Human Resource Management
Final Exam
Course Introduction
Human Resource Management is an essential course that explores the strategies, policies, and practices involved in recruiting, developing, and retaining an effective workforce within organizations. The course covers key topics such as job analysis, workforce planning, employee selection, training and development, performance management, compensation and benefits, legal and ethical considerations, and labor relations. Students will gain an understanding of how human resources contribute to organizational objectives, learn to address workplace challenges, and develop skills necessary for effectively managing people in diverse and dynamic work environments.
Recommended Textbook
Contemporary Management 8th Edition by Gareth Jones
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18 Chapters
1997 Verified Questions
1997 Flashcards
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Page 2
Chapter 1: Managers and Managing
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Sample Questions
Q1) Which of the following is an element of planning?
A) Encouraging all employees to perform at a high level to help the organization achieve its vision and goals
B) Using power, personality, and communication skills to coordinate the activities of people and groups
C) Establishing alliances between different organizations to share resources and produce new goods and services
D) Deciding which goals the organization will pursue and what strategies will achieve those goals
E) Organizing people into departments according to the kinds of job-specific tasks they perform
Answer: D
Q2) Organizations are effective when managers minimize the amount of input resources. A)True
B)False
Answer: False
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Chapter 2: The Evolution of Management
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Sample Questions
Q1) Obedience to a manager's authority is most consistent with Fayol's principle of:
A) order.
B) discipline.
C) esprit de corps.
D) equity.
E) decentralization
Answer: B
Q2) The line of authority in an organization is:
A) the concentration of authority at the top of the managerial hierarchy.
B) the singleness of purpose that makes possible the creation of one plan of action.
C) the chain of command extending from the top to the bottom of an organization.
D) the shared feelings of comradeship, enthusiasm, and devotion to a common cause.
E) a reporting relationship in which an employee receives orders from only one superior.
Answer: C
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Chapter 3: Values, Attitudes, Emotions, and Culture: the Manager As a Person
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Sample Questions
Q1) The employees of Burger Point enjoy their work very much. This is largely due to their manager, Elise, who is always sympathetic to the needs of her employees and is seldom uncooperative. Elise can be said to be low on the agreeableness continuum.
A)True
B)False
Answer: False
Q2) The need for affiliation is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
A)True
B)False
Answer: False
Q3) Managers who are low on negative affectivity tend to be highly critical of themselves and other people.
A)True
B)False
Answer: False
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Chapter 4: Ethics and Social Responsibility
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Sample Questions
Q1) Though laws often change, ethical principles remain constant and do not change over time.
A)True
B)False
Q2) An accommodative approach acknowledges the need to support social responsibility.
A)True
B)False
Q3) Web sites like Napster that allow free downloading of songs and movies illustrate the "tragedy of the commons" because pursuit of self interest only destroys societal interest.
A)True
B)False
Q4) The stakeholder group with the most responsibility for deciding the goals of the organization are:
A) stockholders.
B) customers.
C) managers.
D) operational-level employees.
E) consultants.
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Chapter 5: Managing Diverse Employees in a Multicultural Environment
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Sample Questions
Q1) Title VII of the Civil Rights Act does not prohibit discrimination based on religion.
A)True
B)False
Q2) Annie assigns interesting job assignments to employees based on their contribution to the company. Which principle is Annie's action consistent with?
A) Distributive justice
B) Restorative justice
C) Environmental justice
D) Reparative justice
E) Frontier justice
Q3) Which principle dictates that managers should receive a raise in pay based upon their contributions to the organization, and not based on their gender?
A) Restorative justice
B) Reparative justice
C) Distributive justice
D) Frontier justice
E) Spatial justice
Q4) Under what circumstances should one use a fair complaint procedure?
Page 7
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Chapter 6: Managing in the Global Environment
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Sample Questions
Q1) _____ refers to customers' preference for the products of organizations currently in the task environment.
A) Brand recognition
B) Brand positioning
C) Brand loyalty
D) Brand saturation
E) Brand awareness
Q2) Define globalization and explain why the global market is becoming more open.
Q3) Norms that are considered to be central to the functioning of society and to social life are called folkways.
A)True
B)False
Q4) The quality of managers' understanding of forces in the global environment and their ability to respond appropriately to those forces are critical factors affecting organizational performance.
A)True
B)False
Q5) What is the global environment? Briefly explain its impact on managers and their organizations.
