Human Resource Management Review Questions
Course Introduction
Human Resource Management explores the strategies, policies, and practices involved in attracting, developing, motivating, and retaining an organization's workforce. This course covers key areas such as recruitment and selection, training and development, performance management, compensation and benefits, employee relations, and legal issues in employment. Through case studies and practical exercises, students gain an understanding of how effective human resource management contributes to organizational success and learn to address contemporary challenges in managing people within diverse and dynamic work environments.
Recommended Textbook
Organizationl Behavior Emerging Knowledge Global Insights 4th Edition by Steven McShane
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15 Chapters
1451 Verified Questions
1451 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organisational Behaviour
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) Twice each year,a major car parts manufacturer brings together production and engineering specialists from its eight divisions to discuss ideas,solutions and concerns.This helps to minimise the 'silos of knowledge' problem that exists in many organisations.This practice is primarily an example of:
A) Relationship capital
B) Experimentation
C) Knowledge sharing
D) Documentation
Answer: C
Q2) Companies 'manage' knowledge by:
A) Extracting information and ideas from the external environment and through experimentation
B) Ensuring that knowledge is shared throughout the organisation
C) Ensuring that employees effectively use the knowledge available to them
D) All of the options listed here are correct
Answer: D
Q3) Education is a primary category of surface-level diversity.
A)True
B)False
Answer: False
Page 3
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Chapter 2: Individual Behaviour, Personality and Values
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) The ideal situation in organisations is to have employees whose values are perfectly congruent with the organisation's values.
A)True
B)False
Answer: False
Q2) People with high collectivism:
A) Accept unequal distribution of power
B) Also have low individualism
C) Value harmonious relationships in the groups to which they belong
D) Value thrift,savings and persistence
Answer: C
Q3) Ability includes which of these?
A) Aptitudes and learned skills
B) Natural aptitude and intensity
C) Persistence and direction
D) Intensity and learned capabilities
Answer: A
Q4) What determines an individual's personality?
Answer: Both nature and nurture determine an individual's personality.
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Chapter 3: Perceiving Ourselves and Others in Organisations
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90 Verified Questions
90 Flashcards
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Sample Questions
Q1) Consistency,consensus and distinctiveness are:
A) Three elements of behaviour modification
B) Three elements of the selective attention process
C) The three rules determining whether to make an internal or external attribution
D) Three of the four quadrants in the Johari Window
Answer: C
Q2) Mental models cause us to:
A) Perceive events as though people are acting on a theatrical stage
B) Select and organise stimuli in ways that are consistent with our broad world views
C) Believe the behaviour of others is caused more by their ability or motivation than the situation
D) Perceive ourselves as members of several groups that are different from people in other groups
Answer: B
Q3) The four areas of the Johari Window are open,closed,internal and external.
A)True
B)False
Answer: False
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Chapter 4: Workplace Emotions, Attitudes and Stress
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87 Verified Questions
87 Flashcards
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Sample Questions
Q1) Someone who works in a so-called 'high-stress job' might experience the same level of stress as someone who works in a low-stress job.
A)True
B)False
Q2) Which of the following statements about emotions is FALSE?
A) We continuously experience an emotion for days or weeks at a time
B) We experience emotions psychologically
C) We experience emotions physiologically
D) Emotions create a state of readiness
Q3) Stress is a physiological and psychological condition that prepares us to adapt to:
A) Relaxed environmental conditions
B) Hostile environmental conditions
C) Consumer resources
D) Conscious evaluations
Q4) Three employees believe that their pay is too low,yet one of them quits,the second complains to management about the low pay and the third does nothing.Explain why these employees engaged in different behaviours even though they held the same beliefs about their pay cheques.
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Chapter 5: Foundations of Employee Motivation
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74 Verified Questions
74 Flashcards
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Sample Questions
Q1) One disadvantage of other need theories over Maslow's needs hierarchy theory is that they assume that everyone has the same needs hierarchy.
A)True
B)False
Q2) Balanced scorecards are used mainly to measure performance of production employees.
