Introduction to Human Resource Management
Exam Solutions
Course Introduction
Introduction to Human Resource Management explores the fundamental principles and practices involved in effectively managing an organizations most valuable asset its people. The course covers key topics such as recruitment and selection, training and development, performance appraisal, compensation and benefits, labor relations, and legal issues in employment. Students will gain insights into the strategic role of human resources in achieving organizational goals, the importance of workforce diversity, and contemporary challenges in the field. Emphasis is placed on practical approaches and real-world case studies to develop the skills needed for effective HR decision-making.
Recommended Textbook
Human Resource Management 3rd Edition by
Charmine Hrtel
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12 Chapters
419 Verified Questions
419 Flashcards
Source URL: https://quizplus.com/study-set/906
Page 2
Chapter 1: Effective Strategic Human Resource
Management: Principles and Processes
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/17863
Sample Questions
Q1) Jackson and Schuler (1995) suggest that a variety of macro-level environmental characteristics influence the adoption of particular organisational HRM practices, policies and philosophies.
A)True
B)False
Answer: True
Q2) Tsui's multiple constituency model recognises that strategies adopted by an organisation may not satisfy all of its stakeholders.
A)True
B)False
Answer: True
Q3) The three types of capital that are associated with organisations having a competitive advantage are:
A) cultural capital, finance capital, management capital
B) human capital, management capital, organisational capital
C) societal capital, human resource capital, cultural capital
D) social capital, cultural capital, human capital
Answer: D
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Chapter 2: Engaging and Motivating Employees and Managing Organisational Change
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25 Verified Questions
25 Flashcards
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Sample Questions
Q1) What is the difference between 'focal' and 'discretionary' motivational behaviours?
Answer: Focal behaviours are those behaviours that the employee is bound to perform according to their person specification and psychological contract. Discretionary behaviours are behaviours that fall outside of the formal job requirements and are not recognised within the reward system.They can be performed at the discretion of the employee.
Q2) Adam's equity theory (1963) proposes that employees will compare the effort they put into their jobs and the rewards they receive to the inputs and outcomes of relevant others.The assessment of this fairness is especially relevant during:
A) recruitment and selection activities
B) performance appraisal and remuneration activities
C) occupational health and safety activities
D) both a and b
Answer: D
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Chapter 3: Ethics and the Law: Employee Rights and Employer
Responsibilities
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) Which of the following statements about industrial relations is not true?
A) it refers to the formal relations between management, employees, unions and the government
B) it is governed by unchanging national laws, policies and agreements
C) it has traditionally been fostered by a strong trade union presence in Australia
D) it traditionally aligns with 'hard' HRM which views employees as costs
Answer: B
Q2) HR managers are more likely to achieve good outcomes when:
A) they engage in 'political games'
B) they draw on the power available in organisational hierarchies
C) they seek solutions that satisfy both employers and employees
D) they attempt to create confrontation with unions
Answer: C
Q3) When stress is not handled well in an organisation:
A) only the employee's performance on the job will suffer
B) the employer's productivity can suffer
C) the working relationships of people in the organisation can suffer
D) the employee, employer and the employee's friends and family can suffer
Answer: D
Page 5
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Chapter 4: Managing knowledge, Innovation and Creativity in Organisations
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35 Verified Questions
35 Flashcards
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Sample Questions
Q1) What are the five steps in creating knowledge?
Q2) Tidd, Bessant, and Pavitt (2005), identified four types of innovation.Which of the following is NOT a type of innovation?
A) product innovation
B) process innovation
C) positioning innovation
D) procedure innovation
Q3) Organisations can achieve innovations in business through:
A) research and development
B) on-the-job training
C) valuing mistakes as well as successes
D) all of the above
Q4) Knowledge management and knowledge transfer are essentially the same concept. A)True
B)False
Q5) While innovation focuses on the introduction of new processes or systems, creativity focuses on the development of those new systems.
A)True B)False
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Chapter 5: Technology and Strategic Human Resource Management
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) A Human Resource Information System (HRIS) allows the manager to conduct skills audits to monitor individual performance and see if employees have the relevant qualifications or experience for promotions.The main purpose of the system is to:
A) improve the wellbeing of employees and the organisation B) accumulate, maintain and access employee information
C) improve the efficiency and effectiveness of the HR department
D) develop high quality information systems about employees
Q2) As described by Beatty (2005) what are the 6 indicators of a holistic approach to e-HRM that need to be strategically aligned for implementation of a HRIS system? State two reasons why it is important to have a holistic approach to e-HRM?
Q3) Which of the following is not an advantage of a strategic information system?
A) it is a value-adding component to organisational success
B) it is a way of gaining a competitive advantage
C) it is a way of effectively managing information
D) it is a way of getting rid of older employees
Q4) Online learning refers to virtual training and development which occurs at a time and place of the employee's own choosing.Explore this statement providing four advantages of online learning for either the organisation or the employee.
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Chapter 6: Managing for Diversity, Inclusion and Wellbeing
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) Define what is meant by cultural knowledge.How can cultural knowledge be acquired in an organisation?
Q2) Research about the similarity attraction paradigm, social identity theory and social categorisation theory indicates that when people are similar to each other they are likely to inadvertently discriminate against people who are different.
