Human Resource Management Practice Exam
Course Introduction
Human Resource Management is a comprehensive course that explores the strategic and operational roles of HR within organizations. Students will examine key topics such as recruitment and selection, training and development, performance management, compensation and benefits, labor relations, legal compliance, and diversity in the workplace. Through case studies and real-world scenarios, the course emphasizes best practices in managing human capital, fostering positive workplace cultures, and aligning HR strategies with organizational goals. This course equips students with essential skills and knowledge necessary for effective HR decision-making and leadership in todays dynamic business environment.
Recommended Textbook
Modern Management Concepts and Skills 14th Edition by Samuel C. Certo
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21 Chapters
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Page 2
Chapter 1: Principles of Modern Management: Concepts and Skills
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Sample Questions
Q1) Roger is assessing the amount of time and costs involved in completing today's production. Roger is assessing his unit's ________.
A) effectiveness
B) efficiency
C) performance
D) lost revenue
E) allocations
Answer: B
Q2) ________ is the management function through which managers compare present performance to pre-established performance standards.
A) Organizing
B) Influencing
C) Controlling
D) Monitoring
E) Planning
Answer: C
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Page 3
Chapter 2: Managers, Society, and Sustainability
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Sample Questions
Q1) Which of the following acts was passed amid outcries of public outrage over outrageous management practices discovered at several companies including Enron, WorldCom, and Tyco?
A) Gramm-Leach-Bliley Act
B) Financial modernization Act
C) Sarbanes-Oxley Act
D) Patriot Act
E) Freedom of Information Act
Answer: C
Q2) A company focused on not only offering goods and services customers value but also ensuring the community and other environmental factors surrounding the company do not suffer from the firm's actions is said to be ________.
A) educational
B) sustainable
C) occupational
D) self-sufficient
E) responsive
Answer: B
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Chapter 3: Management and Diversity
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Sample Questions
Q1) Ayesha is an Israeli immigrant to the United States. She works for a pharmaceutical company and is not only a gender minority, but also an ethnic minority in the company. Her peers, colleagues, and subordinates expect a lot from her. She is having a tough time fulfilling all these expectations. Ayesha is said to be facing ________.
A) role ambiguity
B) role conflict
C) role insufficiency
D) role interference
E) role overload
Answer: E
Q2) Having to fill competing roles because of membership in two cultures causes
A) pluralism
B) role conflict
C) role overload
D) ethnocentrism
E) tokenism
Answer: B
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Chapter 4: Managing in the Global Arena
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Sample Questions
Q1) Joe is a citizen of Sri Lanka who lives and works for a company in Brazil. He is considered to be a(n) ________.
A) dual citizen
B) expatriate
C) repatriate
D) host-country national
E) home-country national
Q2) ________ are least expensive to employ for organizations that operate globally.
A) Host-country nationals
B) Expatriates
C) Third-country nationals
D) Repatriates
E) Migrant workers
Q3) Transnational organizations are also called ________.
A) global corporations
B) multinational corporations
C) international corporations
D) domestic corporations
E) pan-national corporations
Q4) Why do managers make foreign investments? What are the risks involved in this?
Page 6
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Chapter 5: Plans and Planning Tools
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Q1) A manager reviewing how to keep employees safe typically develops a workplace violence ________.
A) rule
B) policy
C) tactic
D) procedure
E) strategy
Q2) Which of the following is the rationale behind letting the people responsible for attaining certain objectives have a voice in setting them?
A) Employees are more capable than managers and are better at establishing objectives.
B) Managers are motivated when their employees are allowed to have a say in goal setting.
C) Employees can showcase their managerial potential when they are allowed to set their own goals.
D) Managers tend to set objectives that are often easily achievable and do not challenge employees.
E) The people responsible for attaining the objectives know their job better than the managers do.
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Chapter 6: Making Decisions
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Sample Questions
Q1) ________ is a decision-making tool used in risk situations - situations in which decision makers are not completely sure of the outcome of an implemented alternative.
