Human Resource Management Practice Exam
Course Introduction
Human Resource Management is a foundational course that explores the principles, strategies, and practices essential for effectively managing an organizations workforce. The course covers key topics such as recruitment and selection, employee development and training, performance appraisal, compensation and benefits, legal and ethical considerations, labor relations, and workplace diversity. Students will examine case studies and real-world scenarios to understand how HR contributes to organizational success, fosters positive workplace culture, ensures compliance with employment laws, and supports both individual and organizational goals. Through lectures, discussions, and practical activities, students will gain critical knowledge and skills necessary for pursuing a career in human resource management or related fields.
Recommended Textbook
Organizational Behaviour 4th Canadian Edition by Angelo Kinicki (1)
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14 Chapters
576 Verified Questions
576 Flashcards
Source URL: https://quizplus.com/study-set/3058
Page 2
Chapter 1: Introduction to the Field of Organizational Behavior
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36 Verified Questions
36 Flashcards
Source URL: https://quizplus.com/quiz/60720
Sample Questions
Q1) The definition of e-business is buying and selling goods and services over the Internet.
A)True
B)False
Answer: False
Q2) Explain the model of organizational behavior, considering the role of (a) behavioural science contributions, (b) inputs, (c) the 3-part system, and (d) outputs.
Answer: Refer to the Figure 1.1(in the text)
Q3) Organizational behaviour investigates the individual, the group, and the organization, to develop a better understanding of the workplace.
A)True
B)False
Answer: True
Q4) Diversity management is not required in a contemporary organization as a 'melting pot' approach is used by organizations of today.
A)True
B)False
Answer: False
Page 3
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Chapter 2: Individual Behavior, Personality, and Values
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29 Verified Questions
29 Flashcards
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Sample Questions
Q1) Helen is working by herself at a shoe store as her two colleagues are at home sick.Her supervisor comments on the messy displays and poor customer service, ignoring that the store is short staffed.This is an example of:
A)stereotypes
B)perception
C)bullying
D)workplace aggression
E)fundamental attribution bias
Answer: E
Q2) What is fundamental attribution bias?
A)The tendency to emphasize personal characteristics
B)The tendency to emphasize situational characteristics
C)The tendency to ignore failures
D)The tendency to take personal responsibility for successes
E)The tendency to consider events immediately before any observed behaviours
Answer: A
Q3) Stage two of the four-stage perception sequence is encoding and simplification.
A)True
B)False
Answer: True
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Chapter 3: Perceiving Ourselves and Others in Organizations
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34 Verified Questions
34 Flashcards
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Sample Questions
Q1) Self-efficacy requires constructive action in which of these management areas:
A)recruiting/selection
B)job design
C)training
D)leadership
E)all of these answers are correct Answer: E
Q2) Research indicates that individuals who are low on conscientiousness at their work place are more inclined to have accidents.
A)True
B)False Answer: True
Q3) There is an ideal employee personality.
A)True
B)False Answer: False
Q4) The concept of self remains the same from culture to culture.
A)True
B)False Answer: False
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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49 Verified Questions
49 Flashcards
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Sample Questions
Q1) Which variable does not have a positive correlation with job satisfaction?
A)turnover
B)motivation
C)job involvement
D)organizational citizenship
E)organizational commitment
Q2) Value similarity refers to
A)the degree of consensus among family members about family values
B)the amount of agreement between employer and employee
C)value congruence
D)the actual work/life conflicts
E)the competing values among family members
Q3) There is a negative relationship between job involvement and performance.
A)True
B)False
Q4) An intention to engage in a behaviour is a good predictor that the behaviour will not occur.
A)True
B)False
Q5) What is the relationship between values and attitudes and job satisfaction?
Page 6
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Chapter 5: Employee Motivation
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) Feedback enhances the effect of specific, difficult goals.
A)True
B)False
Q2) Managers have gained insight from research based on goal setting.Which of the following is not an accurate insight regarding goal setting?
A)difficult goals lead to lower performance
B)feedback enhances the effect of specific, difficult goals
C)participative goals, assigned goals, and self-set goals are all equally effective
D)goals commitment and monetary incentives affect goal setting outcomes
E)specific high goals lead to greater performance
Q3) According to Lockes' model, goal setting has four motivational mechanisms.Which of the following is NOT considered a motivational mechanism?
A)goals direct attention
B)goals initiate progressive conflict
C)goals regulate effort
D)goals increase persistence
E)goals foster development of strategies and action plans
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Chapter 6: Decision Making and Creativity
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37 Verified Questions
37 Flashcards
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Sample Questions
Q1) Many managers strongly resist giving up the reins of power to people they view as subordinates.They see self-managed teams as
A)a threat to the proper management of people
B)a threat to their productivity
C)a threat to the even pace of work
D)a threat to their job security
E)a threat to quiet, unassertive employees
Q2) If James, president of the student government association, marks the first annual meeting by a very formal interaction between himself and others, James is establishing norms through ___________________.
A)trust
B)primacy
C)teamwork
D)roles
E)norms
Q3) Norms are enforced to clarify the group's or organizations central values and/or unique identity.
A)True
B)False
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Page 8
Chapter 7: Team Dynamics
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) A person should develop their listening skills to enable him or her to use the appropriate type.
A)True
B)False
Q2) Which of the following is a key to effective listening?
