4) In an increasingly heterogeneous workplace, differences of opinion become more apparent and overt disagreement is more likely to take place.
A)True
B)False
Q5) Define the terms leadership, power, and influence.
Q6) Describe the different influence styles.
Q7) Briefly describe the reactions to power.
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Chapter 15: Decision Making
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Sample Questions
Q1) The classical model of decision making seeks to maximize economic or other outcomes using a rational choice process.
A)True
B)False
Q2) The bounded rationality framework contends that individuals make decisions under conditions of certainty.
A)True
B)False
Q3) Describe confirmation bias.
Q4) Intuitive decision making often emerges from subconscious activity.
A)True
B)False
Q5) The board's decision to relocate company headquarters to another state was most likely a(n) _____ decision.
A) emotional
B) programmed
C) intuitive
D) nonprogrammed
Q6) Outline heuristics and its types.
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Chapter 16: Conflict and Negotiation
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Sample Questions
Q1) Which of the following situations is the best example of an interpersonal conflict?
A) An organization's marketing team had a conflict with the production team due to the delay in the arrival of finished products.
B) The employees in an organization had a conflict with their employer for not improving their work environment, which is highly hazardous and unhygienic.
C) Jane and Jack, executives of a firm's finance department, had a conflict with their teammate, John, who failed to submit an important report on time.
D) A cosmetics manufacturing company had a conflict with its competitor when the competitor made false negative statements about the company's products.
Q2) In a distributive negotiation, the terms that need to be negotiated are experienced as limits by both parties.
A)True
B)False
Q3) What is interpersonal and intergroup conflict? Outline the theories explaining intergroup conflict.
Q4) How are disagreements resolved?
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18
Chapter 17: Leading Teams
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Sample Questions
Q1) A(n) _____ is defined as a group of two or more people with complementary skills who are committed to working together to achieve a specific objective.
A) unit
B) system
C) team
D) silo
Q2) Which of the following is a characteristic of teams?
A) They deal with simple tasks.
B) Members work independently on tasks.
C) They have clear task objectives.
D) There is no specific timeline for task completion.
Q3) Describe manager-led teams.
Q4) Although conformity may speed up the decision-making process, it often results in less than ideal or even negative outcomes.
A)True
B)False
Q5) It is not necessary for effective teams to satisfy their team members.
A)True
B)False
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Chapter 18: Motivation
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Sample Questions
Q1) Discuss the process theories of motivation.
Q2) In contrast to intrinsic motivation, extrinsic motivation is derived from aspects of "doing the job."
A)True
B)False
Q3) The study of the incentives and needs that motivate people to perform in a certain way are called _____ theories of motivation.
A) content
B) path-goal
C) reinforcement
D) process
Q4) The acronym ERG in Alderfer's theory of motivation refers to A) existence, relatedness, and growth.
B) empowerment, reliance, and greatness.
C) engagement, responsibility, and governance.
D) employment, recognition, and gain.
Q5) Unlike Maslow, Alderfer believed that individuals could pursue multiple needs at once.
A)True B)False
Page 20
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Chapter 19: Communication
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Sample Questions
Q1) Which of the following individuals is the best example of an empathetic listener?
A) Sheila often reacts to the speaker by showing concern and attempts to share feelings and offer counseling.
B) Maria usually avoids making any verbal or nonverbal responses when someone else is talking.
C) Erick tends to respond to speakers vocally when they say things with which he agrees.
D) During presentations, James consciously tries to focus on what the speaker is saying.
Q2) _____ refers to the amount of control an individual attempts to exercise in communication situations.
A) Motivation
B) Negotiation
C) Persuasion
D) Directness
Q3) Define interpersonal communication. List the core components of communication.
Q4) Define communication style. Identify its dimensions.
Q5) Briefly describe communication networks.
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21
Chapter 20: Networking
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Sample Questions
Q1) Raj and Lee are both connected to Bob, but Raj and Lee are not connected to each other. From this scenario we can infer that
A) Raj and Lee are redundant contacts.
B) Bob is a structural hole.
C) Bob is a broker.
D) Bob is a boundary spanner.
Q2) Which of the following statements about the strength of ties is true?
A) Weak ties are effective in sharing information, and they often provide redundant information.
B) Unlike strong ties, weak ties provides individuals with exposure to novel information.
C) Trust, larger time commitments, and similar interests are features of weak ties.
D) Strong ties serve as bridges and are more likely to link members of dissimilar groups than are weak ones.
Q3) Define centrality and its conceptions.
Q4) Define networking. How can one build diverse networks?
Q5) Briefly describe the strength of ties.
Q6) What are networking clubs? What are their purpose and how do they differ?
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Page 22