A)True
B)False
Q3) An organisation advertised for people over 180cm tall for a job that could be performed by people of any height.An organisation adopting this recruitment process is engaging in:
A) discrimination
B) direct discrimination
C) indirect discrimination
D) anti-discrimination
Q4) Describe the similarity attraction paradigm, social identity theory and social categorisation theory.What are the similarities and differences between the theories of negative emotional and behavioural consequences of diversity? Explain how the organisation can overcome the negative consequences of these theories.
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8
Chapter 7: Strategic International Human Resource Management
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) Strategic international HRM refers to 'the set of distinct activities, functions, and processes that are directed at attracting, developing, and maintaining multinational corporations' human resources' (Taylor, Beechler & Napier, 1996, p.960) and must be conducted in line with the organisation's strategic international management processes, which includes:
A) strategic formulation of global vision, mission and objectives global strategic
B) implementation including global structuring of organisations, job design and training
C) global procurement and logistics along with expatriate transfer
D) both a and c
Q2) Cross-cultural training and development (CCTD) is the educative and learning tool used to foster the development of employees' cognitive, affective and behavioural abilities for successful cross-cultural interactions in diverse countries.List the key implications of CCTD for managers.
Q3) Name, describe, and state why an organisation would adopt each of the four organisational orientations to manage and staff a global operation.
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Chapter 8: Talent Management Through HR Planning, Job
Design, Recruitment and Selection
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) John gathers information about an administrative assistant job.He records the title of the job, the department where the work is performed, who the position reports to, the key tasks the person would perform and the duties, obligations and responsibilities of the job.John will use this information to write the:
A) job analysis
B) job description
C) person specification
D) job context
Q2) When writing a person specification it would be necessary for HR personnel to gather information about the knowledge, skills and abilities needed by the employee to adequately perform the job.
A)True
B)False
Q3) When selecting staff to work in an organisation, three essential questions must be answered.These relate to:
A) what the candidate will do and can do and the person-organisation fit
B) what the candidate did and what they will do and person-job fit
C) person-organisation fit, person-job fit and past experience
D) person-organisation fit, what the candidate did, person-job fit
Page 10
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Chapter 9: Employee Learning, Training and Development
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) There are four types of operant conditioning that trainers need to be aware of when training employees.They are:
A) positive reinforcement, negative reinforcement, reward, extinction
B) positive reinforcement, negative reinforcement, punishment, extinction
C) negative reinforcement, neutral reinforcement, punishment, extinction
D) positive reinforcement, positive role modelling, reward, unconditioned stimulus
Q2) The experiential learning cycle model illustrates the following:
A) the role of the self, experience and facilitation
B) the role of self, capacity building and learning
C) the link to our past, the role of leaning and facilitation
D) past experiences, the role of mentors and training need
Q3) Mentoring provides employees with:
A) important information on the qualities they need to develop
B) help in building networks
C) insight on both the formal and informal aspects of an organisation
D) all of the above
Q4) Name and describe the key concepts of classical conditioning, and give an example of each in an organisational setting.
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Page 11
Chapter 10: Strategic Performance Management
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) The values and norms of an organisation that indicate to employees how they should behave and think at work is an example of:
A) strategic planning
B) performance criteria and measures
C) taking action
D) organisational culture
Q2) The 'graphic rating scale' is a very difficult method of performance appraisal and is seldom used by managers.
A)True
B)False
Q3) External customer satisfaction, internal operations, people's growth and learning, and financial targets are all examples of:
A) strategic planning
B) performance criteria and measures
C) taking action
D) organisational culture
Q4) Discuss behaviourally anchored rating scales and the process that can be used to develop them.
Q5) List ten ways to make performance appraisal feedback more effective.
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Chapter 11: Strategic Reward Management
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) Employers can reward employees using intrinsic or extrinsic rewards.Outline the two different methods of reward, contrast the two methods and supply examples of each type of reward method.
Q2) The effectiveness of the performance pay process is closely linked to the effectiveness of the performance management process.
A)True
B)False
Q3) Organisations can choose to reward employees individually or as members of a group.Why is it useful for organisations to think in terms of using both types of reward?
Q4) Linda believes that the harder she works at her job the more likely it is that she will receive a reward that is of value to her.This is an example of:
A) expectancy theory
B) equity theory
C) goal setting theory
D) reinforcement theory
Q5) State the differences that are evident when rewarding employees in generations including Generation Y, Generation X and the baby boomers.
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Chapter 12: Principles and Metrics for Value Adding HRM
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) Aaron, the HR manager, found that those employees who had an extravert personality contributed to work group cohesion and that this contributed to a positive organisational culture.What did Aaron use to reach this conclusion?
A) between-person metrics
B) group-level metrics
C) organisational-level metrics
D) multilevel metrics
Q2) 'Best practices' are thought of as an ideal or 'model' mode of practice, and they are identified from highly successful organisations.
A)True
B)False
Q3) List five of the values and beliefs that are contained in the thinking approach (or 'paradigm/) that is most relevant to the contemporary business context.
Q4) What is the difference between within-person metrics, between-person metrics and group-level metrics?
Q5) What is benchmarking in HR, how is it effective and how can it be problematic?
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