Management of Human Capital Exam Review
Course Introduction
Management of Human Capital explores strategies and best practices for acquiring, developing, motivating, and retaining talent within organizations. The course examines how effective human capital management contributes to organizational performance, including topics such as workforce planning, recruitment and selection, training and development, performance management, compensation strategies, and employee engagement. Students will learn to align human resource practices with overall business objectives, understand key legal and ethical considerations, and analyze the impact of technology and globalization on human capital.
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
Source URL: https://quizplus.com/quiz/3903
Sample Questions
Q1) Correlations can be positive or negative and can range from
A) 0 to +1
B) -1 to +1
C) 0 to +100
D) -10 to 0
E) -10 to +10
Answer: A
Q2) The resource-based view suggests that a resource is more valuable when it is
A) technologically advanced.
B) socially complex.
C) complex.
D) simple.
E) rare.
Answer: E
Q3) A correlation describes the statistical relationship between three variables.
A)True
B)False
Answer: False
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Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Well-known responses to normal job demands that occur in a predictable way are a part of
A) job performance.
B) adaptive task performance.
C) knowledge work.
D) routine task performance.
E) citizenship behavior.
Answer: D
Q2) When employees use too many materials or too much time to do too little work, this is ________ deviance.
A) wasting resources, a form of production
B) wasting resources, a form of property
C) sabotage, a form of property
D) sabotage, a form of production
E) sabotage, a form of political
Answer: A
Q3) Sometimes the best task performers engage in counterproductive behavior.
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) Mohammed's company recently began offering a series of free leadership seminars aimed at helping lower-level employees enter a management track. It has been very successful, and Mohammed's department manager remarks to his colleague that he has seen a marked increase in ________ among the employees who have taken it.
A) employee retention
B) affective commitment
C) perceptions of support
D) normative commitment
E) continuance commitment
Answer: D
Q2) ________ is an intentional desire on the part of employees to appear like they are working, even when they are not performing work tasks.
A) Looking busy
B) Moonlighting
C) Daydreaming
D) Socializing
E) Cyberloafing
Answer: A
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Chapter 4: Job Satisfaction
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) The ________ assesses satisfaction with pay, promotion, supervision, and coworkers, as well as satisfaction with the work itself.
A) Employee Motivation Index
B) Job Descriptive Index
C) Job Satisfaction Index
D) Employee Characteristics Index
E) Employee Satisfaction Index
Q2) The psychological state that reflects the degree to which work tasks are viewed as something that "counts" in the employee's system of philosophies and beliefs is known as
A) responsibility for outcomes.
B) knowledge of results.
C) meaningfulness of work.
D) variety.
E) identity.
Q3) Research reveals that job satisfaction is correlated strongly with citizenship behavior.
A)True
B)False
Q4) How is job satisfaction related to life satisfaction? Provide two examples.
Page 6
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Chapter 5: Stress
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Which of these techniques attempt(s) to help people appraise and cope with stressors in a more rational manner?
A) self-hypnosis techniques
B) relaxation techniques
C) catharsis
D) cognitive-behavioral techniques
E) free association
Q2) ________ are stressful demands that are perceived as hindering progress toward personal accomplishments or goal attainment.
A) Role stressors
B) Time pressures
C) Psychological stressors
D) Hindrance stressors
E) Work complexities
Q3) Describe the practices that organizations use to reduce employee strains.
Q4) Explain the concept of presenteeism, and describe the effects it has on workplace productivity.
Q5) Explain the transactional theory of stress.
Q6) What is a stress audit? Explain how to reduce stressors and strains.
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Chapter 6: Motivation
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) ________ equity is the comparison with others in the same organization doing substantially different jobs.
A) Job
B) Occupational
C) Company
D) Age
E) Educational
Q2) Which of these refers to the learning plans and problem-solving approaches used to achieve successful performance?
A) expectancies
B) emotional cues
C) vicarious experiences
D) valences
E) task strategies
Q3) What is the difference between extrinsic and intrinsic motivation? Give some examples of outcomes associated with each of these. Are you more motivated by extrinsic or intrinsic outcomes? Explain, using examples from your own life.
Q4) Define and explain motivation and its forces.
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Page 8
Chapter 7: Trust, Justice, and Ethics
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) Employees who trust their authorities have ________ relationships that are based on vague, open-ended obligations.
A) emotional
B) economic exchange
C) transactional
D) mutually committed
E) social exchange
Q2) Which of the following is True with regard to affect-based trust?
A) Affect-based trust depends completely on the trustor's propensity to trust.
B) Affect-based trust is more rational than emotional.
C) Affect-based trust relies on our feelings.
D) Affect-based trust is rooted in reason and analysis.
E) Affect-based trust is the most commonly seen type of trust.
Q3) The final step in the four-component model of ethical decision making is A) ethical behavior.
B) ethical identity.
C) moral intent.
D) moral awareness.
Q4) Discuss how relationships based on the economic exchange play an important role in employee-authority relationships.
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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) True learning only occurs when
A) negative behaviors are unlearned over time.
B) novices distinguish themselves from experts.
C) employees are assigned larger responsibilities.
D) changes in behavior become relatively permanent.
E) employees avoid mimicking the behaviors of experts.
Q2) When behaviors are reinforced at random points in time, ________ is being used.
A) a fixed ratio schedule
B) a fixed interval schedule
C) a variable ratio schedule
D) continuous reinforcement
E) a variable interval schedule
Q3) How important is learning? Discuss the relationships among learning, job performance, and organizational commitment.
Q4) Research shows that the difference between experts and novices is almost always a function of intelligence as opposed to the more popular view that learning makes the difference.
