INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY Prepared and Screened by: Prof. Patrick Gutierrez, RPsy, RPm

C

Danilo is a marketing manager and insists on replacing Hanna, his marketing assistant for 2 years already. He complains that Hanna has not been covering the expected deliverables even if she is given an extended period to submit. As an HR manager, what should you do?

a) Hanna should be laid off from work. Continuous underperformance would warrant eviction from the company.

b) Hanna and Danilo should be in a mediation program to resolve their personal qualms. Perhaps, misunderstanding led to underperformance of Hanna.

c) Hanna should undergo training and feedback. Danilo's testimony is a relevant factor in determining which treatment approach should be done.

d) The HR should capitalize on hiring a more competent individual while Hanna is still on board. Hanna has the right that removing her immediately would create a legal dispute between Danilo, Hanna, and the HR manager.

B

Although Danilo is a graduate of Human Resource Management, he currently works and performs well as marketing manager for the past 2 years. Prior, he was working in the HR department for 2 years as well. Now, he received a memorandum from their HR Director that he will be assigned in the Operations Department. What is going on within Danilo's company as such actions are being taken place by their management?

a) This is wrong as Danilo does not have any skills to work in those three different departments.

b) This is expected if Danilo is to be promoted to an executive level.

c) This happens to companies that are about to go bankrupt. This is referred to as downsizing which requires their company to cut short their expenses.

d) This is simply random impulses and unplanned actions of the management. Even if Danilo is skillful in his current craft, it does not mean he will do another.

E

Hanna eventually resigns. Danilo wants a replacement for Hanna who currently holds a marketing assistant position. Despite Hanna's resignation, the management does not expect a significant decline in the currently progressing performance of their company. What should Danilo and the HR manager do?

a) Fire Danilo. He's the reason why Hanna resigned.

b) Recruit someone as beautiful as Hanna; forget about the performance.

c) Since the performance of the company is expected to be the same, Danilo should not have an assistant under him and be alone forever.

d) Train someone below Hanna who will eventually take her place in Danilo's heart.

e) Recruit someone on the outside who has the skills who can supply both the present and future needs of Danilo. Shala.

D

After her resignation, Hanna, in her early 20s, is now looking for a job. As a career specialist, what would you recommend to Hanna if she is still exploring her opportunities and she is still unsure of her career path?

a) She should consult a career counselor to properly guide her in choosing the best career for her.

b) She should look into her current skills. If those skills match the job, it does not need for her to necessarily like that job itself. Her skills are enough to supply her exploration.

c) She should both have the skill and preference on those jobs. A good job is something that you are good at, and you like as well.

d) She should look for a company where she can get proper training and development as an employee. HR people should be able to guide their employees on their career development.

e) She should go and marry Danilo. Their secret relationship should prosper if she is not in the company anymore.

B

Hanna decided to start her own business. She started a shampoo business and called it Danilo Hairs. With 10 employees and her being the president, she assigned them positions as vice president, finance director, marketing director, HR director, and IT director. While the rest are in rank-and-file positions. What is your comment in this regard?

a) Starting a company requires positions that would simplify the task following their own specializations.

b) The leadership position should be within Hanna's control alone. She does not need any other leadership position at the moment.

c) Hanna should craft an organizational chart describing the chain of command among her employees. Without this step, she will lose control of the company and may not meet the target deliverables on time.

d) Her primary concern is training her employees. Supply enough training on her leadership positions so she could ensure profitable outcomes.

e) Business is not for her. She should go back and look for a job.

B

Danilo, now promoted at executive level, noticed that Hanna's business is moving forward. Although she is not a real competition, Danilo is worried that his current employees are being pirated by Hanna, his past assistant. How can Danilo ensure that his employees are staying with him, especially the new ones, until his aspirations for the company come to its fruition?

a) Provide promotion opportunities to his employees so that they expect something to stay in the company.

b) Ensure that they receive a proper view of what their job is and what they receive from it. Leveling their expectations and eventually meeting them would ensure satisfaction from the employees.

c) Increasing employee salary yearly at 10% can ensure employee motivation.

d) Provide pre-need policies such as casket benefits to ensure that if they die, their family members will no longer need to worry about the casket and wake expenses.