A) Probability theory
B) Bandwagon effect
C) Loss aversion
D) Heuristics
E) Bounded rationality
Q2) John wants to start his own pet shop and has run an ad for the post of shop assistant. He hired the first candidate he interviewed without reviewing the remaining applications because the first one fit the given criteria he had listed in the job ad. This is an example of ________.
A) confirmation bias
B) risk
C) bias
D) satisficing
E) heuristics
Q3) Compare the advantages gained when a manager utilizes group versus individual decision making.
Q4) What is bounded rationality?
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Chapter 7: Strategic Planning: Strategies, Tactics, and Competitive Dynamics
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Sample Questions
Q1) Which of the following is true about a star SBU?
A) Star SBUs may barely support themselves; in some cases, they actually drain off cash resources generated by other SBUs.
B) Star SBUs provide the organization with large amounts of cash because their market is not growing significantly.
C) An SBU that is a star has a small share of a high-growth market.
D) An SBU that is a star has a high share of a high-growth market and typically needs large amounts of cash to support rapid and significant growth.
E) Because the market of star SBUs is not growing significantly, the cash is generally used to meet the financial demands of the organization in other areas.
Q2) Discuss the value of management conducting an Environmental Analysis.
Q3) Strategic implementation is the last step of the strategic management process. A)True B)False
Q4) What is competitive dynamics? Briefly describe the factors that influence a firm's action or reaction?
Q5) Compare and contrast strategic and tactical planning.
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Chapter 8: Fundamentals of Organizing
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Sample Questions
Q1) What role does division of labor play in the organizing function of management?
Q2) The organization structure at Kinetic Machines is horizontally divided into Marketing, Finance, Production, and R&D departments. Identify the departmentalization mode being used here.
A) product
B) geographic
C) functional
D) customer
E) matrix
Q3) In general, the closer the subordinates are in location to each other, the more of them managers can supervise effectively.
A)True
B)False
Q4) The formal structure of an organization evolves naturally and tends to be molded by individual norms and values and social relationships.
A)True
B)False
Q5) Discuss the five main steps in the organizing process.
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Chapter 9: Responsibility, Authority, and Delegation
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Sample Questions
Q1) Differentiate between responsibility, accountability, and authority.
Q2) Line authority is the right to make decisions and to give orders concerning the production, sales, or finance-related behavior of subordinates.
A)True
B)False
Q3) Organization members should be obligated to perform only those activities that lead to ________.
A) job enlargement
B) overlapping responsibilities
C) more accountability
D) job enrichment
E) goal attainment
Q4) Which of the following statements is true about responsibility?
A) Responsibility is often easy to identify.
B) Responsibility does not create an obligation to perform the assigned activities.
C) The source of responsibility lies within the individual.
D) Responsibility is the right to perform or command.
E) Managers who delegate tasks are not responsible for the tasks.
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Chapter 10: Human Resource Management
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Sample Questions
Q1) Performance appraisals should emphasize how well the individual is doing the job, not the evaluator's impression of the individual's work habits.
A)True
B)False
Q2) ________ for developing skills reflect a blend of job-related knowledge and experience.
A) Position rotation
B) Overlearning
C) Virtual teams
D) Special project reviews
E) Classroom techniques
Q3) Which of the following performance appraisal methods requires appraisers to simply write down their impressions of employees in paragraph form?
A) forced ranking
B) rating scale
C) free-form essay
D) employee comparison
E) critical-form essay
Q4) Discuss the need for recruiters to know their source of human resources.
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Chapter 11: Organizational Change: Stress, Conflict and Virtuality
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Sample Questions
Q1) Grid organization development technique is commonly used for ________.
A) changing people in organizations
B) designing structural changes
C) evaluating structural changes
D) evaluating technical changes
E) changing business processes
Q2) Which of the following is the most complete description of organizational effectiveness?
A) the extent to which an organization accomplishes its objectives
B) overall profitability of an organization or an organizational unit
C) ability of an organization to produce maximum output with a given input
D) the extent to which an organization's actions benefit society
E) the extent to which an organization's resources are used cost-effectively
Q3) The managerial grid is based on the premise that various managerial styles can be described by means of managers' concern for cost and concern for technology.