A)True
B)False
Q3) The challenge facing organisational leaders is that most employees aren't very:
A) Defined
B) Honest
C) Engaged
D) Active
Q4) One way to increase employee motivation by improving the P-to-O expectancies is to:
A) Measure employee performance accurately
B) Convince employees that they are able to accomplish the task
C) Select employees with the required skills and knowledge
D) Provide sufficient time and resources to perform the task
Q5) Describe McClelland's three needs for achievement.
Page 7
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Chapter 6: Applied Performance Practices
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97 Verified Questions
97 Flashcards
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Sample Questions
Q1) How have our ideas about ways of improving work effectiveness through job design changed?
Q2) Job specialisation usually reduces the employee's work efficiency.
A)True
B)False
Q3) Mental imagery excludes visualising completion of a task.
A)True
B)False
Q4) What is meant by job specialisation and what are some of the benefits and problems associated with this practice?
Q5) Job enrichment usually:
A) Reduces product and service quality
B) Increases error rates and defects
C) Reduces job satisfaction among qualified employees with high growth need strength
D) None of the options listed here is correct
Q6) Forming natural work units tends to increase task identity and task significance.
A)True
B)False
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Chapter 7: Decision Making and Creativity
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Sample Questions
Q1) Employee involvement tends to weaken synergy in the decision-making process.
A)True
B)False
Q2) The rational choice paradigm assumes that decision makers have limited information-processing capabilities and engage in a limited search for alternatives.
A)True
B)False
Q3) How does the concept of heuristics help us to understand how non-conscious reasoning can bias our perception of probabilities about outcomes?
Q4) Employees tend to be more creative when they:
A) Avoid risk-taking
B) Enjoy abiding by rules and status
C) Have a high need for social approval
D) Have none of these characteristics
Q5) The benefits of employee involvement increase with:
A) The routineness and similarity of the problem or opportunity
B) Management's knowledge of the situation
C) The standardisation and repetitiveness of the problem or opportunity
D) The novelty and complexity of the problem or opportunity
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Chapter 8: Team Dynamics
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Two important elements of the team's environment are the team's size and composition.
A)True
B)False
Q2) Trust can also be understood in terms of its foundations which relate to:
A) Identification
B) Calculus
C) Knowledge
D) All of options listed here are correct
Q3) What are the 5 Cs that describe the characteristics or behaviour of effective team members?
Q4) Reward systems,communication systems and physical space are three elements of the organisational and team environment.
A)True
B)False
Q5) Building a good professional network used to involve attending local meetings and wider based conferences.This has all changed dramatically for individuals and for organisations which are also now promoting new ways of networking.Explain.
Q6) What is electronic brainstorming?
Page 10
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Chapter 9: Communicating in Teams and Organisations
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94 Verified Questions
94 Flashcards
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Sample Questions
Q1) Responding,the third component of listening,is feedback to the sender which:
A) Promotes active listening
B) Creates ideas
C) Motivates and directs the speaker's communication
D) Clarifies the message
Q2) Language differences represent one of the most obvious cross-cultural communications challenges.
A)True
B)False
Q3) A large national sales organisation has concluded that active listening is a critical factor in successful sales and customer satisfaction.The company now wants you to design a training program that teaches sales staff the main components of active listening.Discuss a specific training activity that would potentially improve the salespeople's performance in each of the three components of active listening.Your answer should also briefly describe the three components of active listening.
Q4) Information overload occurs when a person's information-processing capacity exceeds the job's information load.
A)True
B)False
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Chapter 10: Power and Influence in the Workplace
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93 Verified Questions
93 Flashcards
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Sample Questions
Q1) A manager's legitimate power over subordinates exists when:
A) The organisation grants formal authority over the employees
B) The manager is able to reward or punish the employees
C) Employees agree to let the manager have power over them
D) The organisation grants formal authority AND employees agree to let the manager use this authority
Q2) People are more persuasive when they rely on logical arguments and avoid emotional appeals.
A)True
B)False
Q3) When the issue is extremely important to listeners,the speaker's personal characteristics are more important than the message content in persuading listeners.
A)True
B)False
Q4) The right to control information flow in the organisation is a form of legitimate power.
