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1. Which of the following pertains to the amount of time people take toprepare for an interview and their overall job performance and satisfaction?A. Openness to experienceB. AgreeablenessC. SurgencyD. Dependability2. “Because of their narcissistic tendencies, these leaders often get quite abit done. But their feelings of entitlement and inability to learn fromexperience often results in trails of bruised followers.” Which dark-sidepersonality trait is defined by this statement?A. BoldB. ExcitableC. SkepticalD. Cautious3. Dutiful leadersA. Tend to blame others for their mistakesB. Frustrate and disempower their staffs through micro-managementC. Deal with stress by sucking up to superiorsD. Are unconcerned about the welfare of their staff4. Which dark-side personality trait is often associated with extremely highdependability scores?A. ExcitableB. DiligentC. SkepticalD. Colorful5. These managerial types have gained insight into their dark-side traits andhave found ways to negate their debilitating effects on followers.A. Competent ManagersB. Results Only ManagersC. CheerleadersD. In Name Only Managers6. A person’s all-around effectiveness in activities directed by thought iscalledA. MotivationB. IntelligenceC. PerceptionD. Cognition7. IntelligenceA. Affects behavior equally across all situationsB. Is relatively easy to changeC. Can be inferred in different waysD. Can be modified through education and experience8. ‘Adequate organization performance is possible through balancing thenecessity to get work out while maintaining morale of people at asatisfactory level.’ In terms of the Leadership Grid, what leadershiporientation does this signify?A. Team managementB. Country Club managementC. Impoverished managementD. Middle-of-the-road management9. These skills and behaviors do not involve interacting with others and areamong the most difficult to change.A. IntrapersonalB. InterpersonalC. LeadershipD. Business10. Competencies concerned with analyzing issues, making decisions, financialsavvy and strategic thinking constitute theA. Intrapersonal skills categoryB. Leadership skills categoryC. Interpersonal skills categoryD. Business skills category11. Community leadersA. Have positional powerB. Can get tasks accomplishedC. Tend to have fewer resourcesD. Can discipline followers who do not adhere to organizational norms12. The leadership competency of helping a group or community recognize and define its opportunities and issues in ways that result in effective action isA. FramingB. Building social capitalC. MobilizationD. Interaction facilitation13. Leaders can motivate followers with strong _____ values by giving themopportunities to improve society and help others who are less fortunate.A. AffiliationB. HedonismC. AltruismD. Security14. What is the motivational strategy of followers with strong scientific values?A. They enjoy analyzing data to get at the truthB. The more they are paid, the more they are motivated to workC. They are motivated when they work in organizations that have strongcustomsD. They believe fame, visibility and publicity are important15. Leaders who suffer from extrinsic motivational bias falsely believe followersare more motivated byA. Job securityB. MoneyC. RecognitionD. Helping others16. Some people are motivated to persist in certain behaviors for the simplereason that they like to do them. This is calledA. Extrinsic motivationB. Overjustification effectC. Intrinsic motivationD. Observer effect17. Which of the following statements concerning the overjustification effect istrue?A. The overjustification effect occurs in a number of situationsB. Rewards seen as providing “informational” value typically result in a decrease in intrinsic motivation for the taskC. Overjustification effect is more a reality than a mythD. External rewards may backfire if they are given to people alreadyintrinsically motivated to perform the tasks18. What are the most powerful determinants of task behaviors, according toLocke and Latham?A. ValuesB. GoalsC. AbilitiesD. Needs19. Receiving conflicting information from two or more people about theirexpectations for your work behavior reflectsA. Intersender role conflictB. Intrasender role conflictC. Interrole conflictD. Person-role conflict20. This role conflict occurs when a store manager encourages a salesperson tomislead customers about the quality of the store’s products when thisbehavior is inconsistent with the salesperson’s values and beliefs.A. Interrole conflictB. Intrasender role conflictC. Intersender role conflictD. Person-role conflict21. A person is experiencing _____ if he/she wonders, “Just what am Isupposed to be doing?”A. Role ambiguityB. Role conflictC. Role overloadD. Role insufficiency22. These are the informal rules that groups adopt to regulate and regularizegroup members’ behaviors.A. ValuesB. NormsC. MeaningsD. Groupthink23. The sum of forces that attract members to a group, provide resistance toleaving it and motivate them to be active in it is calledA. Group polarizationB. Social facilitationC. Group cohesionD. Punctuated equilibrium24. One of the disadvantages of highly cohesive group is finding that, peoplein such groups often become more concerned with striving forunanimity than in objectively appraising different courses of action. Thisphenomenon is calledA. GroupthinkB. Punctuated equilibriumC. OverboundingD. Ollieism25. A highly cohesive group with members who overstep their boundaries oreven violate laws to please the leader illustratesA. GroupthinkB. OllieismC. OverboundingD. Teamwork

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