Human Resource Management
Practice Questions
Course Introduction
Human Resource Management is a comprehensive course that explores the essential functions and strategies involved in managing an organizations human capital. Students will examine key topics such as recruitment and selection, employee training and development, performance appraisal, compensation and benefits, labor relations, and legal and ethical considerations in the workplace. The course emphasizes the role of HR professionals in fostering a productive work environment, developing organizational culture, and aligning human resource practices with overall business goals. Through case studies and practical exercises, students will gain both theoretical knowledge and practical skills necessary to effectively manage and support employees in diverse organizational settings.
Recommended Textbook
Organizational Behavior Managing People and Organizations 12th Edition by Ricky
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Page 2
W. Griffin
Chapter 1: An Overview of Organizational Behavior
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Q1) In organizations, most situations and outcomes are contingent; that is, the precise relationship between any two variables is likely to be dependent on other variables.
A)True
B)False
Answer: True
Q2) The successful application of organizational behavior principles can reduce a company's rates of turnover and absenteeism.
A)True
B)False
Answer: True
Q3) Organizational behavior (OB) typically includes the study of which of the following basic components?
A) financial reporting
B) research and development
C) human behavior in organizations.
D) the task environment
E) customer retention.
Answer: C
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3
Chapter 2: The Changing Environment of Organizations
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Q1) In 2014, the volume of international trade in current dollars was more than 50 times greater than the amount in 1960.
A)True
B)False
Answer: True
Q2) Valuing diversity means appreciating the varying ideas and perspectives that are provided by a heterogeneous workforce.
A)True
B)False
Answer: True
Q3) _______ allows monetary damages in cases of intentional employment discrimination.
A) Title VII of the Civil Rights Act of 1964
B) Title V of the Civil Rights Act of 1954
C) The Emancipation Proclamation
D) The Bill of Rights
E) The Civil Rights Act of 1991
Answer: E
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Chapter 3: Individual Differences
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Q1) perceiving
A)Alf prides himself on his objectivity and on his ability not to let his emotions get in his way when making decisions.
B)Amelia is less interested in facts than in the patterns and relationships among them.
C)Lenny prides himself on his adaptability.He hates making final decisions and, as a result, often misses his deadlines.
D)Olga often criticizes others for being "too logical." She believes that logic is a lie people tell themselves to justify making cold, cruel, or outright immoral decisions.When asked to make hard choices, Olga bases her decisions on what is best for the people she cares about.
E)Liang is uncomfortable making an important decision unless he feels that he has all of the facts.
F)Hosanna is decisive.In a group, she's usually the first person to take stock of the essential information and formulate a plan.
Answer: C
Q2) ___________ learners learn primarily by doing things themselves.
Answer: Kinesthetic
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Page 5
Chapter 4: Individual Values, Perceptions, and Reactions
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Q1) the halo effect
A)Emily, their lab manager, considers Sheldon the better scientist.When Sheldon makes a mistake, Emily dismisses it as a fluke.When Malik makes a mistake, she thinks, "Typical!"
B)When Sheldon completes a successful experiment, Malik thinks it's because Sheldon is a great scientist.When one of his own experiments goes well, Malik figures he just got lucky.
C)On the day he met Emily, Malik had a bicycling accident on his way to work and arrived reeling and distracted.His mind still on his near-death experience, Malik was curt during their introductions, causing Emily to forever consider him rude despite his being friendly to her ever since.
D)Sheldon is more eloquent and more adept at conversational niceties than Malik is.For this reason, Emily considers Sheldon the better scientist.
Q2) When a person first encounters a stressor, the first stage is called alarm.
A)True
B)False
Q3) Pleasurable stress that accompanies positive events is called
Q4) Define, discuss, and give examples of affect and mood in organizations.
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Page 6
Chapter 5: Motivating Behavior
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Q1) The most basic needs in Maslow's hierarchy are security needs.
A)True
B)False
Q2) A _________ reinforcement schedule is one in which the desired behavior is reinforced after an unpredictable amount of time has elapsed.
A) variable-interval
B) variable-ratio
C) fixed-interval
D) fixed-ratio
E) continuous
Q3) M
A)Although Fabio wants to do well as an accountant, he's just not very good with numbers.
B)Fabio has a strong desire to do well as an accountant.
