Q&A Hero

Q: Name three positive things that a job can provide for an individual.

Q: _____________ theory emphasizes that too great an emphasis on the technical system in the manner of scientific management or too great an emphasis on the social system in the manner of human relations will lead to poor job design. A) Human relations B) Social impact C) Sociotechnical D) Technical minimization

Q: Total quality management (TQM) refers to a(n) _______________ that is dedicated to continuous improvement and the production of high-quality products and services, ultimately resulting in higher levels of customer satisfaction. A) organizational culture B) job design C) job philosophy D) organized ethos

Q: ________________ is a process in which best practices are monitored and adopted. A) Six sigma B) Benchmarking C) TQA D) Cloning

Q: Six sigma is a quality standard that specifies a goal of no more than _____ defects per million opportunities. A) 1 B) 3.4 C) 7.3 D) 10

Q: The text presented all of the following as tips for creating a flextime schedule except: A) Survey employees to determine their scheduling needs B) Assign manageable workloads C) Evaluate flexible arrangements on a regular basis D) Assess job performance based on hours worked

Q: Best practice for virtual teams suggests that face to face time and team-building exercises should be used _______________ to facilitate the development of trust. A) during the initial periods of team formation B) every meeting C) after teams have solidified D) as conflicts arise

Q: A _______________ team relies on interactive technology to work together when separated by physical distance. A) self-directed B) virtual C) job sharing D) All of the choices are correct.

Q: In a __________ arrangement, employees can determine, within some limits, when they work. A) flex-time B) telecommuting C) compressed work week D) job sharing

Q: One of the earliest forms of alternative work arrangements was _______________. A) flex-time B) telecommuting C) the compressed work week D) job sharing

Q: When switching from a traditional hierarchy structure to work teams, two notable barriers are resistance and _______________. A) misunderstanding B) distrust C) increased personnel needs D) insufficient communication

Q: In the context of job design SMT is an acronym for _________. A) social media teams B) situational mediated teams C) self-managed teams D) solo-man team

Q: Employees with a strong need for _______________ will respond more positively to job redesign efforts than those with relatively weak growth needs. A) accomplishment B) learning C) challenge D) All of the choices are correct.

Q: If employees are able to carry out enriched jobs and managers are willing to delegate authority, performance gains can be expected. This positive outcome is the result of all of the following except: A) Employees' increased expectations that efforts lead to performance B) Employees' increased expectations that jobs will be further enriched C) Employees' increased expectations that performance lead in rewards D) Employees' expectations that the achieved rewards will lead to satisfied needs

Q: Job specialization is generally associated with _______________. A) a low range and significant depth B) a moderate amount of range and depth C) a low depth and generally low range D) None of the above, as there is no specific relationship between the constructs.

Q: If employees are amenable to job enlargement and have the requisite ability, then job enlargement should _______________. A) increase product quality B) decrease absenteeism C) decrease turnover D) All of the choices are correct.

Q: Increasing task variety should, according to recent studies, do all of the following except: A) Increase employee satisfaction B) Increase mental overload C) Decrease the number of errors due to fatigue D) Reduce the number of on-the-job injuries

Q: A pioneering Walker and Guest study found that many workers were dissatisfied with their highly specialized jobs. In particular, they disliked: A) Mechanical pacing B) Repetitiveness of operations C) A lack of a sense of accomplishment D) All of the choices are correct.

Q: A disadvantage of job enlargement is that it __________. A) may increase employee training requirements B) typically leads to neutral to negative change in productivity C) diminishes the work satisfaction of managers D) All of the above are correct.

Q: Research studies have pointed out, how one perceives a job is _______ affected by what other people say about it. A) generally not B) weakly C) inversely D) greatly

Q: Managers of General Electric, Ford, and Deloitte Services LP all utilized different forms of the _______________ strategy. A) job enlargement B) job rotation C) job redesign D) job enhancement

Q: Employees sharing similar _______________ should report similar job characteristics. A) perceptions B) job designs C) social settings D) All of the above.

