Q&A Hero

Q: Which of the following is not one of the main objectives of reward program? A) To attract qualified people to join the organization B) To keep employees coming to work C) To encourage employees to voluntarily leave the organization D) To motivate employees to achieve high levels of performance

Q: According to Lawler, satisfaction with a reward is a function of both how much is received and _______________. A) how often it is received B) how much the individual feels should be received C) how much others receive D) how much the person wanted the reward

Q: Being paid a piece rate, or earning a commission on units sold, are examples of a _______________ reinforcement schedule. A) continuous B) fixed ratio C) variable ratio D) fixed interval

Q: The decline and eventual cessation of the response rate is known as __________. A) extinction B) elimination C) erudition D) exclusion

Q: _____________ is defined as presenting an uncomfortable or unwanted consequence for a particular behavioral response. A) Extinction B) Negative reinforcement C) Confrontation D) Punishment

Q: The foreman constantly nags the bricklayers to work faster. When the wall is finished, he stops nagging. This is an example of _______________ reinforcement. A) positive B) negative C) selective D) singular

Q: Learning experts believe that _______________ is the most important principle of learning. A) punishment B) reward C) reinforcement D) repetition

Q: According to reinforcement theory, ________ are behaviors that can be controlled by altering the _______________ that follow them. A) fungibles; demands B) fungibles; evaluation C) operants; reward D) operants; consequences

Q: If contributors to a 360-degree evaluation are concerned about the use of the performance evaluation ratings they are providing, they tend to _______________. A) inflate the ratings they provide B) deflate the ratings they provide C) refuse to provide ratings D) double-check their ratings

Q: In a ___________ program, evaluators could include creditors, peers or team members, supervisors, subordinates, and the person. A) 360-degree B) global C) 180-degree D) elliptical

Q: A recent survey suggests that _______________ of Fortune 1000 firms use some form of a multisource feedback review program. A) 10 percent B) 25 percent C) 75 percent D) 90 percent

Q: The golden rule of gaining and maintaining the respect of subordinates is to not attack or discuss their _______________. A) personality B) attitudes C) values D) All of the choices are correct.

Q: Feedback can result in ____________________. A) persistence B) self-motivation to adjust C) nonacceptance D) All of the above

Q: Feedback is emitted from ____________. A) the person B) the job C) others D) All of the above.

Q: Performance evaluation feedback can be _________________ to the receiver (the evaluated person). A) instructional and ascendant B) motivational and inconspicuous C) instructional and motivational D) potentate and sovereign

Q: Which of the following comments would be the most likely to bring about performance improvement? A) You're doing great B) Keep up the good work C) You're too emotional D) Please limit your lunch to one hour

Q: _______________ takes place in the evaluation process when an improper emphasis is given to various job elements. A) Contamination B) Deficiency C) Distortion D) Focus

Q: _______________ is the reverse of evaluation deficiency. It occurs when activities that are not part of the job are included in the evaluation. A) Contamination B) Deficiency C) Distortion D) Expansion

Q: _______________ occurs when an evaluation does not focus on all aspects of the job. A) Contamination B) Deficiency C) Distortion D) Deflection

Q: A good employee evaluation will help the employee understand all of the following except: A) their position responsibilities B) the degree to which work goals have been accomplished C) the goals that are associated with the position D) the best possible career path

Q: Evaluations with a developmental orientation are more concerned with improving _______________ performance. A) past B) current C) future D) past and current

Q: The basic purpose of __________ is to provide information about work performance. A) evaluation B) reward systems C) human resources D) All of the choices are correct.

Q: In which of the following countries would an employee be the least likely to rebut a performance review? A) United States B) Saudi Arabia C) Japan D) All of the choices are correct.

Q: Employee performance evaluations can be grouped into two broad categories: those with a judgmental orientation and those with a _______________ orientation. A) training B) remedial C) reinforcement D) developmental

Q: Developing effective evaluation systems is ____ to organizational success as developing effective reward systems. A) not as critical B) just as critical C) more critical D) None of the above. The two constructs have not been found to be related.

Q: Rewards that accrue to all individuals simply by virtue of their employment with the organization are called universal or _______________ rewards. A) territorial B) generic C) impartial D) across-the-board

Q: What three suggestions can you provide to regarding the administration of a merit pay plan?

Q: What if any actions should be undertaken to address gender based pay inequity?

Q: What intrinsic motivations may be associated with student effort?

Q: During an economic downturn, a company instituted an across-the-board pay cut rather than lay people off. What are the advantages of such an action?