C)Although Fabio wants to do well as an accountant, he doesn't get very much support from his coworkers or manager.
Q4) __________ is the set of forces that cause people to engage in one behavior rather than some alternative behavior.
Q5) Discuss the four types of reinforcement, giving examples of each.
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Chapter 6: Motivating Behavior with Work and Rewards
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Q1) Job enlargement involves the process of horizontal job loading, meaning that
A) the employee is assigned more tasks to perform.
B) the jobs are broken into small, component parts.
C) each employee is given a specialized task to perform.
D) the employee is assigned less monotonous and routine tasks.
E) the employee is assigned tasks with more responsibility.
Q2) Goal difficulty is the clarity and precision of a goal.
A)True
B)False
Q3) The courts and Equal Employment Opportunity guidelines have mandated that performance measurements be based on
A) age and sex.
B) race and national origin.
C) industry standards.
D) job-related criteria.
E) competitive benchmarks.
Q4) An organization's social security, unemployment, and workers' compensation contributions are set by law.
A)True
B)False
Page 8
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Chapter 7: Groups and Teams
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Q1) The two essential issues that must not be overlooked when implementing teams are
A) team performance and top management support.
B) implementation and team performance.
C) starting at the top and member loyalty.
D) team performance and team motivation.
E) team motivation and reward systems.
Q2) Which types of teams discussed in theChapter could successfully operate as virtual teams? Provide support for your answer.
Q3) Group composition is
A) the sum of the activities of individuals.
B) a set of expected behaviors associated with a position.
C) usually described in terms of the homogeneity or heterogeneity of group members.
D) two or more people interacting with and influencing each other.
E) expected behavior or behavioral patterns.
Q4) Implementation of self-managing work teams often takes less than six months.
A)True
B)False
Q5) Informal groups consist of friendship and ____________________ groups.
Q6) Describe the relationship between group composition and performance.
Page 9
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Chapter 8: Decision Making and Problem Solving
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Q1) In the nominal group technique, group members share their ideas with each other and then vote on them in private.
A)True
B)False
Q2) A decision maker's actions should be guided by
A) personal opinions.
B) a goal.
C) an operating budget.
D) interpersonal relationships.
E) a code of honor.
Q3) When ______________ arises, a decision maker questions the decision made and searches for information to bolster it.
A) post-decision uncertainty
B) conflict reduction
C) rationalization bias
D) post-decision dissonance
E) positive reinforcement
Q4) Discuss the primary conditions that foster the development of groupthink, and outline at least four symptoms of a group in which groupthink has taken hold.
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Chapter 9: Communication
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Q1) Manuals are probably the most common form of written communication in organizations.
A)True
B)False
Q2) ___________ is the portion of communication that enables a receiver to indicate receipt and understanding of a message.
A) Encording
B) Decoding
C) Noise
D) Symbolism
E) Feedbacck
Q3) _________ communication occurs when employees communicate across departments and levels.
A) Upward
B) Downward
C) Horizontal
D) Diagonal
E) Formal
Q4) Explain and describe active listening and how it plays an important role in communication.
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Chapter 10: Managing Conflict and Negotiating
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Q1) Which of the following is NOT one of the four key areas of skill development suggested by professionals in conflict resolution training?
A) communicating nonverbally
B) questioning
C) listening
D) mediating
E) avoiding
Q2) In conflict mediation, _________ refers to playing down the differences between the two sides while emphasizing common interests.
Q3) Integrative negotiation is generally better than distributive negotiation.
A)True
B)False
Q4) ______________ is adisagreement through which two or more parties perceive a threat to their interests, needs, or concerns.
Q5) Third-party conflict mediators usually come from inside the organization.
A)True
B)False
Q6) Thoroughly explain Glasl's nine stage model of conflict escalation.
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Chapter 11: Traditional Leadership Approaches
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Q1) decide
A)Dhruv invites his employees out to lunch to talk about the problem.He asks questions, moderates the discussion, and guides the group in making a decision.
B)Dhruv invites his employees out to lunch to talk about the problem.Afterward, he considers their inputs and makes a decision, which he announces via email.
C)Dhruv figures out the solution on his own, then emails his employees explaining how awesome it is.
D)Dhruv has a weekly 1-on-1 meeting with each of his employees.In the week after the problem first appears, Dhruv makes it a point to discuss the problem in all of the 1-on-1 meetings.The discussions help him figure out the best course of action, which he announces via email.