A

Hanna's business is already growing and making its name in the market. However, her employees are still the same set and require more varied outcomes. How should an organizational development specialist react to the status of Hanna's Danilo Hairs Inc?

a) Conduct research and identify these varied skills required to produce varied outcomes.

b) Shift the organizational structure from flat to network structure.

c) Engage her employees into in-depth training to achieve such skills and improve their capacity to supply their market needs.

d) Enhance the employee's motivation by improving their compensation package.

A

Danilo's concerns were valid; Hanna, her previous assistant, is gradually recruiting his employees to join her in her company. In what aspect should Danilo's concern be coming from?

a) The training and skills that will be drained from his company after Hanna pirated his workers.

b) Hanna's company will be a lot better than his because of the new skills set that her company now achieves.

c) Both A and B

d) Neither A nor B

C

A surprising turn of events happened that Hanna and Danilo's boss are now considering a merger between their competing companies. It appears now that if the merger occurred, Hanna would now become Danilo's line manager. If you are the human resource manager, what would you recommend to Danilo following such an event?

a) Retain the initial structure where Hanna is Danilo's line manager.

b) Transfer Danilo to another department so that there will be no conflict between the two employees.

c) Consult the policies that exist within the newly formed merged companies and let Danilo decide on the "future of his career" in the company.

d) Direct Danilo to an employee assistance program to handle their personal issues related to their workplace.

C

In the perspective of an organizational development analyst, would you recommend to Danilo's boss that such a merger occur considering the current flow of her organization?

a) No, if there are more restraining forces than driving forces.

b) Yes, a merger suggests equal rights and management between Hanna and a larger company.

c) No, acquisition is a better large-scale organization change decision; A merger means dissolution of the already established organization.

d) Yes, if the driving forces are stronger than the restraining forces.

Classical

Focuses on work

Formal organizational structure

Taylor, Weber, Fayol

Scientific Management Approach

Taylor

Bureaucratic Approach

Weber

Administrative Theory

Fayol

Scientific Management Approach

Planning of work to achieve efficiency, standardization, specialization and simplification

Bureaucracy

is an organisational structure that is characterised by many rules, procedures and requirements, number of desks, meticulous division of labour and responsibility, clear hierarchies and professional, almost impersonal interactions between employees

Administrative Theory

Accomplishment of tasks, and include principles of management, the concept of line and staff, committees and functions of management

Neoclassical Theory

Focuses on Worker

Informal Organizational Structure

Hawthorne

Modern Organizational Theory

Emphasizes the need for organizations to adapt to a changing environment and focuses on innovation and collaboration.

Balances workers and environment

Systems Approach

Components

> The individual

> Formal and informal org

> Patterns of behavior role of comprehension

> Physical

Linking Process

> Communication

> Balance

> Decision Analysis

Goals of Organization

> Growth

> Stability

> Interaction

Sociotechnical

• It is not just job enlargement and enrichment which is important, but also transforming technology into a meaningful tool in the hands of the users.

Contingency/Situational

• Herbert A. Simon

• Contingency theory, also called decision theory, views organizations as a structure composed of choice-makers, and argues that there is no one right way to make a decision.

• Contingency theorists believe that management is responsible for analyzing business situations and then acting accordingly to address any issues or challenges.

Motivational Theories

• Theory X and Theory Y

• Operant Conditioning

• Hierarchy of needs

• 2 factor theory

• ERG Theory

• Expectancy Theory

• Equity theory

• Goal Setting Theory

Open Systems Theory

• Open systems theory is a concept that argues that an organization's environment influences it, and understanding the impact of this influence may help managers develop more effective leadership strategies.

