Human Resource Management
Textbook Exam Questions
Course Introduction
Human Resource Management explores the principles, practices, and challenges involved in effectively managing people within organizations. The course covers fundamental topics such as recruitment and selection, training and development, performance appraisal, compensation and benefits, labor relations, and legal aspects of employment. Through case studies and real-world examples, students gain insights into strategic human resource planning, diversity and inclusion, employee motivation, and the role of HR in achieving organizational goals. This course equips learners with the knowledge and skills necessary to manage human capital and contribute to the overall success of the organization.
Recommended Textbook
Effective Leadership International 5th Edition by Christopher F. Achua
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13 Chapters
2079 Verified Questions
2079 Flashcards
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Page 2
Chapter 1: Who Is a Leader?
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) The group level of analysis of leadership theory can also be called the dyadic process.
A)True
B)False
Answer: False
Q2) List and define the leadership theory paradigms.
Answer: The leadership theory paradigms include the trait theory paradigm, the behavioral leadership theory paradigm, the contingency leadership theory paradigm, the integrative leadership theory paradigm, and the management to the leadership theory paradigm. Leadership trait theories attempt to explain distinctive characteristics accounting for leadership effectiveness. Behavioral leadership theories attempt to explain distinctive styles used by effective leaders, or to define the nature of their work. Contingency leadership theories attempt to explain the appropriate leadership style based on the leader, followers, and situation. Integrative leadership theories attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader-follower relationships. The management to the leadership theory paradigm is a shift from the older autocratic management style to the newer participative leadership style of management.
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Chapter 2: Leadership Ethics and Traits
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185 Verified Questions
185 Flashcards
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Sample Questions
Q1) Does McClelland believe that power is good or bad? Why?
Answer: McClelland does not believe that power itself is good or bad. It is how it is used that is important. Personalized power is bad because it is used for personal gain at the expense of others. Socialized power is good because it is used to help oneself and others.
Q2) "I was only following orders; my boss told me to inflate the figures" is an example of displacement of responsibility.
A)True
B)False
Answer: True
Q3) Does McClelland believe that power is good or bad? Why?
Answer: McClelland does not believe that power itself is good or bad. It is how it is used that is important. Personalized power is bad because it is used for personal gain at the expense of others. Socialized power is good because it is used to help oneself and others.
Q4) List the benefits of classifying personality traits.
Answer: Classifying personality traits helps to explain and predict behavior and job performance.
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Page 4
Chapter 3: Leadership Motivation and Behavior
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154 Verified Questions
154 Flashcards
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Sample Questions
Q1) To motivate employees with a high n Aff, you should do all of the following EXCEPT:
A) try to include them in decision making.
B) delegate responsibility for orienting and training new employees to them.
C) give them lots of praise and recognition.
D) let them work as part of a team.
Answer: A
Q2) ____ refers to the person's perception of his or her ability to accomplish an objective.
A) Expectancy
B) Instrumentality
C) Valence
D) Capability
Answer: A
Q3) All of the following are steps in the giving praise model EXCEPT:
A) tell the employee exactly what was done correctly.
B) tell the employee why the behavior is important.
C) make general statements.
D) encourage repeat performance.
Answer: C
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Page 5
Chapter 4: Contingency Theories in Leadership
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Today, more companies are looking for graduates with ____.
A) more collective responsibility.
B) International openness and flexibility
C) more holistic concern for employees.
D) longer periods of employment.
Q2) What are the three substitutes for leadership?
Q3) State the major difference between behavioral and contingency leadership theories, and explain the behavioral contribution to contingency theories.
Q4) According to Fiedler's Contingency Theory of Leadership, the more control the leader has over the followers, the less favorable the situation is for the leader.
A)True
B)False
Q5) Discuss the major similarities and differences between the behavioral and contingency leadership theories.
Q6) Situational favorableness refers to the degree to which a situation enables the leader to exert influence over the followers.
A)True
B)False
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Chapter 5: Influencing: Politics, Power, Negotiation, and Networking
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168 Verified Questions
168 Flashcards
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Sample Questions
Q1) In the planning stage of the negotiation process, the first step is to set objectives.
A)True
B)False
Q2) The sales manager has an employee who consistently passes in the monthly sales report late. Prior comments to the sales rep have not changed the behavior. The manager has decided to try another influencing tactic to get the reports in on time. Select the most appropriate individual tactic for this situation.
A) rational persuasion
B) inspirational appeals
C) consultation
D) ingratiation
E) personal appeals
F) exchange
G) coalition
H) legitimization
I) pressure
Q3) What type of situation (win/lose) is the goal of negotiation?
Q4) What type of situation (win/lose) is the goal of negotiation?
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Chapter 6: Coaching, Communication, and Conflict Skills
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190 Verified Questions
190 Flashcards
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Sample Questions
Q1) One of the reasons the psychological contract is often broken is because the other party(ies) has different expectations than we hold.
A)True
B)False
Q2) Feedback is the process of restating a message in one's own words.
