Course Introduction
Organizational Behavior Exam Preparation Guide
Organizational Behavior explores the dynamics of individuals and groups within business and institutional settings, focusing on understanding, predicting, and influencing human behavior at work. Topics include motivation, team dynamics, leadership, communication, organizational culture, power, and conflict resolution. Through analysis of case studies and contemporary research, students learn how psychological and social factors impact performance, productivity, and employee satisfaction, gaining practical skills to foster effective management and collaborative workplace environments.
Recommended Textbook
Human Resource Management Gaining a Competitive Advantage 8th Edition by Raymond A. Noe
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Chapter 1: Human Resource Management: Gaining a Competitive Advantage
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Sample Questions
Q1) The balanced scorecard should not be used to link the company's human resource management activities to the company's business strategy.
A)True
B)False
Answer: False
Q2) The use of alternative work arrangements which include independent contractors, on-call workers, temporary workers, and contract company workers is shrinking.
A)True
B)False
Answer: False
Q3) Employees in geographically dispersed locations can work together in virtual teams using video, e-mail, and the Internet. This work system would be most ideal for:?
A)recruiting new employees.
B)building partnerships.
C)selection processes.
D)compensation and benefits function.
E)training employees.
Answer: B
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Chapter 2: Strategic Human Resource Management
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Q1) What are the three steps involved in two-way linkages?
Answer: Two-way linkage allows for consideration of human resource issues during the strategy formulation process. This integration occurs in three sequential steps. First, the strategic planning team informs the human resource management (HRM)function of the various strategies the company is considering. Then HRM executives analyze the human resource implications of the various strategies, presenting the results of this analysis to the strategic planning team. Finally, after the strategic decision has been made, the strategic plan is passed on to the HRM executive, who develops programs to implement it.
Q2) Companies engaged in a cost strategy require employees to _____.
A)have a high concern for quantity
B)have a long-term focus
C)be comfortable in an unstable working environment
D)be willing to take risks
E)undertake challenging and non-repetitive work
Answer: A
Q3) Downsizing gives the organization an opportunity to change its culture.
A)True
B)False
Answer: True
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Chapter 3: The Legal Environment: Equal Employment
Opportunity and Safety
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Q1) What are the components of an affirmative action plan?
Answer: An affirmative action plan has the following three basic components: 1. Utilization analysis: This compares the race, sex, and ethnic composition of the employer's workforce with that of the available labor supply.2. Goals and timetables: These specify the percentage of women and minorities that the employer seeks to have in each job group and the date by which that percentage is to be attained.3. Action steps: This is a list of the things that the organization will take toward attaining its goals.
Q2) Disparate treatment occurs when a seemingly neutral employment practice disproportionately excludes a protected group from employment opportunities.
A)True
B)False Answer: False
Q3) The Occupational Safety and Health Act assigned the responsibility for inspecting employers, applying the standards, and levying fines to the Department of Health.
A)True
B)False
Answer: False
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Page 5
Chapter 4: The Analysis and Design of Work
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Q1) Which of the following structures are most appropriate when demands for resources can be well anticipated?
A)Functional
B)Divisional
C)Project-based
D)Team-based
E)Monetary-based
Q2) A disadvantage of the Position Analysis Questionnaire is that it requires employees to have the reading level of a college graduate.
A)True
B)False
Q3) Which term refers to changing the tasks or the way work is performed in an existing job?
A)Job redesign
B)Job engineering
C)Job reconfiguration
D)Job design
E)Job revamp
Q4) Jobs tend to change and evolve over time. Explain.
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Chapter 5: Human Resource Planning and Recruitment
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Q1) Describe what occurs at the goal setting and strategic planning step of the human resource planning process.
Q2) The final step in the planning process is to _____.
A)evaluate results
B)set goals and objectives
C)formulate strategies
D)establish forecasting methods
E)implement recruiting methods
Q3) Which of the following is the biggest downside for large job sites?
A)Most job sites do not return with quick results, which can be frustrating for the applicant.
B)The sheer size and lack of differentiation is threatening to make job sites obsolete.