A

What is the primary focus of human resource development (HRD)?

a) Personal and professional growth of employees

b) Staffing and compensation management

c) Defining or designing work within an organization

d) Creating systems for organizing people within an organization

D

What is the term used to describe the extent to which an employee wants to remain with an organization and cares about the organization?

a) Job Satisfaction

b) Continuance Commitment

c) Normative Commitment

d) Affective Commitment

C

Which aspect of organizational justice refers to the perceived fairness of the interpersonal treatment that employees receive in an organization?

a) Procedural Justice

b) Distributive Justice

c) Interactional Justice

d) Organizational Justice

C

How can businesses use the concept of force field analysis before modifying their processes?

a) By ignoring the internal factors.

b) By maintaining the existing processes.

c) By weighing factors to improve operations.

d) By strengthening restraining forces against change.

A

In a force field analysis, what does it mean if driving forces are stronger than restraining forces?

a) The change can be implemented smoothly

b) The analysis needs to be restarted

c) The change should not be implemented

d) The change needs more restraining factors

B

If hierarchical is to ____power, functional is to _____ power.

a) Legitimate, Referent

b) Legitimate, Expert

c) Expert, Reward

d) Expert, Referent

D

Transactional leaders are primarily focused on

a) Building commitment to the vision

b) Changing the organization's strategies and culture

c) Creating a strategic vision

d) Linking job performance to rewards

C

Which of the following best describes organizational theory?

a) The study of productivity and performance of organizations

b) The study of the actions of employees and groups within organizations

c) The study of social organizations and their structures and operations

d) The study of professional and social relationships within organizations

D

What is the key difference between Human Resource Development and Human Resource Management?

a) The focus on performance appraisal vs. the process of training employees

b) The focus on employee empowerment vs. the process of organizational planning

c) The focus on hiring new talent vs. the development of current employees

d) The focus on employees' growth and development vs. the process of managing employees

B

What distinguishes training from employee orientation?

a) Training is a one-time event, while orientation is an ongoing process

b) Training focuses on job-specific skills, while orientation covers company policies

c) Training emphasizes socialization, while orientation emphasizes skills development

d) Training is only provided to new employees, while orientation includes current staff

C

The management is fully aware of the ageing population of their middle management in the company. If the HR developer is to engage in management development, what should be the core focus in answering the strategic needs of the organization?

a) Appraising current performance

b) Filling senior-level openings

c) Developing future managers

d) Creating job instruction sheets

A

Neoclassical: _____ :: ______ : Training

a) Career management, Classical

b) Career management, Functional

c) Strategic HRM, Modern

d) Strategic HRM, Hierarchical

D

Matrix: ____:: _____: Open

a) Open, Line

b) Centralized, Network

c) Open, Team

d) Centralized, Flat

A

Which theory focuses on the emotional and psychological components of peoples' behavior in an organization?

a) Neo-classical theory

b) Modern theory

c) Motivation theory

d) Formal Organizations

B

According to the contingency theory, who makes the most valuable or impactful choices in an organization?

a) Employees working at all levels

b) Employees working at higher levels

c) External stakeholders

d) Employees working at lower levels

A

How does Scientific Management differ from Neoclassical Organizational Theory in terms of worker focus?

a) Worker training vs. group work

b) Scientific selection vs. role comprehension

c) Specialized tasks vs. participative management

d) Conflict resolution vs. stability

C

What is a primary role comparison between a human resource manager and a human resource development manager in an organization?

a) Focused on maintaining relationships vs. focused on career development

b) Focused on performance appraisal vs. focused on talent management

c) Focused on organizational planning vs. focused on employee training and development

d) Focused on staffing vs. focused on employee engagement

B

Diana, the HR manager maintains the rules and regulations in the organization using the management-by-walking approach. Despite the strict standards she imposes, the company sales are still affected by the economic movements outside their control. What would an organizational development specialist initially recommend in a fast-changing inflation rate in a highly structured organization?

a) Recommend that Diana should adapt to changing circumstances outside their organization by identifying what motivates her employees.

b) Diana should conduct research regarding the impact of her management styles on her employee's performance.

c) The organization should shift from hierarchical to functional structure to capitalize on the employee's knowledge and skills on sales.

d) Any recommendations above will be useful in Diana's case.