A)getting emotional
B)being distracted
C)challenging yourself
D)listening for facts only
E)tuning out speakers
Q3) Create a table of the three communication styles.Include in the table, (a) the description of the style, (b) non-verbal behaviour pattern, and (c) verbal behaviour pattern.
Q4) All of the following are examples of positive non-verbal cues except
A)smiling
B)maintaining eye contact
C)excessive yawning
D)leaning forward
E)nodding your head
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Chapter 8: Communicating in Teams and Organizations
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38 Verified Questions
38 Flashcards
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Sample Questions
Q1) A questionable negotiation tactic of providing excessive information to the opponent or asking many questions is referred to as
A)maximization
B)distraction
C)change of mind
D)information exploitation
E)lies
Q2) "Do not take sides in someone else's personality conflict" is a tip for
A)a manager dealing with a personality conflict
B)an employee having a personality conflict
C)a third party observer of a personality conflict
D)the human resource manager
E)family members
Q3) According to Tjosvold's cooperative conflict model, the desired outcomes are A)agreement
B)stronger relationships
C)learning
D)learning, stronger relationships, and agreement
E)none of the responses are correct
Q4) There are six techniques for ADR resolution.List and explain the six techniques.
Page 10
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Chapter 9: Power and Influence in the Workplace
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48 Verified Questions
48 Flashcards
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Sample Questions
Q1) Providing minimal feedback about project completion and associated costs will reduce escalation of commitment.
A)True
B)False
Q2) An individual who is politically sensible will consider politics as necessary.
A)True
B)False
Q3) A slightly positive impact on job performance and satisfaction and lowered turnover occur(s) with which base(s) of power?
A)coercive power
B)lexpert power
C)both expert and referent power
D)both reward and legitimate power
E)both coercive and social power
Q4) The Delphi technique is a group process that
A)helps groups work together in a structured group meeting
B)uses software to encrypt ideas
C)anonymously generates ideas or judgments from physically dispersed experts
D)is very useful in face-to-face meetings
E)brings participants together to talk through their differences
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Chapter 10: Conflict and Negotiation in the Workplace
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53 Verified Questions
53 Flashcards
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Sample Questions
Q1) Which of the following, is not a tip according to Peter Drucker for improving leadership effectiveness
A)think and say 'I' rather than 'we'
B)determine what needs to be done
C)determine the right thing to do for the welfare of the entire organization
D)listen first, speak last
E)focus on opportunities rather than problems
Q2) The Ohio State studies provided evidence that followers performed more effectively for structuring leaders.
A)True
B)False
Q3) All of the following describe characteristics of the servant leader EXCEPT:
A)empathy
B)healing
C)hindsight
D)listening
E)persuasion
Q4) Provide a timeline of leadership theories, providing examples of theories in each instance.
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Chapter 11: Leadership in Organizational Settings
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48 Verified Questions
48 Flashcards
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Sample Questions
Q1) Which of the following developmental networks describe a few strong ties between a protégé and a mentor that comes from one social system?
A)traditional network
B)receptive network
C)opportunistic network
D)entrepreneurial network
E)mentor network
Q2) Feldman's model is applicable to any organization in the socialization of new employees.
A)True
B)False
Q3) Mentoring provides a new employee with psycho-social support.
A)True
B)False
Q4) A strategic plan outlines an organization's competitive business model.
A)True
B)False
Q5) Clothing that is worn at work is an indicator of organizational culture.
A)True
B)False
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Chapter 12: Designing Organizational Structures
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) The goal accomplishment approach is appropriate when powerful stakeholders can significantly benefit or harm the organization.
A)True
B)False
Q2) Which effectiveness criterion is also known as the 'healthy systems' approach?
A)goal accomplishment
B)internal processes
C)strategic constituencies
D)strategic satisfaction
E)resource acquisition
Q3) The approach to decision making in an organic organization is
A)contingency
B)decentralized
C)centralized
D)bounded rationality
E)limited rationality
Q4) A functional department is grouped by product line or service category.
A)True
B)False
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Chapter 13: Organizational Culture
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55 Verified Questions
55 Flashcards
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Sample Questions
Q1) Positive self-concept and tolerance for risk were negatively related to coping which change.
A)True
B)False
Q2) Target elements of change in the Systems Model of Change are organizational arrangements, strategic plans, people, methods, and social factors.
A)True
B)False
Q3) Hardiness is a collection of characteristics that neutralize occupational stress.
A)True
B)False
Q4) A method used in change situations where there is a lack of information or analysis requires
A)participation and involvement
B)facilitation and support
C)education and communication
D)manipulation and co-optation
E)negotiation and agreement
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Page 15
Chapter 14: Organizational Change
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37 Verified Questions
37 Flashcards
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Sample Questions
Q1) The four cultural dimensions identified by Hofstede are (1) power distance, (2) individualism-collectivism, (3) masculinity-femininity, and (4) certainty avoidance.
A)True
B)False
Q2) The ability to make a decision, enact change, and accurately interpret ambiguous cross-cultural situations that are consistent with cultural expectations is
A)emotional intelligence
B)corporate intelligence
C)cultural intelligence
D)individual intelligence
E)change versatility
Q3) Culture shock involves
A)disorientation
B)doubt
C)anxiety
D)disorientation, doubt, and anxiety
E)none of the responses relate to culture shock
Q4) Elaborate on why culture is compared to peeling an onion.
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