A)True
B)False
Q3) What should be included in your plan to send a message?
Q4) The manager of a manufacturing plant is inaugurating a major quality initiative and is planning the announcement to the employees. She has considered the goal and mode of the message. What other issue should be considered in this planning?
A) who should receive the message
B) the timing of the message
C) whether to solicit feedback
D) all of the answers are correct
Q5) Feedback should be given in about two weeks after an incident to allow reflection.
A)True
B)False
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Chapter 7: Followership and Leader-Member Exchange
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) Leaders should aspire to build relationships with all group members, not just a few special individuals.
A)True
B)False
Q2) The ____ follower is someone who is high on critical thinking and involvement.
A) alienated
B) conformist
C) effective
D) pragmatic
Q3) Which of the following has resulted from the higher educational level of the work environment?
A) an increasing proportion of workers in out-groups
B) a preference for a more decentralized, participative style of management
C) more employees with an external locus of control
D) a decreasing need for delegation
Q4) What are some of the benefits of delegating?
Q5) The focus of LMX theory is on the quality of the dyadic exchange that develops between leaders and followers.
A)True
B)False
Page 9
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Chapter 8: Self-Managed Teams and Team Leadership
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188 Verified Questions
188 Flashcards
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Sample Questions
Q1) Team quality pertains to:
A) the team's ability to achieve superior results with fewer resources and exceed customer expectations.
B) individual members' organizational positions.
C) good communication between team members.
D) all of the answers are correct
Q2) Team structure refers to interrelations that determine the assignment of tasks, responsibilities, and authority.
A)True
B)False
Q3) Which of the following statements describes a team vs. a group?
A) A group implies a sense of collective responsibility.
B) A team focuses on individual performance and goals.
C) A team implies a sense of shared mission.
D) A team tends to have shared responsibilities.
E) C and d
Q4) Over 80 percent of all organizations use some form of teams.
A)True
B)False
Q5) Describe the benefits of using self-managed teams in organizations.
Page 10
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Chapter 9: Transformational and Charismatic Leadership
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) The same leader may use both transformational and transactional leadership.
A)True
B)False
Q2) What is servant leadership?
Q3) Followers of charismatic leaders assume greater risk than they would under other types of leaders.
A)True
B)False
Q4) Many charismatic leaders shy away from stories and metaphors and communicate in straightforward ways.
A)True
B)False
Q5) Explain the importance of effective communication skills for charismatic and transformational leaders.
Q6) Describe some key attributes of transformational leaders.
Q7) Distinguish between charismatic and transformational leadership.
Q8) Charismatic leaders most often use position power to motivate followers.
A)True
B)False
Q9) Describe the leading characteristics of charismatic leaders. Page 11
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Chapter 10: Leadership of Ethics, Diversity, and Culture
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Based on the five value dimensions discussed, briefly explain the level of cultural understanding that exists where you work or have worked.
Q2) A competitive culture is characterized by a(n) ____ strategic focus and a(n) ____ environment.
A) internal; stable
B) external; unstable
C) internal; unstable
D) external; stable
Q3) Which of the following is NOT one of the distinct generations that comprise today's workforce?
A) Millennials
B) Baby Boomers
C) Generation Xers
D) Socialists
Q4) Explain the primary reasons for embracing diversity.
Q5) Why has the "melting pot" mentality of multiculturalism been replaced with the "salad bowl" mentality?
Q6) Explain why diversity has been described by some as a "double-edged sword."
Q7) Differentiate between the four cultural value types.
Page 13
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Chapter 11: Change Management and Strategic Leadership
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156 Verified Questions
156 Flashcards
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Sample Questions
Q1) Describe the relevance of analyzing the internal and external environment to the strategic management process.
Q2) Learning anxiety is the prospect of learning something new in itself.
A)True
B)False
Q3) A mission statement is the organization's core purpose and reason for existence.
A)True
B)False
Q4) The effective strategist must be capable of which of the following?
A) Communicating effectively.
B) Deciding on appropriate goals and priorities.
C) Anticipating and forecasting events in the external environment.
D) all of the above.
Q5) Ensuring that change efforts are adequately staffed and funded is a recommendation for minimizing resistance to change.
A)True
B)False
Q6) Identify the major reasons for resisting change.
Q7) Explain the relationship between corporate goals and strategies.
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Q8) Explain the importance of strategy evaluation in the strategic management model.
Chapter 12: The Learning Organization and Crisis Leadership
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) Describe the role of the CEO and communication in managing a crisis.
Q2) Strategic crisis leadership is about a leader taking action in three key areas. What are these areas?
Q3) Tacit knowledge is acquired from
A) manuals regarding an organization's culture.
B) databases acquired from other sources.
C) intuition based on experience.
D) genetics
Q4) Organizational learning involves external and internal sources.
A)True
B)False
Q5) A crisis is a high-probability, low-impact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly.
A)True
B)False
Q6) List five or more attributes that can be used to describe the learning organization.
Q7) Identify the benefits of pre-crisis planning.
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