D

Enrico, the marketing director, is about to retire in 5 years. His work in the company is remarkable and the present HR manager is concerned as to what to do in his retirement. He has a span of control of 7 marketing managers but none of them are at par with Enrico's performance. In the context of the employer's succession planning, what would an OD specialist recommend?

a) Implementing long-term focus strategies

b) Assessing current job descriptions

c) Filling senior-level openings

d) Appraising managers' current performance

B

Getting a driver's license here in the country requires two steps: theoretical driving course (TDC) and practical driving course (PDC). After getting your student license through the completion of TDC, you will be permitted to take PDC to finally get your non-professional license. What kind of training does this portray?

a) Simulation

b) Apprenticeship

c) On-the-job training

d) Coaching

D

On-the-job training is applicable to

a) Lower level employee

b) Middle management

c) Upper management

d) All levels within the organization.

A

Which organizational conflict could arise in functional organizational structure?

a) Communication barriers

b) Jurisdictional ambiguity

c) Task interdependence

d) All of the above

A

Which test should you use to identify potential career orientations among employees?

a) Strong-Campbell

b) Myers-Briggs

c) McCrea-Costa

d) California Personality

B

What qualities do change agents need to possess?

a) Authoritarian leadership

b) Transformational leadership

c) Passive leadership

d) Transactional leadership

B

Which individual aligns his function with human resource development (HRD)?

a) Mr. Jose is concerned with identifying what traits to look for when hiring his employees. Likewise, he is also interested on how to pay to his employees based on legal and theoretical standards.

b) Mr. Joseph consults to experts on how to enhance both the personal and professional growth of employees.

c) both Jose and Joseph

d) Neither Jose nor Joseph

C

The acronym VUCA Prime represents the following words

a) Variability, Unpredictability, Complexity, Ambiguity

b) Value, Utilization, Change, Achievement

c) Vision, Understanding, Clarity, Agility

d) Volatility, Uncertainty, Coordination, Adaptability

C

ABC Company, an international baby company, is branching out to the Philippines and have hired several Filipino employees. Other than the legal aspect of owning a business in the Philippines, ABC also must deal with the culture and languages the Filipino families have. To reach out the market, they must construct a mechanism to deal with the geography the country has. Managers should also understand that there are vast differences between and among cultures and dialects in the archipelago. To be a successful organization, the leader should be able to ___.

a) Provide a unifying vision built on the various elements across the organization.

b) Exploring and experimenting on strategies to create role-comprehension among employees.

c) Identify common themes among the different factors to provide a simplified approach.

d) Immediately adapt from a foreign used-to's to local used-to's

B

XYZ company wishes to upgrade their HRIS software in their company. With all the features of the new software, the company cannot disregard the benefit the company will get from this change. With the expected reaction from the employees, what strategies should be among the choices of the human resources developers?

a) Refreezing, unfreezing, changing

b) Communication, learning, involvement, coping support, negotiation, and sparing use of coercion

c) Driving forces and a clear, well-articulated vision of the desired future state

d) Training, orientation, and job instructions training

A

Who is a change agent in organizational change?

a) Anyone, in any department and in any position, with enough knowledge and power to guide and facilitate the change effort.

b) Someone who directs attention away from the group's problems but foresees the problems that could potentially arise from the problematic scenario.

c) An individual who introduces intervention and evaluates changes

d) A person who diagnoses the forces that drive and restrain proposed organizational change.

D

What does succession planning involve?

a) Implementing customer-centric approach

b) Using technology to enhance customer interactions and relationships

c) Implementing initiatives for skill development and career growth amongst all employees

d) Preparing for leadership changes by developing and promoting internal talent

B

LMX (Leader Member Exchange): ______:: ______ : Neoclassical

a) Modern, Theory X

b) Neoclassical, IMPACT

c) Sociotechnical, Pathgoal theory

d) Systems: Theory Y

D

An organizational development consultant is tasked with enhancing a highly mechanistic organization's adaptability and responsiveness to external changes. Which major evolution in organizational thought would provide the most relevant framework for this transformation?

a) Shift from Neo-classical to Modern theory, focusing on systems thinking and quantitative analysis.

b) Evolution from Modern to Contingency theory, highlighting situational variability.

c) Transition from Classical to Neo-classical theory, emphasizing human relations.

d) Integration of Open Systems theory with earlier models to understand dynamic environments.