A)True
B)False
Q5) Explain the important contingencies of power.
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Chapter 11: Conflict and Negotiation in the Workplace
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96 Verified Questions
96 Flashcards
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Sample Questions
Q1) Negotiators tend to be more competitive and less willing to give concessions when their audience directly observes the negotiations.
A)True
B)False
Q2) The modern perspective on conflict is that an optimal level exists which is beneficial to the organisation.
A)True
B)False
Q3) Conflicts tend to be higher when rules and procedures exist.
A)True
B)False
Q4) When conflict reduces each side's motivation to communicate,they rely more on stereotypes to reinforce their perceptions of the other side.
A)True
B)False
Q5) The lowest risk of conflict tends to occur in reciprocal interdependence situations.
A)True
B)False
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Chapter 12: Leadership in Organisational Settings
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) One problem with path-goal theory is that it is an extremely simple model of leadership relative to other leadership theories.
A)True
B)False
Q2) Suppose that you are the new supervisor of a unit of employees who work in non-routine jobs.These employees are highly experienced and confident in their work.According to path-goal theory,which leadership style would be most appropriate in this situation?
A) Directive
B) Participative
C) Supportive
D) Abusive
Q3) The emerging expectations of effective leaders are inconsistent with how many women prefer to lead.
A)True
B)False
Q4) Briefly discuss Fiedler's contingency model in leadership.In what ways is Fiedler's model limited?
Q5) Are transformational leaders charismatic leaders?
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Chapter 13: Organisational Structure
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106 Flashcards
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Sample Questions
Q1) What is a divisional structure? List the three categories and provide an example of each.
Q2) Coordination of work activities is required:
A) Whenever there is division of labour
B) Only in team-based organisations
C) Whenever the organisation has more than approximately 100 employees
D) Only when organisations operate in complex environments
Q3) Companies are more likely to form network structures when:
A) They want to minimise the effects of market forces for their resources
B) They want to maximise control over manufacturing and other business processes
C) They operate in an environment where technology is changing quickly
D) They want to keep as many skills and core competencies in-house as possible
Q4) The idea that an organisation interacts with its environment (rather than being totally determined by it)is summed up in the phrase:
A) Structure follows strategy.
B) Feasibility breeds analysability.
C) Coordination through standardisation.
D) Strategy follows structure.
Q5) Discuss the demerits of delayering.
Q6) Briefly explain concurrent engineering with a suitable example.
Page 15
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Chapter 14: Organisational Culture
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Reality shock occurs on or before the first day of work.
A)True
B)False
Q2) Sensemaking is a form of social control that influences employee decisions and behaviours.
A)True
B)False
Q3) At meetings of a major consumer products firm,employees habitually stand up when the most senior executive at the meeting enters the room.This practice represents:
A) Evidence that the meeting has employees who hold countercultural values
B) Evidence that the company has an adaptive culture
C) A ritual that probably symbolises the organisation's dominant culture
D) A form of deculturation that eventually undermines the organisation's dominant culture
Q4) Subcultures are groups of employees whose values are opposed to the organisation's dominant values.
A)True
B)False
Q5) What is the integration perspective in an organisation culture?
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Chapter 15: Organisational Change
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) To reduce the restraining forces,which of the following should be applied in the order presented?
A) Communicate,negotiate,involve
B) Coerce,negotiate,manage stress
C) Learning,involve,communicate
D) Communicate,learning,involve
Q2) Increasing the restraining forces and reducing or removing the driving forces would:
A) Make the change process more difficult to implement
B) Remove any resistance to change
C) Have no effect on the change process
D) Give the change agent more power in the change process
Q3) A large hotel is experiencing conflict and organisational politics among its managers.The hotel's customer service ratings are suffering,so managers are pointing to other departments as the cause of the problem.The conflicts and politics are further contributing to the customer service problems.The CEO of this hotel wants to apply the appreciative inquiry process to improve this situation.Describe the four stages of appreciative inquiry and describe what should happen in each stage.Be sure that your answer describes the appreciative inquiry process in the context of this hotel.
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