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Chapter 7: Decision Making, Learning, Creativity, and Entrepreneurship
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Sample Questions
Q1) Once managers have generated a set of alternatives, the next task is to implement these alternatives.
A)True
B)False
Q2) Barbara, a school superintendent, hires an additional teacher whenever the student enrollment in a grade goes beyond 35. This can be classified as a(n) _____ decision.
A) programmed
B) heuristic
C) brainstormed
D) intuitive
E) creative
Q3) Individuals who notice opportunities and decide how to mobilize the resources necessary to produce new and improved goods and services are called _____.
A) entrepreneurs
B) managers
C) supervisors
D) product champions
E) intuitors
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Chapter 8: The Manager As a Planner and a Strategist
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Sample Questions
Q1) The first step in defining an organization's mission is to define its business.
A)True
B)False
Q2) A functional-level plan states the goals that the managers of each function will pursue to help their division attain its ______ goals, which, in turn, will allow the entire company to achieve its ______ goals.
A) departmental-level; functional
B) business-level; department
C) divisional-level; divisional
D) business-level; corporate
E) functional-level; corporate
Q3) A specific action plan created to complete various aspects of a program is called a project.
A)True
B)False
Q4) Discuss the three levels of planning and their respective strategies. For an organization of choice, give an example of a strategy that can be applied at each level.
Q5) Discuss the five steps involved in implementing an organizational strategy.
Q6) Discuss the necessity and the importance of the planning process.
Page 10
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Chapter 9: Value Chain Management: Functional
Strategies for Competitive Advantage
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Sample Questions
Q1) The gradual improvement and refinement of existing products over time as existing technologies are perfected is known as _____.
A) quantum process innovation
B) quantum product innovation
C) incremental product innovation
D) incremental process innovation
E) process reengineering
Q2) In a process layout, each workstation is self-contained, and a product goes to whichever workstation is needed to perform the next operation to complete the product.
A)True
B)False
Q3) The members of a team who bear primary responsibility for the success of a project and who stay with a project from inception to completion are called contract members. A)True
B)False
Q4) What is Six Sigma? Describe the similarity as well as the difference between Six Sigma and TQM.
Q5) Discuss the stages of a stage-gate development funnel.
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Chapter 10: Managing Organizational Structure and Culture
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Sample Questions
Q1) A product structure lets divisional managers respond quickly and appropriately to the changing task environment.
A)True
B)False
Q2) An organizational structure should be designed in such a way that employees don't develop supportive job behaviors and attitudes.
A)True
B)False
Q3) Effective managers constantly scrutinize their hierarchies to see whether the number of levels can be increased.
A)True
B)False
Q4) Which of the following is a result of too much job simplification?
A) Increased motivation among employees
B) Reduced job monotony
C) Reduced efficiency
D) Increased level of performance
E) Greater number of tasks for each employee
Q5) What are the advantages and disadvantages of a matrix structure?
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Chapter 11: Organizational Control and Change
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Sample Questions
Q1) A formal system for evaluating subordinates' behavior by their ability to achieve specific goals is called:
A) an SOP.
B) operating standard.
C) management by objectives.
D) total quality management.
E) clan control.
Q2) Organizations with entrepreneurial, flexible cultures, such as high-tech companies, are much easier to change.
A)True
B)False
Q3) Which of the following types of control allows managers to anticipate problems before they arise?
A) Feedforward control
B) Concurrent control
C) Feedback control
D) Bureaucratic control
E) Clan control
Q4) Discuss the four major types of financial measures.
Q5) Describe Lewin's Force-Field Theory.
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Chapter 12: Human Resource Management
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Sample Questions
Q1) A human resource management system is a part of the organizational architecture that managers develop to use resources efficiently and effectively.
A)True
B)False
Q2) In order to improve performance and motivation, Scott's performance is evaluated not only by his direct manager, but also by his customers, subordinates, and coworkers. This is an example of a _____.
A) self appraisal
B) peer appraisal
C) client appraisal
D) supervisor appraisal
E) 360-degree appraisal
Q3) _____ includes all the activities managers engage in to develop a pool of qualified candidates for open positions.
A) Labor relation
B) Subjective appraisal
C) Feedback
D) Recruitment
E) Job enlargement
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Page 14
Chapter 13: Motivation Performance
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Sample Questions
Q1) According Maslow's hierarchy of needs, as countries become wealthier and have higher standards of living, _____ needs are likely to be the prime motivators of behavior.