A

A project manager is facing a situation where critical decisions must be made under tight deadlines, and the team members possess unique, non-overlapping expertise that must be leveraged, but individual consensus is not feasible due to time constraints. Applying the Vroom-Yetton Model, which decision-making style would be most appropriate?

a) Consultative (C1)

b) Collaborative (G2)

c) Autocratic (A1)

d) Autocratic (A2)

A

A seasoned executive, known for charisma and the ability to inspire followers without formal authority, recently failed in a new leadership role where the organizational climate was characterized by widespread uncertainty and a feeling of being 'unsure what to do.' According to IMPACT Theory, which style was likely ineffective, and what was the corresponding climate?

a) Magnetic Style in Climate of Instability

b) Coercive Style in Climate of Crisis

c) Magnetic Style in Climate of Despair

d) Informational Style in Climate of Ignorance

B

In Fiedler's Contingency Model, what distinguishes a 'high task structure' from a 'low task structure' concerning leadership effectiveness?

a) Low task structure implies tasks are highly formalized, allowing for less leader intervention.

b) High task structure indicates clear, routine tasks, making leader's role easier.

c) High task structure means tasks require unique solutions, favoring relationship-oriented leaders.

d) Low task structure suggests complex, ambiguous tasks, requiring more directive leadership.

C

In Carnall's Five Stages of Employee Reactions Towards Change, what is the critical differentiator between the 'Defense Stage' and the 'Discarding Stage'?

a) The Defense Stage focuses on employees making minor adjustments to their work habits, while the Discarding Stage is marked by full immersion in the new culture.

b) The Defense Stage is when employees test new systems, and the Discarding Stage is when they actively promote the new changes to their peers.

c) The Defense Stage is characterized by employees acknowledging change and actively seeking to justify their current methods, while the Discarding Stage involves employees recognizing the inevitability of change and beginning to let go of old practices.

d) The Defense Stage involves employees denying that any change will occur, whereas the Discarding Stage is where employees actively resist new systems.

A

What is a core characteristic that differentiates a 'Change Agent' from a 'Change Analyst' in organizational development?

a) Change Agents initiate change even when not strictly necessary, whereas Change Analysts only instigate change when there's a strong, compelling rationale.

b) Change Agents resist change initially but eventually comply, while Change Analysts actively seek to keep change from occurring.

c) Change Agents are external consultants, whereas Change Analysts are always internal organizational members.

d) Change Agents primarily focus on technological implementations, while Change Analysts specialize in human resource overhauls.

B

In Lewin's change process, if a manager fails to adequately prepare employees during the 'Unfreezing' stage, what is the most likely consequence during the 'Moving' stage?

a) Employees will spontaneously adopt new behaviors and fully embrace the change with maximum guidance.

b) The change initiative will encounter significant resistance, disengagement, and potential failure due to a lack of perceived need or understanding.

c) External stakeholders will have to provide increased support, compensating for internal organizational deficiencies.

d) The organization will revert to old ways during the 'Refreezing' stage, as the new habits were never fully established.

D

A Human Resource Manager finds that employees across several departments consistently misinterpret new strategic directives, leading to misaligned efforts. To address this, which type of OD technique would be most effective in identifying and rectifying these systemic perception discrepancies?

a) Sensitivity Training, to enhance individual self-awareness.

b) Coaching, to individually guide employees on their tasks.

c) Team Building, to improve cohesion within individual teams.

d) Survey Feedback Approach, to systematically identify and discuss discrepancies in member perceptions across the organization.