A)True
B)False
Q5) Discuss the relationships among learning, experience, and decision making.
Page 10
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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) Minnie and Wendy both applied for the associate director position in their campus research administration office. They both have similar experience, but Minnie got the job. Minnie has an internal locus of control, and Wendy has an external locus of control. Define locus of control. Differentiate between the beliefs of external and internal locus of control, and explain how locus of control might influence how Minnie and Wendy view Minnie's hiring.
Q2) Prisha is very uncomfortable because she received a larger bonus than other members of her work group. She is most likely from a ________ culture.
A) global
B) uncertain
C) feminine
D) collectivistic
E) short-term oriented
Q3) Felix started his new job about a month ago. When asked, he says he likes most of his coworkers. One of them, though, is mean-spirited, obnoxious, petty, and belligerent. Felix is describing his coworker's social traits.
A)True
B)False
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Chapter 10: Ability
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Gus works in a lumber yard, and he has to throw heavy wooden posts up onto a conveyor. Gus has to use a high level of
A) explosive strength.
B) dynamic strength.
C) perceptual speed.
D) flexibility.
E) stamina.
Q2) Emotional intelligence is an ability
A) to avoid unpleasant settings.
B) that affects social functioning.
C) that improves physical performance.
D) to apply general rules to specific problems.
E) to make sense of information and find patterns.
Q3) The Emotional Quotient Inventory has been criticized for measuring personality traits, rather than actual abilities.
A)True
B)False
Q4) Define emotional abilities. Identify and describe the four abilities related to emotional intelligence.
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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) How does diversity improve the ability of groups to solve problems and be successful?
Q2) 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
Q3) A high degree of goal interdependence exists when team members have a shared vision of the team's goal and align their individual goals with that vision as a result.
A)True
B)False
Q4) Tasks for which the contributions resulting from the abilities of every member are considered in total to determine team performance are ________ tasks.
A) conjunctive
B) subjunctive
C) disjunctive
D) indicative
E) additive
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13
Chapter 12: Teams: Processes and Communication
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) Differentiate between team cohesion and potency.
Q2) According to research, task conflict results in increased team effectiveness irrespective of the trust in the team and the manner in which the conflict is managed.
A)True
B)False
Q3) ________ is the phenomenon occurring when members of a team exert less effort when working on team tasks than they would if they worked alone on those same tasks.
A) Groupthink
B) Social loafing
C) Self-serving bias
D) Social facilitation
E) Framing effect
Q4) Leaders do a better job considering recommendations and making final decisions when they do it together with team members.
A)True
B)False
Q5) Differentiate between positional modeling and positional rotation and provide an example of each.
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Page 14
Chapter 13: Leadership: Power and Negotiation
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) Paolo calls in his sales team and says "Okay, everybody, listen up: We're going to increase our sales across the board 30 percent next quarter. Here's how we're going to do it, and here's what I'm going to do to help us get there." Paolo is demonstrating
A) visibility.
B) centrality.
C) influence.
D) leadership.
E) ingratiation.
Q2) High levels of organizational politics have been shown to be beneficial to company performance as a whole.
A)True
B)False
Q3) ________ is the process by which two parties resolve conflict through use of a specially trained third-party.
A) Alternative dispute resolution
B) Closing and commitment
C) Distributive bargaining
D) Integrative bargaining
E) Substitutability
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Page 15
Chapter 14: Leadership: Styles and Behaviors
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) ________ suggest that leaders are born, not made.
A) Leader-member exchange theories
B) Ohio State studies of leadership
C) Transformational theories of leadership
D) Contingent theory of leadership
E) Great person theories of leadership
Q2) Over lunch, Daniela and Hassan are discussing their managers. Daniela describes her boss as extremely motivating. Work goals are more demanding than ever, but even though the rewards of the hard work may not come soon, Daniela trusts her manager's emphasis on the future good that will come from their work. She feels that working with this new manager has led to a much stronger emotional bond with the organization, much more engagement with the work, and an overall increase in her job satisfaction. Daniela's boss can be described as a(n) ________ leader.
A) transformational
B) authentic
C) transactional
D) perceptive
E) Weberian
Q3) Describe the leader-member exchange theory. Explain the two types of dyads.
Q4) Describe the four leader decision-making styles with examples.
Page 16
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Chapter 15: Organizational Structure
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) A plastic injection molding company, Flexiplast, has diversified to the point that the products it sells are very different and managing them has become overwhelming. Which of the following structures would help Flexiplast manage this situation?
A) simple
B) product
C) functional
D) geographic
E) client-based
Q2) Formalization refers to
A) where decisions are formally made in organizations.
B) the degree to which tasks in an organization are divided into separate jobs.
C) how many employees each manager in the organization has responsibility for.
D) the answer to the question of "who reports to whom?" and signifies formal authority relationships.
E) the degree to which rules and procedures are used to standardize behaviors and decisions in an organization.
Q3) Describe the three multi-divisional structures. Draw their organizational charts.
Q4) Differentiate between mechanistic and organic structures.
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17
Chapter 16: Organizational Culture
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) Marie is the department manager at Verve, Inc. Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles, and everyone-including Marie-is in one open room. The workspace of Marie's department with no walls or cubicles represents the observable artifact known as a symbol.
A)True
B)False
Q2) Organizations that have mercenary cultures are likely to be very political.
A)True
B)False
Q3) The physical layout of workspaces, dress codes, and the level of technology used are all examples of ________ that are represented by the organization's culture.
A) core values
B) cultural diversity
C) personal dynamics
D) observable artifacts
E) operational capacity
Q4) What is meant by person-organization fit? What are its advantages?
Q5) Discuss the two common methods by which an organization can change its culture.
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