Human Resource Management Review Questions
Course Introduction
Human Resource Management explores the principles, strategies, and practices involved in effectively managing people within organizations. The course covers key topics such as recruitment and selection, employee training and development, performance appraisal, compensation management, labor relations, and employment law. By examining both theoretical frameworks and practical approaches, students will gain insights into how HR professionals contribute to organizational success through workforce planning, fostering a positive work environment, ensuring legal compliance, and aligning human capital with business objectives. This course prepares students for roles in HR and provides essential knowledge for anyone looking to manage teams or lead organizations.
Recommended Textbook
Contemporary Organizational Behavior 1st Edition by Kimberly D. Elsbach
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Page 2
Chapter 1: Introduction to Organizational Behavior
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Sample Questions
Q1) If we were interested in studying an organization from a financial perspective, which of the following would we analyze?
A) Supply and demand
B) Company stock
C) Cash flow
D) External market influences
Answer: C
Q2) The focus of organizational behavior is on ________.
A) Productivity
B) People in organizations
C) Leading and leadership processes
D) Efficiency
Answer: B
Q3) You can apply your knowledge of organizational behavior when you are ________.
A) A CEO
B) A manager
C) A front line employee
D) All of the above
Answer: D
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Page 3
Chapter 2: Individual Characteristics
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Sample Questions
Q1) A student received a poor grade on an exam. Which thought will the student have if they have a high internal locus of control?
A) "I don't care about that class so it really doesn't bother me."
B) "I am not good in that subject. It's not in my major and I'm only taking it because I have to."
C) "I am going to change my study habits so that I can improve on the next exam."
D) "The teacher never taught us that material, so it's no surprise my grade was bad."
Answer: C
Q2) Which model would identify the groups of competencies needed for high performance by the employees at a sales firm?
A) Organization-wide competency model
B) Function-based competency model
C) Role-based competency model
D) Job-based competency model
Answer: A
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4
Chapter 3: Learning
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Sample Questions
Q1) How has the paradigm shift in the conception of learning changed the role of behavioral changes in the learning process?
Answer: Learning used to be signified by a change in behavior. However, now researchers have determined that merely changing one's behavior does not demonstrate learning, but learning is instead defined as the act of gathering, generating, processing, and acting on knowledge. Thus, with the new conception of learning a change in behavior could signal that learning has taken place, but there are cognitive processes that must also have taken place.
Q2) A team using action learning to solve a problem will engage in which step last?
A) Refine the problem
B) Seek further clarification
C) Gather multiple perspectives
D) Solution implementation
Answer: D
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Chapter 4: Perception
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Sample Questions
Q1) Which of the following can be used to more effectively manage the perceptual process?
A) Critical reflection process
B) Perception and attribution
C) Selective attention and perception
D) Self-serving bias
Q2) What is a benefit of not perceiving all stimuli in your environment?
A) You can think about other things while listening to your manager speak
B) You can interpret relevant things and only perceive them
C) You would be overwhelmed by perceiving everything
D) You can always focus your attention on the most important things
Q3) Which of the following is not a stage in the critical reflection process?
A) Identifying the influence of values and beliefs
B) Aligning new behaviors with values
C) Determining different possibilities
D) Considering behaviors needed to achieve future goals
Q4) As a manager, could you use the self-fulfilling prophecy to improve your subordinate's performance? Why or why not?
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6
Chapter 5: Leadership
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Sample Questions
Q1) Which of the following is a true statement?
A) A manager can be a leader
B) A leader can be a manager
C) A manager can't be a leader
D) All of the above
Q2) Leaders ________ and managers ________.
A) Create the vision; accomplish goals in plans
B) Inspire people; force people
C) Use intrinsic motivation to lead; use extrinsic motivation to manage
D) Are intrinsically motivated; are extrinsically motivated
Q3) Which factor does path-goal theory suggest is more important than the capability of the individual leader when determining leadership success?
A) Ability to set goals
B) Ability to influence followers to reach goals
C) Access to external resources
D) Being intrinsically motivated
Q4) What are the four critical leadership issues and challenges facing contemporary organizations? Provide at least one reason why each of these issues are important to address.
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Chapter 6: Motivation
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Sample Questions
Q1) An organization gives a 1% raise to everyone annually, and many employees are upset by this practice, so they have no motivation to work hard. Why are employees upset and unmotivated?
A) The practice is not consistent with an optimal experience
B) The amount of the raise is too small; a raise of at least 3% is needed to motivate
C) Everyone is treated the same; no distinction is made based on performance
D) There is no communication about why everyone gets a 1% raise
Q2) When does the strategy of talent management influence employees?
A) Before a candidate applies
B) Through employment branding media campaigns
C) Throughout their career with the company
D) All of the above
Q3) Which theory of motivation is based in large part on the perception and evaluation of yourself and others?
A) Equity theory
B) Social exchange theory
C) Two factor theory
D) All of the above
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Chapter 7: Persuasion, Influence, and Impression Management
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Sample Questions
Q1) How can you successfully claim your bags and get a taxi after getting off a flight in a foreign country where you don't know the language?
A) Persuasion of officials
B) Commitment to consistent actions
C) Use social proof and follow the actions of other travelers
D) Direction by those you assume have authority
Q2) When an employee becomes empowered, what type of power have they gained?
A) Expertise
B) Experience
C) Personal
D) Autonomy
Q3) How are social power and persuasion tactics related?
A) Social power provides the basis for persuasion tactics
B) Social power only provides leverage for the social persuasion tactics
C) Social power is the ability to effectively use persuasion tactics
D) Social power comes from position and persuasion tactics
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Chapter 8: Decision Making
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Sample Questions
Q1) What is meant by recommending that decision makers should focus on resilience?