B

In the context of 'VUCA PRIME,' how does 'Agility' directly respond to the challenge of 'Complexity' in the 'VUCA WORLD'?

a) Agility helps to simplify complex situations by reducing the number of variables and dependencies involved.

b) Agility enables an organization to respond rapidly and effectively to complex, interconnected challenges by fostering flexible structures and adaptive processes.

c) Agility means simply increasing the speed of operations without considering interconnectedness.

d) Agility focuses on centralizing all decision-making to minimize the impact of complex external factors.

C

What is the main difference between Human Resource Management and Organizational Development?

a) HRM focuses on people, while OD focuses on processes

b) HRM focuses on the organization, while OD focuses on employees

c) HRM focuses on the management of people, while OD focuses on the overall effectiveness of the organization

d) HRM focuses on short-term goals, while OD focuses on long-term goals

B

Which of the following dimensions refers to the degree of differentiation between units based on the orientation of members, the nature of tasks they perform, and their education and training?

a) Formalization

b) Horizontal differentiation

c) Spatial differentiation

d) Vertical differentiation

Formalization

(degree of specialization)

Spatial differentiation

(geography)

Vertical differentiation

(hierarchy)

A

Danny serves as the director of their research unit of the RDD company. Hanny, the research manager, endorses all the proposals which have been reviewed by Lanny, Tanny, and Manny, who serves as research supervisors. These proposals were submitted by Anny, Sanny, and Ranny, their main researchers of these papers. Which one of the following is a characteristic of this organizational structure?

a. It is the simplest method of administration and is easy to understand and manage

b. It promotes healthy competition, innovation, and collaboration

c. It has a flexible structure that reinforces problem-solving and decision making

d. It allows for effective communication that brings stability to the organization

We-phone company is divided into departments; A, B, and C. Department A produces tablets, while department B is responsible for the phones. Department C designs the laptops and desktops their company sells. This type of departmentalization has the advantage of all the following, except

a. Less conflict between major sub-units

b. Easier communication between sub-units

C. Less complex coordination mechanisms

d. Easier job mobility among employees

D

Which of the following is a key activity of Human Resource Management related to attracting candidates?

a) Training and Development

b) Performance Management

c) Compensation and Benefits

d) Recruitment and Selection

A

Which of the following best describes the relationship between HRM and OD?

a) HRM and OD are separate but complementary functions, working together to achieve organizational goals.

b) HRM is a subset of OD, focusing on the day-to-day operations of the organization.

c) OD is a subset of HRM, encompassing all aspects of employee management.

d) HRM and OD are fundamentally incompatible, with distinct goals and approaches.

B

Which of the following theories emphasizes the importance of continuous improvement and adaptation?

a) Sociotechnical Systems

b) Open Systems Theory

c) Classical Organizational Theory

d) Contingency Theory

D

What is a key difference between Classical and Neoclassical Organizational Theories?

a) Importance of formal structure vs. importance of social factors

b) Emphasis on management practices vs. emphasis on leadership

c) Emphasis on productivity vs. emphasis on employee satisfaction

d) Focus on efficiency vs. focus on human behavior

A

According to classical organization theory, which of the following approaches is based on the concept of planning of work to achieve efficiency, standardization, specialization, and simplification?

a) Taylor's scientific management approach

b) Weber's bureaucratic approach

c) Fayol's administrative theory

d) None of the above

C

What is the primary goal of Career Development in HRD?

a) Designing training programs

b) Identifying staffing needs

c) Creating career paths and progression plans

d) Conducting performance appraisals

D

What is the primary focus of the Employee Relations activity in HRM?

a) Conducting performance appraisals

b) Identifying staffing needs

c) Designing pay structures

d) Managing the relationship between the organization and its employees

D

Which of the following is NOT an HRM activity?

a) Training and Development

b) Recruitment and Selection

c) Compensation and Benefits

d) Organizational Development

C

What primarily distinguishes organizational transformation from organizational change?

a) Organizational transformation occurs at a faster pace than organizational change.

b) Organizational transformation focuses on specific processes only.

c) Organizational transformation involves a complete overhaul of the entire organization.

d) Organizational transformation targets only technological advancements.

