Human Resources Russell Ch.8 Test Bank Docx - Operations Management 2e Canadian Test Bank by Roberta S. Russell. DOCX document preview.
CHAPTER 8
HUMAN RESOURCES
CHAPTER LEARNING OBJECTIVES
1. Discuss the basic principles of human resources management that quality-focused companies follow. As with many other areas in production and operations management, the quality movement and increased international competition have had a dramatic impact on human resources. Traditional approaches to work in North America that once focused on task specialization, simplification, and repetition are being supplanted by approaches that promote higher job skill levels, broader task responsibility, more worker involvement, and, most importantly, worker responsibility for quality. A number of Canadian manufacturing and service firms have attempted to adopt new approaches to human resources management.
2. Explain the history and principles of scientific management and subsequent employee motivation theories. Scientific management, developed by F. W. Taylor in the 1880s and 1890s, involves breaking down jobs into elemental activities and simplifying job design. This system enabled companies to hire large numbers of cheap, unskilled labourers, who were basically interchangeable and easily replaced. Taylor’s ideas gained widespread acceptance when Ford embraced them in its assembly-line production model. However, scientific management led to low employee morale—workers became bored and dissatisfied with the numbing repetition of simple job tasks that required little thought, ingenuity, or responsibility. This is in part why modern psychologists and behaviourists in the 1950s and 1960s eschewed the principles of scientific management, and developed theories that proposed that to get employees to work productively and efficiently they must be motivated.
3. Discuss contemporary trends in human resources management. A number of trends in human resources management today are designed to increase quality and employee motivation/productivity. These include job training, cross-training (where an employee learns more than one job in a company), job enrichment, and empowerment. One way that companies are realizing the advantages of empowerment is through the increased use of work groups and teams. In addition, alternate work arrangements, such as flexible working schedules and telecommuting, are also changing the way employees interact with their employers.
4. Explain different methods of employee compensation. Good human resource management practices or motivation factors cannot compensate for insufficient monetary rewards—self-motivation can go only so far and must be reinforced by financial rewards. The two traditional forms of employee payment are the hourly wage and the individual incentive, or piece-rate, wage, both of which are tied to time. In a piece-rate system, employees are paid for the number of units they produce during the workday. In addition, many companies offer gainsharing or profit sharing programs. The objective behind both incentive programs is to create a sense among employees that it is in their self-interest for the company to do well.
5. Discuss current issues relating to employee diversity, including examples of diversity initiatives. Diversity in North American corporations has been a critical management issue for decades. With the increasingly global business context, it has become an even more pervasive factor in human resource management around the world. To be successful with a diverse workforce, companies must provide a climate in which all employees feel comfortable, can do their job, feel like they are valued by the organization, and perceive that they are treated fairly. The most common diversity initiatives and programs are recruiting efforts designed to increase diversity, diversity training, education and awareness programs, and community outreach.
6. Describe factors that must be considered in good job design. A key element in employee motivation and job performance is to make sure the employee is well suited for a job and vice versa. If a job is not designed properly and it is not a good fit for the employee, then it will not be performed well. The elements of job design fall into three categories: an analysis of the tasks included in the job, employee requirements, and the environment in which the job takes place. Task analysis determines how to do each task and how all the tasks fit together to form a job. Worker analysis determines the characteristics the worker must possess to meet the job requirements, the responsibilities the worker will have in the job, and how the worker will be rewarded. Environmental analysis refers to the physical location of the job in the production or service facility and the environmental conditions that must exist.
7. Use a process flowchart, a worker–machine chart, and motion study to examine how work is done. Methods analysis is used to redesign or improve existing jobs as well as to develop new jobs. An analyst will study an existing job to determine if the work is being done in the most efficient manner possible, if all the current tasks are necessary, or if new tasks should be added. The primary tools of methods analysis are a variety of charts that illustrate in different ways how a job or a work process is done. Two of the more popular charts are the process flowchart and the worker–machine chart. A process flowchart is used to analyze how the steps of a job or how a set of jobs fit together into the overall flow of the production process. A worker–machine chart illustrates the amount of time a worker and a machine are working or idle in a job, ultimately showing if the worker’s time and the machine time are being used efficiently. The most detailed form of job analysis is motion study, which is used to ensure efficiency of motion in a job. The purpose of motion study is to make sure that a job task does not include any unnecessary motion by the worker and to select the sequence of motions that ensure that the task is being performed in the most efficient way.
8. Use learning curves for measuring work improvement, planning, and scheduling. A learning curve is a graph that reflects the fact that as workers repeat their tasks, they will improve performance (because they learn how to do a job better as they produce more and more units). Learning curves help managers project labour and budgeting requirements to develop production scheduling plans. Although learning curves can be applied to many different businesses, their impact is most pronounced in businesses and industries that include complex, repetitive operations where the work pace is determined mostly by people, not machines.
TRUE-FALSE STATEMENTS
1. Successful quality-oriented firms recognize the importance of their employees when developing a competitive strategy.
Difficulty: Easy
Learning Objective: Discuss the basic principles of human resources management that quality-focused companies follow.
Section Reference: 8.1 Human Resources and Quality Management
Blooms: Knowledge
2. With total quality management, employees are usually given precise directions to achieve narrowly defined objectives.
Difficulty: Medium
Learning Objective: Discuss the basic principles of human resources management that quality-focused companies follow.