A)True
B)False
Q4) Discuss factors managers need to consider when determining what should be changed.
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Chapter 12: Influencing and Communication
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Sample Questions
Q1) How can managers promote formal organizational communication?
A) by listening attentively to messages that come through formal channels
B) by eliminating informal communication channels in the organization
C) by instituting a circular pattern of organizational communication
D) by strictly regulating employee access to formal communication channels
E) by using low involvement channels instead of high involvement channels
Q2) Mark finds out that his colleague, Mae, will soon be quitting the company and joining a rival firm. He immediately passes this information on to his teammate Josh, who tells Craig, who in turn mentions it to his secretary. In this way the message spreads from one person to the next, until the entire department knows about it. This is an example of the
A) serial grapevine
B) single-strand grapevine
C) gossip grapevine
D) probability grapevine
E) cluster grapevine
Q3) List the ten commandments for good listening.
Q4) What is the importance of nonverbal messages in a communicative process?
Q5) Describe formal communication and explain the three basic types of formal communication.
Page 14
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Chapter 13: Leadership
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Sample Questions
Q1) The Vroom-Yetton-Jago model is a method for determining ________.
A) when a leader should use which decision style
B) interpersonal dynamics of organizational leaders
C) the motivational appeals necessary to motivate followers
D) leadership traits and motivation of individuals
E) the effectiveness of leaders in various situations
Q2) Lisa Lewis is the leader of a small research team formed to study the internal operations of a company. She instructs the team members on how to collect and analyze the data. Lisa is an expert on statistics and the team members are free to approach her for technical help whenever needed. She is also careful to note any inappropriate behavior that may occur in the team and takes immediate measures to guide the person concerned. Lisa can be called a(n) ________.
A) superleader
B) transformational leader
C) entrepreneurial leader
D) coaching leader
E) positional leader
Q3) Explain the difference between a leader and a manager.
Q4) Explain the major findings of the OSU studies.
Q5) Compare and contrast the life cycle theory of leadership with Fiedler's model.
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Chapter 14: Motivation
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Sample Questions
Q1) In a non-profit public setting of a high school, a principal who strives to outdo her predecessors and become the best principal possible would be satisfying his
A) psychological needs
B) esteem needs
C) social needs
D) self-actualization needs
E) physiological needs
Q2) Concerns about Maslow's Hierarchy should remind managers to look upon the hierarchy more as a/an ________ statement than as a/an ________ description of human needs.
A) subjective; objective
B) objective; subjective
C) subjective; content
D) content; subjective
E) objective; process
Q3) According to equity theory, the only way people react when treated unfairly at work is seeking employment elsewhere.
A)True
B)False
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Chapter 15: Groups and Teams
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Q1) ________ comes naturally as the mutual acceptance of group members increases and communication and decision making continue within the group.
A) Conformance threat
B) Group polarization
C) Groupthink
D) Cognitive dissonance
E) Group solidarity
Q2) What steps can management take to help prevent "groupthink" from occurring in formal groups?
Q3) Which stage of team development is characterized by a focus on solving organizational problems and meeting assigned challenges?
A) forming
B) storming
C) acceptance
D) performing
E) adjourning
Q4) The most fundamental ingredient of effective teams is member satisfaction.
A)True
B)False
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Chapter 16: Managing Organization Culture
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Sample Questions
Q1) Edwin is starting his new job as an executive with a publishing firm. Which of the following statements would be an indication that his new company has a hierarchy culture?
A) Edwin's supervisor constantly emphasizes the need for innovation during the orientation session.
B) Edwin is told that he will have to perform duties that might be significantly different from those mentioned in his job description.
C) Edwin learns that the firm has no formal set rules or procedures within the workplace that he is expected to follow.
D) Edwin's new firm's CEO stresses the need to achieve coordination and organization within the firm in his welcome speech.