Q: Name five uses of an employee evaluation.

Q: Summarize Lawler's conclusions concerning individual satisfaction.

Q: What are the advantages of multiple-source evaluations and who should be included?

Q: What are the challenges and benefits associated with providing feedback on poor performance?

Q: Describe the RTAI and its uses.

Q: Job performance includes a number of outcomes, describe these outcomes.

Q: Describe the General Model of Job Design.

Q: Describe the background and the significance of QWL.

Q: Self-managed teams (SMT) represent a job enrichment approach at the group level. ⊚ true ⊚ false

Q: Higher-level needs regain importance when the economy moves through periods of recession and high inflation. ⊚ true ⊚ false

Q: Job enrichment and job enlargement are competing strategies. ⊚ true ⊚ false

Q: Job enlargement is a necessary precondition for job enrichment. ⊚ true ⊚ false

Q: Job enlargement strategies focus on dividing work into more specialized tasks. ⊚ true ⊚ false

Q: The relationship between performance and task variety is likely to be linear. ⊚ true ⊚ false

Q: If an individual perceives a job as boring, job performance will suffer. ⊚ true ⊚ false

Q: Performance will turn down as individuals reach the limits imposed by their abilities and time. ⊚ true ⊚ false

Q: Managers expecting higher performance to result from increased task variety will be disappointed if the jobholders do not have strong growth needs. ⊚ true ⊚ false

Q: Employees with relatively weak higher-order needs are more concerned with performing a variety of tasks than are employees with relatively strong growth needs. ⊚ true ⊚ false

Q: Managers cannot understand the causes of job performance without considering the social setting in which the job is performed. ⊚ true ⊚ false

Q: Job designs describe the objective characteristics of jobs. ⊚ true ⊚ false

Q: Product, territory, and customer departments are comprised of jobs that are quite similar (homogenous). ⊚ true ⊚ false

Q: Without the opportunity to communicate, people will be unable to establish cohesive work groups. ⊚ true ⊚ false

Q: An employee with the same job title, who is at the same organizational level as another employee, may possess more, less, or the same job depth. ⊚ true ⊚ false

Q: Job depth reflects the number of operations that a job occupant performs to complete a task. ⊚ true ⊚ false

Q: Job depth reflects the amount of control that an individual has to alter or influence the job and the surrounding environment. ⊚ true ⊚ false

Q: It's generally held that extrinsic rewards reinforce intrinsic rewards in a positive direction when the individual can attribute the source of the extrinsic reward to her own efforts. ⊚ true ⊚ false

Q: Job satisfaction depends on the levels of intrinsic and extrinsic outcomes and how the job-holder views those outcomes. ⊚ true ⊚ false

Q: Jobs can provide intrinsic or extrinsic outcomes, but not both. ⊚ true ⊚ false

Q: Performing a job can sometimes result in health problems for the worker. ⊚ true ⊚ false

Q: According to the "General Model of Job Design" perceived job content leads to job performance. ⊚ true ⊚ false

Q: The trade-offs between the gains in human terms from improved quality of work life and the gains in economic terms from revitalization aren't fully known. ⊚ true ⊚ false

Q: As used in the text, the term job design refers to a one-time, static process. ⊚ true ⊚ false

Q: The term "job redesign" specifically refers to any instance in which management specifies the duties and responsibilities of a job. ⊚ true ⊚ false

Q: What is the basis sociotechnical theory?

Q: As you understand the idea and practice of total quality management, do you believe that it's relevant to today's American organizations? Explain.

Q: Flexible work schedules are becoming more popular. Why?

Q: What is telecommuting?

Q: Why is job design sometimes resisted by labor unions?

Q: Employees who lack either the need strength or the ability to perform designed jobs may experience a number of negative physiological symptoms or behaviors. Name four of them.

Q: What are the core dimensions in the job characteristics model? Which dimension do you value most highly now, and why?

Q: Identify five steps that management can take to increase the core dimensions of a job, which will, in turn, increase task variety, identity, and significance.

Q: Managers can't understand the causes of job performance without considering workers' individual differences. Name two of those differences.

Q: Is the level of a person's job depth simply the result of the authority delegated to that person's position?

Q: What is meant by the terms job range and depth?

Q: Job satisfaction depends on how the job holder perceives two outcomes. What are these outcomes?

Q: What are intrinsic job outcomes?

Q: Describe the concept of QWL.

Q: Management attempts to do two things when designing a job. What are they?

Q: Name three work place indicators of quality of work life.

Q: Contrast job redesign and job design.