Human Resource Management Exam Bank
Course Introduction
Human Resource Management focuses on the strategies, policies, and practices involved in managing an organizations workforce. This course explores key HR functions including recruitment and selection, training and development, performance management, compensation and benefits, labor relations, and legal compliance. Students learn how effective HR management contributes to organizational success by fostering talent, enhancing employee engagement, and ensuring a diverse and inclusive work environment. The course combines theoretical frameworks with practical case studies to prepare students for real-world HR challenges and decision-making.
Recommended Textbook
Organizational Behavior Improving Performance and Commitment in the Workplace 6th Edition
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16 Chapters
1931 Verified Questions
1931 Flashcards
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Page 2
Chapter 1: What Is Organizational Behavior?
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Which of the following explains the term causal inferences?
A) proving that two variables are correlated
B) making sure the sample size is adequate enough
C) explaining why one variable is not correlated to another
D) establishing that one variable truly does result in another
E) analyzing a situation and understanding what went wrong
Answer: D
Q2) OB research on job performance and individual characteristics draws primarily from studies in
A) managerial and organizational psychology.
B) industrial and organizational psychology.
C) economic and organizational sociology.
D) economic and managerial sociology.
E) industrial and economic psychology.
Answer: B
Q3) Firms that undergo an IPO typically have shorter histories and need an infusion of cash to grow or introduce some new technology.
A)True
B)False
Answer: True
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Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Among the important points about counterproductive behaviors is the fact that A) there is little connection between task performance and counterproductive behavior. B) the worst workers are the most likely to be involved in counterproductive behaviors. C) counterproductive behavior is relatively easy to isolate and prevent from spreading.
D) people tend to engage only in one specific form of counterproductive behavior.
E) counterproductive behavior usually only applies to specific jobs.
Answer: A
Q2) Forced ranking systems can force managers to give bad evaluations to good performers.
A)True
B)False
Answer: True
Q3) Wasting resources is the most common form of production deviance. A)True
B)False
Answer: True
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Chapter 3: Organizational Commitment
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Which of the following terms refers to the desire on the part of an employee to remain a member of the organization?
A) organizational efficacy
B) organizational control
C) organizational efficiency
D) organizational commitment
E) organizational effectiveness
Answer: D
Q2) A passive, constructive response to negative events that maintains public support for the situation while the individual privately hopes for improvement is referred to as A) voice.
B) exit.
C) neglect.
D) loyalty.
E) ignorance.
Answer: D
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Page 5
Chapter 4: Job Satisfaction
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Emotions can be categorized into
A) structured and unstructured.
B) cognition and affect.
C) schemas and rules.
D) positive and negative.
E) semi-structured and unstructured.
Q2) Nations that are above the poverty line are no happier than those below the poverty line.
A)True
B)False
Q3) Luca is a psychologist who has the freedom to set his own schedule with his clients. This indicates that Luca's job has
A) low identity.
B) low significance.
C) high autonomy.
D) high significance.
E) high variety.
Q4) Passive recreation like watching TV is likely to trigger a flow state. A)True
B)False
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Chapter 5: Stress
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) ________ refer(s) to the lack of information regarding what needs to be done in a role, as well as unpredictability regarding the consequences of performance in that role.
A) Time pressure
B) Daily hassles
C) Role overload
D) Role ambiguity
E) Role conflict
Q2) Activities including participation in formal education programs, music lessons, sports-related training, hobby-related self-education, and volunteer work are examples of
A) virtual learning.
B) financial uncertainty.
C) work-family conflict.
D) family time demands.
E) personal development.
Q3) Explain the four broad categories of coping, and give an example of each.
Q4) Describe the nature of hindrance stressors, and give one example each of three different hindrance stressors.
Q5) Describe the practices that organizations use to reduce employee strains.
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Chapter 6: Motivation
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) After his annual performance appraisal, Joe was disappointed with his 5 percent increase in pay, compared to the 10 percent increase his colleagues received. When Joe spoke to his manager, he was told his colleagues were able to perform well over the minimum standard. Joe had not been aware of the minimum he was expected to achieve or the levels generally achieved by his colleagues. What would best help Joe improve his performance?