Q: Variety, task identity, and feedback are perceptions of job _______________. A) range B) depth C) relationships D) autonomy

Q: Organization behavior researchers have attempted to measure perceived job content in a variety of work settings, primarily through _______________. A) face-to-face interviews B) observation C) questionnaires D) time and motion studies

Q: RTAI is an acronym for _____________. A) Requisite Task Attribute Index B) Revised Task Attribute Index C) Revised Task and Authority Index D) Relationship Task and Authority Index

Q: The pioneering effort to measure perceived job content through employee responses to a questionnaire resulted in the identification of __________ characteristics. A) two B) three C) five D) six

Q: Taylor proposed that the way to improve work is to determine _________. A) a variety of comparable methods to do a task B) determine the standard time for the completion of tasks C) incorporate social factors into work design D) All of the responses are correct.

Q: Job design describes the _________ characteristics of jobs. A) perceived B) objective C) true D) All of the above

Q: In _______________ departments, people will be doing much the same specialty. A) customer B) functional C) product D) territory

Q: Highly specialized jobs are those having all of the following except: A) Few tasks to accomplish B) Job-specific rules C) Job-specific procedures D) Discretion over means and ends

Q: Individuals who work in __________ departments experience feelings of dissatisfaction and stress more intensely than those in ________, functional departments. A) heterogeneous, homogeneous B) homogeneous, heterogeneous C) heterogeneous, heterogenic D) heterogenic, hologynic

Q: It is easier for people with _______________ backgrounds, skills, and training to establish social relationships that are satisfying with less stress. A) university B) heterogeneous C) homogeneous D) dissimilar

Q: A position with a wider ______________ means it has more direct reports. A) job depth B) job span C) span of control D) control depth

Q: There are ____________ precise equations that managers can use to decide job range and depth. A) multiple B) specific C) no D) three

Q: A management initiative is increasing the amount of discretion individuals have to decide job activities and outcomes. Management is increasing _________. A) job range B) job depth C) task diversity D) task range

Q: A management initiative is increasing the number of tasks jobholders perform. Management is increasing _________. A) job range B) job depth C) task diversity D) task range

Q: Which of the following jobs would have the highest job depth? A) Assembly-line worker B) Bookkeeper C) Chief of surgery D) Anesthesiologist

Q: Job designs specify all of the following job characteristics except: A) Range B) Depth C) Relationships D) Specific duties

Q: An employee with the same job title who's at the same organizational level as another employee may possess __________ job depth because of personal influence. A) more B) less C) the same amount of D) All of the above

Q: Mike's position requires the use of more discretion than Jack's. Mike's position could be characterized as having greater job _______. A) depth B) range C) diversity D) "Q"

Q: An individual who executes eight tasks to perform a job has a wider job _______ than a person executing four. A) specification B) range C) diversity D) richness

Q: Job __________ has been defined as the feelings beliefs and attitudes that employees have regarding their jobs. A) satisfaction B) depth C) joy D) EQ

Q: People differ in the extent that _______________. A) they view work is a central life interest B) they perceive work as central to self-esteem C) they perceive work as consistent with self-concept D) All of the choices are correct.

Q: All of the following are considered extrinsic outcomes of a job except: A) Pay B) Co-workers C) Feeling challenged D) Working conditions

Q: Contemporary job design theory defines intrinsic motivation in terms of the employee's _______________ to achieve outcomes from the application of individual ability and talent. A) potential B) empowerment C) incentives D) directives

Q: All of the following are typically thought of as "objective" measures except: A) Output B) Tardiness C) Turnover D) Job satisfaction

Q: According to the "General Model of Job Design" job performance is influenced by: A) perceived job content B) personalized job content C) extra-organizational job content D) All of the above.

Q: Perceived job content is influenced by: A) Job design B) Individual differences C) Social setting differences D) All of the above.

Q: Job design attempts to ______________. A) identify the most important needs of employers and organization B) remove employees in the workplace that frustrate the needs of the organization and employees C) match applicants to positions D) All of the choices are correct.