E)Just thinking about the problem gives Dhruv a headache.He explains the problem to his team and gives them carte blanche to sort it out and make a decision.
Q2) According to the Ohio State studies, a leader concerned with subordinates' feelings is engaging in ____________________ behavior
Q3) Vroom's model of leadership is based on a(n) ____________________ tree.
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Chapter 12: Contemporary Views of Leadership in Organizations
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Q1) Which of the following does NOT describe a behavior of charismatic leaders?
A) envisioning future trends and patterns
B) setting high expectations for themselves and for others
C) modeling behaviors consistent with meeting expectations
D) initiating structured tasks and making assignments
E) demonstrating personal excitement
Q2) transformational
A)John's the new director of a department that has been successful for a long time.Until a fire comes along, he's more concerned with keeping things running smoothly than with rocking the boat.
B)Belinda is the owner of a small business that's been growing stagnant for a few years.Its market share is beginning to slip, and Belinda knows that a total organizational overhaul is necessary to put her company back on top.
C)It's a good thing that Hillary is an ethical person, because her subordinates follow her blindly.She expects great things from her employees, and they rarely fail to rise to her expectations.
Q3) Compare and contrast transactional and transformational leadership styles.
Q4) Describe, discuss, and give examples of the emerging importance of virtual leadership.
Page 14
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Chapter 13: Power, Influence, and Politics
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Q1) rationality
A)"I've always looked up to your leadership.Regardless of who gets this promotion, I know that as long as you stay at the helm, this department will be successful."
B)"You can't go wrong with any of the candidates.However, I personally wrote the software whose continued improvement the person who gets this position will need to manage, so I'd be the most likely candidate to complete projects quickly and without errors."
C)"I talked to everyone in the marketing department and they were really excited by the prospect of having me in this role.I think they really support my candidacy, so I hope you choose me."
D)"If you give me this promotion, I will cook you the greatest dinner you have ever had in your life for a week straight."
E)"I know I'm the best, and you know I'm the best, so give me the promotion.Just give it to me!"
F)[Say nothing, then go to the manager's boss and ask him to force the manager to give you the promotion.]
Q2) Describe, discuss, and give examples of how managers can limit political behavior.
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Chapter 14: Organizational Structure and Design
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Q1) When an organizational restructuring results in fewer employees, which of the following is NOT a common effect on the employees who remain?
A) increased turnover intention
B) increased stress
C) increased motivation
D) decreased commitment
E) All of these are common effects.
Q2) Compared to wider spans of control, narrow spans of control are _________ costly and provide _________ supervision and coaching.
A) less, more
B) more, less
C) less, less
D) more, more
E) equally, just as much
Q3) Division of labor is the separation of work into different jobs to be done by different people.
A)True
B)False
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Chapter 15: Organizational Culture
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Q1) Culture resists change for all of the following reasons EXCEPT
A) it is typically communicated through stories and symbols.
B) it embodies the basic values in the firm.
C) it changes so frequently that employees begin to resist further change.
D) it is often taken for granted.
E) it involves changing basic assumptions.
Q2) An organization's culture of _________ reflects the extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minority members are questioned.
A) diversity
B) strategy
C) conflict
D) inclusion
E) multiculturalism
Q3) Sonya's company creates a laptop processor that produces less heat than any other on the market.
A)incremental innovation
B)systems innovation
C)radical innovation
Q4) The airplane is an example of a ______________ innovation.
Page 17
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Chapter 16: Organization Change and Change Management
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Q1) Who is often acknowledged after a change effort?
A) People who were hired once the change began.
B) People who were hired only after the change had ended.
C) People who worked hardest to speed up the change.
D) People who quickly grasped new work assignments.
E) People who tried to stop it.
Q2) Because of perceptual limitations such as lack of attention or selective attention, a person may not recognize a change in a rule or procedure and thus may not alter his or her behavior.
A)True
B)False
Q3) Problems related to resistance, control, and power can be overcome by broad participation in planning the change.
A)True
B)False
Q4) Unfreezing is the process by which people become aware of the need for change.
A)True
B)False
Page 18
Q5) Describe the steps you would take in conducting a survey feedback process.
Q6) Explain how organizations can simultaneously promote and resist change.
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