E) Edwin's new firm is characterized by flexibility and discretion, coupled with a strong external focus.
Q2) Give a brief description of the organizational socialization process for new employees.
Q3) Write a short essay on the importance of organization culture.
Q4) Provide a brief description of organization culture.
Q5) Briefly explain the role of organizational rewards as a cultural artifact.
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Chapter 17: Controlling, Information, and Technology
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Q1) Which of the following is the last step in operating an IS properly?
A) transmitting data
B) determining appropriate data
C) using the information
D) determining information needs
E) gathering appropriate data
Q2) Before taking a corrective action, management should compare measured performance to standards and make a judgment as to whether the ________ between planned and actual performance is tolerable.
A) performance gap
B) measurement
C) problem
D) symptom
E) goal
Q3) What are the steps in evaluating information?
Q4) Generally, the top management of a company would most benefit from information such as summary reports of transactions, detailed reports of problems, and operating plans and policies.
A)True
B)False
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Chapter 18: Production and Control
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Q1) ________ is the amount of the total costs of producing a product that exceeds the total revenue gained from selling the product.
A) Loss
B) Depreciation
C) Asset purchase costs
D) Break-even point
E) Inflationary costs
Q2) Product quality determines an organization's ________.
A) skill set
B) reputation
C) customer base
D) competitive move
E) financial balance
Q3) Quality ranking is totally dependent on the industry standards.
A)True
B)False
Q4) Briefly describe JIT inventory control.
Q5) What are the potential pitfalls of budgets?
Q6) What is productivity and how is it important to organizations?
Q7) Explain and discuss the concept of operations strategies.
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Chapter 19: Appendix 1: Managing History and Current Thinking
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Q1) Lynn is a manager in a company that manufactures optical fibre cables. She follows the Fayol principle of "esprit de corps" in her interactions with her team. Which of the following does this imply?
A) Lynn's team members are independent.
B) Lynn's team members are fiercely competitive.
C) Lynn's team members enjoy working in a centralized hierarchical system.
D) Lynn's team members receive orders only from her.
E) Lynn's team members are harmonious and upbeat.
Q2) Which of the following is true of Henry Gantt's method of management?
A) The Gantt scheduling chart was found to be impractical and has fallen into disuse.
B) It gave less importance to the human side of production than F.W. Taylor's method.
C) Gantt believed that worker compensation should correspond only to production.
D) He considered that studying employee motivation was the role of scientific management.
E) It dealt with lower-level management analysis and not comprehensive analysis.
Q3) How does a manager's understanding of his employees' physiological, safety, social, esteem, and self-actualization needs improve productivity?
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Page 21
Chapter 20: Management and Entrepreneurship: Handling
Start-Ups and New Ventures
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Q1) What occurs when an entrepreneur decides whether he or she has just a good idea or a viable opportunity that will provide the desired outcomes?
A) opportunity identification
B) opportunity selection
C) opportunity evaluation
D) opportunity feedback
E) opportunity success
Q2) Describe the four factors that influence the ability of individuals to identify opportunities.
Q3) ________ are firms that raise money from investors and then use this money to make investments in new firms.
A) Angel investors
B) Venture capitalists
C) Banking institutions
D) Entrepreneurs
E) Insurance companies
Q4) What is corporate entrepreneurship?
Q5) Explain feasibility analysis.
Q6) Explain the fundamentals of entrepreneurship.
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Chapter 21: Encouraging Creativity and Innovation
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Q1) According to the time-pressure/creativity matrix, employees who receive little encouragement from senior management to be creative and engage in less collaborative work overall are likely to feel as if they are on ________.
A) autopilot
B) a treadmill
C) a tight leash
D) an expedition
E) a mission
Q2) If an employee's creativity is said to increase when they are able to work without direct management directions, the employee should be offered ________ in their work.
A) control
B) organization
C) independence
D) autonomy
E) leadership
Q3) What are the benefits that an organization can enjoy by successfully offering high-quality products and services to the marketplace?
Q4) Give a short description of the concept of "innovation."
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Page 23