A) Emotionally rebounding from poor decisions quickly
B) Learning from your mistakes so you don't make them again
C) Identify areas that may be problematic as you apply your solution and develop plans to address each before you begin
D) Prepare a plan B before you begin
Q2) The last recommendation for improving naturalistic decision making is "decision makers should put less emphasis on organizational decision making structures and more emphasis on training decision makers who have expertise to look at a situation in its entirety." What should organizations do to implement this suggestion?
Q3) What is the behavioral economics approach?
A) The approach that represents behavior demonstrated when people decide economic problems
B) The approach that investigates why people predictably make irrational decisions
C) The approach that was named after the Nobel prize winning economic developers
D) The approach that measures behaviors economically and attempts to account for the way people actually make decisions
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Chapter 9: Groups and Teams
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Sample Questions
Q1) According to Tuckman's model, what changes at each level of group development?
A) Feelings of interconnectedness
B) Group norms
C) Group satisfaction
D) Leader workload
Q2) Which of the following statements about groups and teams is correct?
A) A team is always a group but a group isn't always a team
B) A group operates independently but a team almost always operates in the larger organizational context
C) A team will have an assigned leader but a group will have an emergent leader
D) A group's function is social while a team's function is work
Q3) Which of the following does Tuckman's five-stage model explain particularly well?
A) Explain how psychological norms develop in a group
B) Explain how behavior changes over time spent working together
C) Predict behaviors and contributions of group members at different points in the project
D) Explains how group members influence one another over time
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11
Chapter 10: Conflict and Negotiation
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Sample Questions
Q1) What is the preferred medium of communication for negotiations?
A) Online chat
B) Text
C) Face-to-face
D) Email
Q2) A graduate in his first professional job is attempting to climb the ladder quickly without consideration for others' perspectives or feelings. He won't tolerate anyone getting in his way. Based on this employee's attitude, what type of conflict style will he likely use in the workplace?
A) Competing
B) Collaborating
C) Compromising
D) Accommodating
Q3) Which of the following statements about cognitive framing is true?
A) Individuals have unique cognitive frames
B) Individuals working in the same department will have similar cognitive frames
C) Individuals with good working relationships will have similar cognitive frames
D) Individuals working on different teams but in the same department will have similar cognitive frames
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Page 12
Chapter 11: Diversity and Communication
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Sample Questions
Q1) Evidence shows that diverse work groups make better decisions when group members hold three feelings or beliefs. Which of the following is not one of these beliefs?
A) Group members feel they are valued and respected
B) Group members feel they have a good role diversity
C) Group members share a viewpoint that their work is significant
D) Group members hold strong interpersonal relationships
Q2) Organizations value the diversity of individuals in which key areas?
A) Experience, background, perspective
B) Training, critical thinking, background
C) Contribution, perspective, work ethic
D) Integrity, skills, perspective
Q3) Differences in communication can be present in all of the following situations except ________.
A) Selection interview
B) Work within a cohesive group
C) Performance appraisal
D) All of the above
Q4) Why is the component of storytelling particularly useful when communicating a core message to large, diverse audiences? Explain your answer.
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Chapter 12: Culture
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Sample Questions
Q1) Which of the following is not a primary subculture found in organizations?
A) Productive
B) Executive
C) Operational
D) Professional
Q2) As an expatriate getting ready for your first assignment, understanding as much as possible about the host country's culture is essential. Why? Provide at least two examples based on different cultural dimensions.
Q3) You are considering applying to the Delphi Corp., but you want to be a good cultural fit with the organization. You scour their website and conclude they are a formal professional organization with high expectations. You don't want to work in such a high pressure uptight organization, so you decide to continue your job hunt. How were you able to draw conclusions about Delphi's culture?
A) Studying their espoused values
B) Skyping with the HR manager
C) Examining artifacts on their website
D) Applying the iceberg metaphor for studying their culture
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14
Chapter 13: Change, Innovation, and Stress
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Sample Questions
Q1) Organizational change focuses change efforts on which of the following?
A) Planned or unplanned changes
B) Rapid or incremental changes
C) Structure, process, or outcome
D) Culture, hierarchical structure, or innovation
Q2) When implementing Lewin's three-step model, when do you tell employees the purpose and goal of the change?
A) Step 1
B) Step 2
C) Step 3
D) Step 4
Q3) If you want to promote creativity, you should do everything except ________.
A) Lessen the emphasis on successful outcomes
B) Decrease time for projects
C) Reinforce the process and effort instead of the outcome
D) Increase individual autonomy
Q4) Provide an example that applies the steps of appreciative inquiry to yourself. First, explain what you seek to change and provide your rationale. For each of the four steps, explain what you will do and why.
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Chapter 14: Corporate Social Responsibility, Ethics, and Sustainability
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Sample Questions
Q1) What is the difference between terminal and instrumental values?
A) Terminal values are what you do and instrumental values are what you want
B) Terminal values are what you do and instrumental values are what you value
C) Terminal values are what you want and instrumental values how you reach your terminal values
D) Instrumental values are what you want and terminal values are how you reach your instrumental values
Q2) Organization Z consistently displays an organizational culture of integrity and high ethical standards. What aspect will not necessarily be present in Organization Z's culture?
A) Employees have internalized Organization Z's ethics
B) Rationales of consequences, including ethical implications, are examined in the decision making process
C) Subordinates (respectfully) disagree and offer their opinions and ideas to superiors when they feel the action would not be congruent with the organization's values
D) Well organized teams that share leadership to develop members' skills
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