C)Job sites offer lackluster customer service which is a huge disappointment for applicants.
D)Most job sites post jobs that are unrelated to an employee's expertise and job interest.
E)While they promise excellent service, the exuberant service charges discourage applicants from using job sites.
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Chapter 6: Selection and Placement
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Sample
Questions
Q1) A firm wants to hire 15 electricians. It intends to hire only experienced electricians and, as a result, has no plans to train them. A test is developed such that it requires applicants to identify the mistakes in the circuit's wiring and rewire the circuit properly. This test is using _____ validation.
A)predictive
B)subjective
C)criterion-related
D)content
E)concurrent
Q2) The _____ is a measure of the degree to which two sets of numbers are related.
A)utility score
B)standard deviation
C)correlation coefficient
D)validity score
E)generalizability coefficient
Q3) Define reliability and validity and discuss the relationship between both.
Q4) Explain criterion-related validity and its two varieties.
Q5) A measure must be reliable if it is to have validity.
A)True
B)False
8
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Chapter 7: Training
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Q1) Simulations are used to teach production and process skills as well as management and interpersonal skills.
A)True
B)False
Q2) Which of the following must a manager do to support training?
A)He must never step down to the trainee's level.
B)He must expect the employees to know the need for attending the training.
C)He should focus entirely on employees who have not undergone any training.
D)He should leave the evaluation of the application of the training to the assessor.
E)He must, prior to training, discuss with employees how they plan to use training.
Q3) E-learning not only provides training content but lets learners control what they learn, the speed at which they progress through the program, how much they practice, and when they learn.
A)True
B)False
Q4) As a manager, how would you go about choosing a training method?
Q5) Discuss the three phases of socialization.
Q6) Discuss the various advantages e-learning provides.
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Chapter 8: Performance Management
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Q1) Behavior-based performance methods are the most popular performance evaluation approaches in organizations.
A)True
B)False
Q2) The quality approach relies primarily on a combination of the attribute and results approaches to performance measurement.
A)True
B)False
Q3) Productivity measurement and evaluation system (ProMES)is designed to specifically define performance dimensions by developing behavioral anchors associated with different levels of performance.
A)True
B)False
Q4) The initial steps of the performance management cycle include the employee and manager identifying what the employee can do to capitalize on performance strengths.
A)True
B)False
Q5) What is upward feedback?
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Chapter 9: Employee Development
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Q1) Psychological success is less under the employee's control than the traditional career goals.
A)True
B)False
Q2) Which of the following assessment center exercises measures employees' leadership skills, problem solving skills, interpersonal skills, administrative skills, and personal skills?
A)In-basket exercise
B)Leaderless group discussion
C)Scheduling exercise
D)Personality test
E)Role-play
Q3) The _____ is a personality assessment tool used for team building and leadership development that identifies employees' preferences for energy, information gathering, decision making, and lifestyle.
A)Self-Directed Search
B)Strong-Campbell Interest Inventory
C)Myers-Briggs Type Inventory
D)Birkman method
E)DISC assessment
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Chapter 10: Employee Separation and Retention
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Q1) In Kennol & Co., Roger, an upper-level executive, offered a 6 percent salary increase to Pat, a lower-level manager, and expected this to make the manager happy because inflation was only 3 percent. This refers to the _____ frame of reference. A)manager's B)top management's C)performance system's D)executive's E)competitor's
Q2) A company concerned about the level of job dissatisfaction among its workers might try to foster team building, since team building can lead to a more supportive environment which reduces dissatisfaction.
A)True
B)False
Q3) Alternative dispute resolution is a method of resolving disputes that:
A)involves extensive legislation.
B)does not rely on the legal system.
C)excludes outside parties.
D)does not involve binding arbitration.
E)involves only the appealing party.
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Page 12
Chapter 11: Pay Structure Decisions
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Q1) Which of the following occupations is exempt from the Fair Labor Standards Act (FLSA)?
A)First responders
B)Executives
C)Firefighters
D)Paramedics
E)Police
Q2) What are some potential limitations of using a job-based pay structure?