A

What differentiates organizational development from organizational change?

a) Organizational development is a planned, systematic approach for long-term effectiveness.

b) Organizational development focuses solely on financial outcomes.

c) Organizational change involves behavioral science knowledge.

d) Organizational development is limited to team-building activities.

D

What is a characteristic of organizational transformation?

a) Does not affect the organization's overall identity

b) Involves minimal disruption

c) Short-term process with limited impacts

d) Requires strong leadership and a clear vision

A

During the pandemic, most organizations shifted from on-site to WFH set up, this is an example of

a) Organizational change

b) Organizational transformation

c) Organizational development

d) Organizational management

B

For two days prior to "opening," employees in a Food and Beverage Department actually take orders, prepare food, serve meals, and compute check totals for other employees posing as tourists. These exercises allow the staff members to work in an environment that closely resembles the actual work environment. These exercises are referred to as:

a) apprentice training

b) simulations

c) behavior modeling

d) role playing

C

Ricardo, a recruitment officer, gave NEO PI R, RPM, and a structured interview to applicants who primarily will work with company assets and finances. Specifically, these applicants need to be honest in their position in the company. Based on the given data, evaluate Ricardo's methods.

a) His strategy is very strong since NEO PI is a gold standard measure of personality coupled with an interview.

b) His strategy is strong enough since structured interviews are sufficient in identifying skills in finances of his applicants.

c) His strategy is weak since it lacks integrity test and it is vital to the position available.

d) His strategy is very weak since there is no individual cognitive ability test provided.

B

You are the recruitment manager in a company. You are given a quota to reach 50 placements of a rank and file, temporary position within one month. What assessment tools are within your choice? (1) Curriculum vitae (2) Resume (3) Standardized personality test (4) Structured Interview (5) Situational exercises (6) Assessment center

a) 1, 3, and 4

b) 2 and 4

c) 6 alone

d) 1 and 5

C

Gertude, a technical support agent applicant, was asked by the recruitment officer to answer questions with one correct answer. For example, "What button should you hit when the CPU appears to work but the monitor does not function?" 4 options are given following this question. What assessment tool is she taking?

a) Work sample test

b) Situational exercises

c) Job knowledge test

d) Structured interview

C

Research by McClelland has demonstrated that high performance managers have a "leadership motive pattern." Who among the candidates are likely portraying this profile?

a) Candy who desires to be around others but more of a follower than a commander.

b) Patty who is motivated with jobs in which she is in control whether there are people around or not.

c) Martin who is more of an influencer/controller of others while low in needs to be of help to others.

d) Richard who wants to be in control of others in a job that is less challenging but has a high likelihood of job success.

D

Lenard, a new recruitment manager, is planning a new selection policy in the company. He is confused as to what approach he would use. Essentially, he has strict budget for the recruitment process but has few remaining test utilized by the previous HR employee. Nonetheless, he needs placement to be accomplished within a month for a relatively small number of vacant positions. What should you advise Lenard?

a) Use multiple cut-off approach to save time in the recruitment process.

b) A multiple hurdle approach is the best choice using the most reliable hence expensive test as preliminary in the assessment.

c) He should choose multiple cut-off and rank the average scores obtained from the number of applicants.

d) Multiple hurdle approach is paramount in his case choosing the cheapest test as the initial tool.

C

Analyze this case: The company needs to hire 2 from 5 applicants. The psychometrician gave a test with 2 points average standard error. The overall test scores of the applicants are as follows: Marcelo - 94, Patrick - 92, Maria - 89, Henry - 86, and Evelyn - 82. Considering adverse impact and banding in hiring decision, who would you chose for the position?

a) Marcelo and Maria. They are the top scorers from both genders; hence, resolving issue of adverse effect.

b) Marcelo and Patrick. It would be unjust for Patrick if he will not be chosen despite getting top 2 in the overall assessment.

c) Marcelo and Maria. Patrick's performance is quite the same as Maria making her equivalent to top-2 position as well.

d) Marcelo and Patrick. Gender is not a context of adverse effect since both genders are considered equal.

