Chapter 12: Human Implications of Organisations (CAIIB – Paper 1)
1. Which of the following best describes individual differences in an organization?
A. Similar behavior and abilities across employees
B. Organizational hierarchy and reporting structure
C. Variations in behavior, personality, abilities, and attitudes among employees
D. Standardized work procedures and rules
Individual differences refer to the unique variations among employees in terms of behavior, personality, skills, intelligence, and attitudes which impact their performance and interactions within the organization.
2. Which factor primarily influences human behavior in organizations?
A. Personality, perception, motivation, and values
B. Office location and seating arrangement
C. Financial incentives only
D. External market conditions exclusively
Human behavior in organizations is influenced by multiple factors including personality traits, perception, motivation, values, and attitudes of individuals, not just external or financial factors.
3. Emotional intelligence (EI) in employees is most closely related to:
A. Technical skills and task knowledge
B. Self-awareness, empathy, and relationship management
C. Adherence to company policies
D. Years of experience in the organization
Emotional intelligence involves the ability to recognize, understand, and manage one’s own emotions and those of others. It is key for effective interpersonal relations and team performance.
4. Which statement about human behavior in organizations is correct?
A. It is entirely predictable based on rules
B. It does not affect organizational performance
C. It depends only on external incentives
D. It is influenced by individual differences, motivation, perception, and the environment
Human behavior in organizations is complex and influenced by multiple internal and external factors including individual differences, motivation, perception, and the work environment.
5. Personality traits in employees affect which of the following organizational outcomes?
A. Job performance, teamwork, leadership effectiveness, and communication
B. Only attendance and punctuality
C. Only technical skill acquisition
D. None of the above
Personality traits strongly influence employee behavior and affect job performance, teamwork, leadership ability, and communication within an organization.
6. Which factor most strongly influences employees’ behavior at work?
A. The color of the office walls
B. Only financial incentives
C. Organizational culture, leadership style, and interpersonal relationships
D. Weather conditions
Employees’ behavior at work is influenced by organizational culture, leadership style, motivation, and interpersonal relationships rather than superficial factors or only financial rewards.
7. Workplace diversity primarily refers to:
A. Uniformity in skills and experience
B. Differences in age, gender, ethnicity, education, experience, and culture among employees
C. Hiring employees only from specific departments
D. Limiting recruitment to a single demographic
Workplace diversity refers to the variety of differences among employees including age, gender, ethnicity, education, cultural background, and experience, which enriches organizational performance.
8. Which of the following is a key benefit of gender diversity in the workplace?
A. Reduced need for team collaboration
B. Faster promotions for male employees only
C. Standardization of behavior
D. Improved decision-making, creativity, and innovation
Gender diversity brings different perspectives to problem-solving, enhances creativity, promotes innovation, and improves organizational decision-making.
9. Which behavior demonstrates inclusivity in a diverse workplace?
A. Valuing different opinions and collaborating respectfully
B. Ignoring differences and enforcing uniform behavior
C. Assigning work based on gender or age only
D. Preferring one cultural group over others
Inclusive behavior involves recognizing and valuing differences, encouraging diverse opinions, and fostering collaboration among employees from all backgrounds.
10. Which of the following is a common gender issue faced in organizations?
A. All employees being promoted equally regardless of skills
B. Gender bias in promotions, pay, or job assignments
C. Uniform mentoring opportunities for all
D. Excessive workplace collaboration
Gender issues in organizations typically include bias in promotions, pay disparities, unequal job assignments, and underrepresentation of certain groups, which affect workplace fairness.
11. Maslow’s Hierarchy of Needs theory suggests that employees are motivated by:
A. Financial incentives only
B. Peer pressure and competition
C. A sequence of needs starting from physiological to self-actualization
D. Organizational policies alone
Maslow’s theory states that employees are motivated by fulfilling a hierarchy of needs, starting from basic physiological needs, safety, social belonging, esteem, and finally self-actualization.
12. According to Herzberg’s Two-Factor Theory, which factor leads to job satisfaction?
A. Motivators such as achievement, recognition, and responsibility
B. Hygiene factors like salary and job security
C. Strict supervision and control
D. Organizational hierarchy
Herzberg’s Two-Factor Theory differentiates between hygiene factors (which prevent dissatisfaction) and motivators (which actively promote job satisfaction such as achievement, recognition, and growth opportunities).
13. Which motivation theory focuses on equity and fairness in employee perceptions?
A. Maslow’s Hierarchy of Needs
B. Adams’ Equity Theory
C. Herzberg’s Two-Factor Theory
D. McGregor’s Theory X and Y
Adams’ Equity Theory emphasizes that employees compare their input-output ratio with others and are motivated when they perceive fairness and equity in rewards and recognition.
14. McGregor’s Theory X and Theory Y suggest that:
A. All employees are inherently lazy and need strict control
B. Motivation is only financial
C. Leadership style is irrelevant to motivation
D. Management assumptions about employees influence leadership and motivation strategies
Theory X assumes employees dislike work and need control, while Theory Y assumes employees are self-motivated and seek responsibility. Management assumptions affect leadership approach and employee motivation.
15. Practical implication of Vroom’s Expectancy Theory is that:
A. Employees are motivated when they believe effort leads to performance and performance leads to desired rewards
B. Motivation is independent of rewards
C. Only group norms determine employee behavior
D. Job design has no impact on motivation
Vroom’s Expectancy Theory emphasizes that employees are motivated when they perceive that their effort will result in effective performance, which in turn will lead to valuable rewards.
16. In organizational behavior, the term ‘role’ primarily refers to:
A. Job title only
B. Set of expected behaviors associated with a position
C. Salary and benefits
D. Physical location of the employee
A role in an organization is the set of responsibilities, behaviors, and expectations associated with a particular position, not just the job title or perks.
17. Role analysis helps managers to:
A. Decide employee salaries only
B. Avoid training programs
C. Clarify expectations, responsibilities, and improve performance
D. Assign employees randomly
Role analysis is used to define and clarify the responsibilities and expectations for a position, which helps in improving employee performance and reducing confusion.
18. Role conflict occurs when:
A. Employee completes tasks early
B. Job is too easy
C. Only one manager supervises the employee
D. Employee faces incompatible demands from different roles or sources
Role conflict arises when an employee experiences contradictory demands or expectations from different sources, leading to stress and decreased effectiveness.
19. Role ambiguity is best described as:
A. Unclear or insufficient information about job responsibilities and expectations
B. Excessive workload only
C. Employee not attending meetings
D. Conflict with peers
Role ambiguity occurs when employees are unclear about their responsibilities, authority, or performance expectations, leading to confusion and inefficiency.
20. Role analysis in HRM is mainly used to:
A. Reduce employee salaries
B. Design jobs, clarify responsibilities, and improve coordination
C. Monitor attendance only
D. Increase office hierarchy levels
Role analysis helps in job design, clarifying duties, reducing overlaps, and improving coordination among employees, which enhances organizational effectiveness.