A) increasing Joe's goal commitment
B) increasing Joe's task complexity
C) increasing Joe's dissonance
D) decreasing Joe's valence
E) setting specific goals
Q2) Which of the following is True about goal setting?
A) Specific, difficult goals are best.
B) Difficult goals reduce motivation.
C) Equity is the greatest moderator of goal achievement.
D) SNARK goals result in the highest levels of goals achievement.
E) Employees work hardest and are most engaged when the goals are easy.
Q3) Motivation determines the direction, intensity, and outcome of effort.
A)True
B)False
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Chapter 7: Trust, Justice, and Ethics
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) Jamal, fresh out of college, landed his first job as a salesperson at Downtown Cycle, a bicycle shop. Two of Jamal's closest friends, Becca and Lee, also work there. Because the salespeople work mainly on commission, Becca and Lee will be both Jamal's colleagues as well as his competitors. Jamal is concerned about the various issues he could face at work. Using this scenario, illustrate and briefly explain the factors that influence trust levels.
Q2) Kelvin has worked for his company for two years and had to take on additional responsibilities when his colleague Charles retired. However, his managers have not given him a pay raise that he feels rightly compensates him for his increased workload. Kelvin finally decides to quit and begins looking for another job. His resentment related to his pay reflects the lack of ________ justice in the company that he works for.
A) informational
B) distributive
C) retributive
D) procedural
E) interpersonal
Q3) Differentiate between the ethical and legal components of corporate social responsibility.
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Chapter 8: Learning and Decision Making
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Organizations use four specific consequences to modify employee behavior. These are known as
A) climates for transfer.
B) communities of practice.
C) schedules of reinforcement.
D) behavior modeling training.
E) contingencies of reinforcement.
Q2) ________ are simple, efficient rules of thumb that allow us to more easily make decisions.
A) Nonprogrammed decisions
B) Communities of practice
C) Selective perception
D) Stereotypes
E) Heuristics
Q3) Define the term heuristics, discuss the relationship between heuristics and biases, and explain at least two of the associated biases with examples. Why do people fall prey to these biases, and what is faulty about them?
Q4) Identify and explain the two methods of decision making, and give examples of each.
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Chapter 9: Personality and Cultural Values
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Personality refers to the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior.
A)True
B)False
Q2) ________ focus on "getting along," not necessarily "getting ahead."
A) Conscientious people
B) Agreeable people
C) Neurotic people
D) Diligent people
E) Extraverts
Q3) ________ reflects whether people attribute the causes of events to themselves or to the external environment.
A) Differential exposure
B) Zero acquaintance
C) Ethnocentrism
D) Locus of control
E) Differential reactivity
Q4) Compare and contrast extraversion and neuroticism. Explain the negative implications of neuroticism.
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Chapter 10: Ability
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Sample Questions
Q1) The "g-factor" refers to
A) gross motor facilitation.
B) gross body equilibrium.
C) gross body coordination.
D) general cognitive ability.
E) general adaptation syndrome.
Q2) Hannah's manager just took credit for her hard work-again! She is so angry she throws her coffee cup across her office, sends off an angry e-mail to a client, and is rude to her assistant for the rest of the day. Hannah demonstrates a low level of "use of emotions," one of the factors in emotional intelligence.
A)True
B)False
Q3) ________ is the visual ability that helps one see things in low light contexts.
A) Near vision
B) Far vision
C) Night vision
D) Visual color discrimination
E) Depth perception
Q4) What is quantitative ability? Describe its component abilities.
Q5) Explain the effects of general cognitive ability on performance and commitment.
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Chapter 11: Teams: Characteristics and Diversity
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) High levels of self-management may be most advantageous for teams where members have high levels of team-relevant knowledge obtained from outside experts and others in their social networks.
A)True
B)False
Q2) Team reward structures with hybrid outcome interdependence reward members based on how well they perform as individuals rather than overall team performance.