Q: The concept of quality of work life (QWL) is widely used to refer to a philosophy of management that does all of the following except: A) Streamlines and standardizes the job B) Enhances the dignity of all workers C) Introduces changes in an organization's culture D) Improves the physical and emotional well-being of employees

Q: The impetus for designing job depth was provided by _____________ theory of motivation. A) Vroom's B) Locke's C) Maslow's hierarchy D) Herzberg's two-factor

Q: Discuss how sociotechnical design and total quality management have been reported in the literature.

Q: How do Six Sigma and TQM relate to each other?

Q: What actions would you suggest to management in order to facilitate greater opportunities for employee discretion?

Q: Describe the primary differences between and relative advantages of job enlargement and job enrichment.

Q: When need deficiencies are present, individuals are less susceptible to a manager's motivational efforts. ⊚ true ⊚ false

Q: Needs may be viewed as energizers or triggers of behavioral responses. ⊚ true ⊚ false

Q: Personality and personal health are individual differences should be considered when implementing goal-setting programs. ⊚ true ⊚ false

Q: Vague goals, such as "do your best," lead to higher output than do specific goals. ⊚ true ⊚ false

Q: It is important for any goal to be clear, meaningful, and unique. ⊚ true ⊚ false

Q: Goal-setting theory emphasizes the importance of unconscious goals in explaining motivated behavior. ⊚ true ⊚ false

Q: Companies that engage in layoffs may find that many "survivors" of the layoffs end up voluntarily leaving the company as well. ⊚ true ⊚ false

Q: Group value theory suggests that fair group procedures are considered to be a sign of respect. ⊚ true ⊚ false

Q: Organizational justice is the perceived fairness of how resources and rewards are distributed throughout an organization. ⊚ true ⊚ false

Q: According to Locke, individuals are likely to adjust their idea of what constitutes an equitable payment in order to justify their pay. ⊚ true ⊚ false

Q: The valence associated with an outcome is by definition always positive. ⊚ true ⊚ false

Q: The notion of inputs and outcomes within equity theory is the exact opposite of the notion of giving and receiving in the psychological contract. ⊚ true ⊚ false

Q: Managing the psychological contract successfully is one of the more important and challenging aspects of a manager's job. ⊚ true ⊚ false

Q: Monitoring the needs, abilities, goals, and preferences of employees is strictly the domain of personnel/human resource managers. ⊚ true ⊚ false

Q: McClelland's theory of motivation places emphasis on socially acceptable behavior. ⊚ true ⊚ false

Q: McClelland contends that when a need is strong, it motivates a person to use behavior that leads to its repetition. ⊚ true ⊚ false

Q: Content approaches to motivation include: Maslow's need hierarchy, McClelland's ERG theory, Herzberg's two-factor theory, and Alderfer's learned needs theory. ⊚ true ⊚ false

Q: Herzberg's two-factor theory states that dissatisfiers or hygiene factors are needed to maintain at least a level of "no dissatisfaction." ⊚ true ⊚ false

Q: As managers advance in an organization, their need for security increases. ⊚ true ⊚ false

Q: Research found that managers at lower organizational levels in small firms are typically more satisfied than their counterparts in large firms. A later study confirmed the same relationship and also found upper level managers are more satisfied in smaller firms than larger ones. ⊚ true ⊚ false

Q: Autonomy means having your manager make decisions on your behalf and closely monitoring your work. ⊚ true ⊚ false

Q: A critical point in understanding Maslow's thinking is that from a managerial perspective, unsatisfied needs are dangerous because they may lead to undesirable performance outcomes. ⊚ true ⊚ false

Q: The process theories of motivation focus on the factors within the person that energize, direct, sustain, and stop behavior. ⊚ true ⊚ false

Q: Intensity refers to the staying power of behavior, or how long a person will continue to devote effort. ⊚ true ⊚ false

Q: Persistence is an important component of motivation. ⊚ true ⊚ false