C

Which business with a certain circumstance does not put blind-box ad as a primary consideration in its recruitment?

a) BMI, a billion-dollar, multinational electronic company, popular in its mobile gadgets.

b) ANX Company, which is said to have controversial issues in personnel management in the past month.

c) Mama Joan Pizza and Fried Chicken, who is looking for sales marketers that will represent the company to its customers.

d) DONDON Enterprises, who is about to terminate an employee after exhibiting incompetence in the past 3 years.

C

The management staffs of a busy cafeteria have not been getting along well. The general manager criticizes each of the other managers' performance and the overall operation of the cafeteria. The general manager's actions is based on the principle of outside pressure in order to

a) increase membership stability.

b) fix the disordered operations at the cafeteria.

c) increase group cohesiveness.

d) form the group identity of the staffs.

D

Which of the following criteria is a subjective measure of performance for a waitress?

a) Number of positive comments received

b) Average amount of money spent on a meal

c) Number of days absent from work

d) A supervisor's rating of dependability

B

According to researches in IO Psychology, the best person to promote in a managerial position would be

a) Justin who has openness of T60, conscientiousness of T75, extraversion of T55, agreeableness of T55, and neuroticism of T50.

b) Gerardo who has openness of T63, conscientiousness of T70, extraversion of T65, agreeableness of T48, and neuroticism of T55.

c) Both of them are qualified

d) Neither of them.

B

Which of the following situation demonstrates peter principle?

a) A teacher wants to see if there are any differences in the test scores of students who take her exam on the computer and those who take her exam the traditional paper and pencil way.

b) Manager Kang promotes employees who get high scores in annual performance appraisal. Unfortunately, some promoted employees do not become effective supervisors.

c) Researchers at IBM think that employees who get to choose their own working hours will be more satisfied than those who do not.

d) An organization has difficulty getting enough qualified applicants from its existing employees to fill a vacant position. As a result, the organization seeks qualified applicants from outside the organization.

D

Max was referred by Nely, a well performing employee. Johnson, an employee getting 30th percentile of annual performance appraisal, referred Ferdie. According to researches on employee referrals, we can assume that

a) Nely's referral will have shorter tenure than Johnson's referral.

b) Nely has higher motivation than Ferdie

c) Max will have lower performance than Ferdie

d) Max will have longer tenure than Ferdie

B

Frederick, with an IQ of 95, expects that his first job as junior guidance counselor is about handling cases of problematic students. After three months on the job, Frederick has not been given a single case but rather worked mostly in marketing the school. Frederick is likely to be:

a) less satisfied and less committed but will stay with the organization

b) less satisfied and less committed and will probably leave the organization

c) satisfied but not committed and will stay with the organization

d) satisfied and committed and will stay with the organization

D

Jonathan needs to have a placement of an executive assistant that works on Monday to Saturdays. This executive assistant sometimes needs to extend working hours depending on the need of her line manager. There are times that she will also do field works with the manager she will be assigned to. Hence, she will have to be working closely to her direct boss. Despite the difficulty of the job, she will be receiving 150% salary compared to other employees of the same position in other companies. To increase the Jonathan plans to use Realistic Job Preview that involves telling .

a) Number of applicants / the responsibilities successful applicant will receive

b) Referrals coming from successful employees / the competitiveness of the salary package but the work schedule

c) Performance of the successful applicant when hired / the salary she will be receiving plus the travel allowance when in field work.

d) Likelihood that successful applicant will stay in the company / everything about the job

B

Luke thinks he is an idiot and will never be able to master the new computer system. He takes a training class on the new system and fails. This situation might best be explained by:

a) Social learning theory

b) Galatea effect

c) Expectancy theory

d) Equity theory

D

"You worked for Endurance Matrix Inc. as an account manager as mentioned here in your curriculum vitae. I did not catch clearly what this is. Would you like to tell me more about this?" This interview question (or response)

a) Intents to elicit the applicant's knowledge and skills.

b) Taps the applicant's experience in the job.

c) Is a situation that asks how the applicant handles it.

d) Reveal more information provided in the CV.