A)True
B)False
Q3) Task interdependence is one of the most important characteristics that distinguish True teams from mere groups of individuals.
A)True
B)False
Q4) As the level of task interdependence increases, members must spend increasing amounts of time communicating and coordinating with other members if they want to complete tasks effectively.
A)True
B)False
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Chapter 12: Teams: Processes and Communication
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) ________ refer(s) to specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together.
A) Groupthink
B) Team states
C) Centralization
D) Team cohesion
E) Cognitive states
Q2) Teamwork processes have a ________ effect on team commitment.
A) weak positive
B) weak negative
C) moderate negative
D) strong positive
E) strong negative
Q3) The shallowest level of cross-training involves positional modeling.
A)True
B)False
Q4) Team potency is higher in teams that have found success in the past.
A)True
B)False
Q5) Explain the role of a devil's advocate in relation to group cohesion.
Page 14
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Chapter 13: Leadership: Power and Negotiation
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) Employees are willing to manipulate and deceive others to acquire power are referred to as having ________ tendencies.
A) utopian
B) egoistic
C) Napoleonic
D) Machiavellian
E) Brobdingnagian
Q2) In the mid-1800s, Senator Henry Clay was known as The Great Compromiser for his ability to strike compromises on the hot-button issues of the day, most notably slavery. In reaching such agreements as the Missouri Compromise, Clay and others of like mind most likely believed that
A) the potential for disruption outweighed the benefits of resolution.
B) the issue was not as important as others from a timing perspective.
C) different perspectives or learning might help arrive at a better alternative.
D) arriving at an interim solution would allow more time to study the problem.
E) others cared substantially more about the outcome, and the ongoing relationship mattered most.
Q3) Discuss the effects of power and influence on job performance and organizational commitment.
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Page 15
Chapter 14: Leadership: Styles and Behaviors
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120 Flashcards
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Sample Questions
Q1) In the case of ________ leadership, the leader promises rewards in exchange for adequate performance.
A) laissez-faire
B) transactional
C) transformational
D) contingent reward
E) active management-by-exception
Q2) Margarita recently started working as a temp for Lucid Systems Technology. On her first day, Shari, her team leader, goes over the details of how to use the accounting software and how to file a report on her work at the end of each day. By the end of the first week, Margarita is confident and able to do her work without asking Shari for guidance, but Shari still checks in periodically to give her encouragement and suggestions. By the end of the week, Shari is demonstrating which stage in the life cycle theory of leadership?
A) R1, telling
B) R1, selling
C) R3, selling
D) R4, delegating
E) R3, participating
Q3) Differentiate between initiating structure and consideration.
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Chapter 15: Organizational Structure
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117 Flashcards
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Sample Questions
Q1) Very Nice Curtains is planning to restructure their business. How will this most likely affect their employees in the short-term?
A) Trust will decline quite a bit.
B) Task performance will increase.
C) Stress will remain unchanged.
D) Confusion will decline slightly.
E) Learning will increase greatly.
Q2) When looking at Wonder Guard Industries' organizational structure, Janice spots a heading for work specialization, which is also commonly referred to as A) formalization.
B) centralization.
C) span of control.
D) division of labor.
E) chain of command.
Q3) Briefly describe the effect of restructuring on job performance and organizational commitment.
Q4) Wide spans of control allow managers to be much more hands-on with employees. A)True B)False
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Chapter 16: Organizational Culture
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) Why are mergers and acquisitions not considered one of the best methods to change an organization's culture?
Q2) Organizations that have successfully created a ________ culture have been shown to change employee attitudes and behaviors toward customers.
A) service
B) mercenary
C) safety
D) fragmented
E) creativity
Q3) ________ are formal events that are generally performed in front of an audience of organizational members.
A) Rituals
B) Stories
C) Ceremonies
D) Language
E) Symbols
Q4) Discuss the anticipatory stage of the socialization process.
Q5) Discuss the understanding and adaptation stage of the socialization process.
Q6) Discuss the two common methods by which an organization can change its culture.
Page 18
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