Q3) Under the _____ approach, jobs of similar worth or content are grouped together for pay administration purposes.
A)market survey data
B)pay policy line
C)compa-ratio
D)delayered
E)pay grade
Q4) Job evaluation can be defined as the relative worth of various jobs in the organization based on internal comparisons.
A)True
B)False
Q5) Define pay structure, pay level, and job structure.
Page 13
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Chapter 12: Recognizing Employee Contributions With Pay
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Q1) In agency theory, the _____ seeks to direct the behavior of the _____.
A)owner; principal
B)agent; principal
C)buyer; agent
D)agent; owner
E)principal; agent
Q2) Agency theory says that the principal must choose a contracting scheme that _____.
A)is not based on compensation systems such as merit pay
B)helps the agent maximize his/her benefits
C)provides complete autonomy to the agent
D)does not offer outcome-oriented compensation to agents
E)helps align the agent's interests with the principal's interests
Q3) According to a merit increase grid, one of the factors that determines the size and frequency of pay increases is the _____.
A)company's annual output
B)attrition rate in the company
C)company's stock price
D)recruitment ratio
E)individual's performance rating
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Chapter 13: Employee Benefits
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Q1) Discuss the Social Security Act of 1935.
Q2) In terms of cost control, the larger the cost of a benefit category, the greater the opportunity for savings.
A)True
B)False
Q3) What are the aspects that make benefits quite different from direct compensation?
Q4) Which of the following affects the amount of income that will be available to an employee upon retirement?
A)The number of times jobs changed
B)The need for power
C)The need for motivation
D)The level of job performance
E)The age at which investments are made
Q5) As a manager, what retirement plan will you incorporate in order to combine the advantages of defined benefit plans and defined contribution plans?
Q6) Discuss flexible spending accounts, citing their purpose, benefits, and drawbacks.
Q7) Discuss defined benefit and defined contribution plans.
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Chapter 14: Collective Bargaining and Labor Relations
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Q1) Discuss the effects of union on productivity?
Q2) The _____ requires that all bargaining unit members, whether union members or not, have equal access to and representation by the union in the grievance procedure.
A)checkoff provision
B)right-to-work law
C)abstention doctrine
D)clear statement rule
E)duty of fair representation
Q3) When an employee simply leaves the company to work for a better employer, she is following a(n):
A)checkoff mechanism.
B)closed shop mechanism.
C)neutrality mechanism.
D)exit mechanism.
E)voice mechanism.
Q4) How did the National Labor Relations Act impact labor relations?
Q5) Describe the industrial relations model, developed by Harry Katz and Thomas Kochan.
Q6) What criteria do arbitrators use to reach a decision?
Page 16
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Chapter 15: Managing Human Resources Globally
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Q1) Which attribute of a transnational HR system refers to the extent to which planning and decision making include managers from different cultures?
A)Transnational scope
B)Transnational participation
C)Transnational process
D)Transnational representation
E)Transnational capacity
Q2) A country that serves as the home for a corporation's headquarters is referred to as the _____.
A)host country
B)guest country
C)third country
D)receiving country
E)parent country
Q3) Describe how domestic firms become international organizations.
Q4) Describe each of the three attributes of the transnational HRM system.
Q5) Achieving something visible and making money are considered feminine values. A)True
B)False
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Chapter 16: Strategically Managing the HRM Function
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Q1) What are the three broad functions that technology has already been used for in HRM?
Q2) The recent trend in HRM that is consistent with the total quality management philosophy emphasizes:
A)efficiency in delivering programs.
B)cost reduction of HR functions.
C)functional approaches in delivering HR programs.
D)a customer-oriented approach in delivering HR programs.
E)spending more time in performing transformational activities.
Q3) Employees are HRM customers because the rewards they receive from the employment relationship are determined by the HRM department.
A)True
B)False
Q4) Which of the following steps in reengineering involves conducting surveys?
A)Identifying the process
B)Understanding the process
C)Redesigning the process
D)Implementing the process
E)Auditing the process
Q5) List the roles of a chief human resource officer (CHRO).
Page 18
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