A) physiological
B) safety
C) self-actualization
D) operational
E) experiential
Q2) Which of the following is true according to Maslow's hierarchy of needs?
A) The highest-level needs must be met before trying to satisfy the lower-level needs.
B) Once a need is satisfied, it ceases to be a source of motivation.
C) The five basic needs can be satisfied in any order.
D) A person can be motivated by needs at more than one level at the same time.
E) If unable to satisfy needs at a certain level, people will focus more intently on satisfying the needs at the next highest level.
Q3) Discuss Alderfer's ERG theory.
Q4) How can pay be used as a source of motivation? How do need theories, the expectance theory, and learning theories describe the importance of pay?
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Page 15
Chapter 14: Leadership
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Sample Questions
Q1) Discuss the participation-levels of female leaders.
Q2) Discuss the two kinds of leader behaviors presented in the behavior model of leadership.
Q3) Coercive power:
A) fosters high performance if used often.
B) respects employee dignity and raises employee morale.
C) can have negative effects and should be used sparingly.
D) helps establish rapport between managers and employees.
E) is the cornerstone of effective leadership.
Q4) Corby Motors allows assembly-line workers to discard parts that do not meet quality standards without needing the permission of their manager first. This is an example of
A) employee empowerment
B) intrinsic motivation
C) instumentality
D) servant leadership
E) referent power
Q5) Define leadership and differentiate between a leader and a manager.
Q6) Explain the concept of transformational leadership. In what way do transformational leaders affect subordinates?
Page 16
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Chapter 15: Effective Groups and Teams
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Sample Questions
Q1) Performance gains that result when individuals and departments coordinate their actions is called _____.
A) synergy
B) conformance
C) deviance
D) groupthink
E) social loafing
Q2) What are group norms? Detail the effects of balance in conformity and deviance on a group's performance.
Q3) What are self-managed teams? Detail the roles of a manager in ensuring that self-managed teams are effective.
Q4) _____ exists when group members must perform specific tasks in a predetermined order.
A) Sequential task interdependence
B) Partial task interdependence
C) Pooled task interdependence
D) Reciprocal task interdependence
E) Complete task independence
Q5) Discuss the five stages of group development.
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Chapter 16: Promoting Effective Communication
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Sample Questions
Q1) Gary wishes to share vital information with his offshore team members in London. Gary, in this instance, is the sender.
A)True
B)False
Q2) Management by wandering around involves scheduling formal meetings with subordinates and discussing issues and concerns that both subordinates and managers may have.
A)True
B)False
Q3) _____ is the encoding of messages into written words.
A) Verbal communication
B) Nonverbal communication
C) Perceptual communication
D) Facial communication
E) Postural communication
Q4) How can managers become better listeners?
Q5) The process of interpreting a coded message back to its original form is called encoding.
A)True
B)False
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Chapter 17: Managing Conflict, Politics, and Negotiation
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Sample Questions
Q1) Conflict that takes place between members of the same department is known as:
A) interorganizational conflict.
B) top-down conflict.
C) interdepartmental conflict.
D) intragroup conflict.
E) intergroup conflict.
Q2) Which of the following is true of the integrative bargaining strategy that emphasizes focusing on what is fair?
A) It is consistent with distributive negotiation.
B) It leads the parties in conflict to take a competitive, adversarial stance.
C) It is consistent with the principle of distributive justice and focuses on the unprejudiced distribution of outcomes.
D) It helps parties in conflict to focus more on their demands rather than their interests.
E) It helps parties in conflict to perceive that they have a "fixed pie" of resources that they need to divide.
Q3) What are the various political strategies that managers can use to increase and maintain their power?
Q4) Define organizational conflict. How can conflict benefit the organization?
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Page 19
Chapter 18: Used Advanced Information Technology to Increase Performance
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Sample Questions
Q1) A system that managers use in their nonroutine tasks of coordinating and controlling tasks is known as a transaction-processing system.
A)True
B)False
Q2) Define an ERP system and discuss its benefits.
Q3) The _____ stage occurs when advancing IT leads to the development of a more advanced product making the old one obsolete and resulting in a fall of sales.
A) embryonic
B) conceptual
C) growth
D) maturity
E) decline
Q4) Personal computers on the desks of managers within a computer network are called:
A) servers.
B) clients.
C) mainframes.
D) external networks.
E) hubs.
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