Section Reference: 8.1 Human Resources and Quality Management
Blooms: Knowledge
AACSB: Reflective Thinking
3. With total quality management, employees receive broad job training making them more flexible in where they can work.
Difficulty: Medium
Learning Objective: Discuss the basic principles of human resources management that quality-focused companies follow.
Section Reference: 8.1 Human Resources and Quality Management
Blooms: Knowledge
AACSB: Reflective Thinking
4. Companies with a quality focus generally give their employees the power to make decisions that will improve quality.
Difficulty: Easy
Learning Objective: Discuss the basic principles of human resources management that quality-focused companies follow.
Section Reference: 8.1 Human Resources and Quality Management
Blooms: Knowledge
AACSB: Reflective Thinking
5. Achieving strategic quality goals for quality and customer satisfaction often requires teamwork and group participation.
Difficulty: Medium
Learning Objective: Discuss the basic principles of human resources management that quality-focused companies follow.
Section Reference: 8.1 Human Resources and Quality Management
Blooms: Knowledge
AACSB: Reflective Thinking
6. Scientific management divides jobs into their most elemental activities to simplify job design.
Difficulty: Easy
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
7. Flexibility has traditionally been used as a measure of job efficiency.
Difficulty: Easy
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
8. Among the disadvantages of task specialization are high output, high costs, and extensive training.
Difficulty: Easy
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
9. Studies have shown that the success of Japanese companies is due to cultural factors.
Difficulty: Medium
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
10. Studies have shown that the success of Japanese companies is due to management practices.
Difficulty: Medium
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
11. The objective of ergonomics is to make the best use of employees’ capabilities while maintaining the employees’ health and well-being.
Difficulty: Medium
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
12. Scientific Management involves breaking down jobs into elemental activities.
Difficulty: Medium
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
13. Motivation refers to the willingness of an employee to perform as needed to attain a goal or objective.
Difficulty: Medium
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
14. For most industrialized countries the difference between a company’s success or failure is dependent on the capability of its human resources.
Difficulty: Easy
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
15. Because services are labour intensive, human resources is becoming a more important strategic factor for service companies.
Difficulty: Easy
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
16. Job rotation often requires cross training of employees.
Difficulty: Medium
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
17. Empowerment involves giving employees the authority and responsibility to innovate and act on their own.
Difficulty: Easy
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
18. An alternative workplace is a combination of nontraditional work locations and practices that supplements or replaces the traditional office.
Difficulty: Medium
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
19. The motivation for companies to create alternative workplaces is primarily financial.
Difficulty: Easy
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
20. One of the prerequisites to job rotation is cross training.
Difficulty: Medium
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
21. In a piece-rate wage system, pay is based on the efficiency of the overall process.
Difficulty: Easy
Learning Objective: Explain different methods of employee compensation.
Section Reference: 8.4 Employee Compensation
Blooms: Knowledge
AACSB: Reflective Thinking
22. A piece-rate wage plan rewards employees for attaining company goals and objectives.
Difficulty: Medium
Learning Objective: Explain different methods of employee compensation.
Section Reference: 8.4 Employee Compensation
Blooms: Knowledge
AACSB: Reflective Thinking
23. One advantage of an individual piece-rate system is that it provides strong incentives to ensure high quality.
Difficulty: Easy
Learning Objective: Explain different methods of employee compensation.
Section Reference: 8.4 Employee Compensation
Blooms: Knowledge
AACSB: Reflective Thinking
24. While still an important issue, diversity issues in North American companies is on the decline.
Difficulty: Medium
Learning Objective: Discuss current issues relating to employee diversity, including examples of diversity initiatives.
Section Reference: 8.5 Managing Diversity in the Workplace
Blooms: Comprehension
AACSB: Reflective Thinking
25. According to the Conference Board of Canada, only very few new immigrants are needed in the future to stabilize the workforce and ensure economic growth.
Difficulty: Medium
Learning Objective: Discuss current issues relating to employee diversity, including examples of diversity initiatives.
Section Reference: 8.5 Managing Diversity in the Workplace
Blooms: Comprehension
AACSB: Reflective Thinking
26. Globalization has resulted in an overall reduction in diversity-related issues in the workplace.
Difficulty: Medium
Learning Objective: Discuss current issues relating to employee diversity, including examples of diversity initiatives.
Section Reference: 8.5 Managing Diversity in the Workplace
Blooms: Comprehension
AACSB: Reflective Thinking
27. The elimination of racism, sexism, cultural indifference, and religious intolerance cannot be mandated by higher management or managed by financial incentives.
Difficulty: Medium
Learning Objective: Discuss current issues relating to employee diversity, including examples of diversity initiatives.
Section Reference: 8.5 Managing Diversity in the Workplace
Blooms: Knowledge
AACSB: Reflective Thinking
28. By managing diversity a company can gain a competitive edge because all employees are given an opportunity to do their best.
Difficulty: Medium
Learning Objective: Discuss current issues relating to employee diversity, including examples of diversity initiatives.
Section Reference: 8.5 Managing Diversity in the Workplace
Blooms: Knowledge
AACSB: Reflective Thinking
29. Job design includes determining the characteristics a worker needs to meet the job requirements.
Difficulty: Medium
Learning Objective: Describe factors that must be considered in good job design.
Section Reference: 8.6 Job Design
Blooms: Knowledge
AACSB: Reflective Thinking
30. The interface of workers with machines is probably the least important aspect of job design.
Difficulty: Easy
Learning Objective: Describe factors that must be considered in good job design.
Section Reference: 8.6 Job Design
Blooms: Knowledge
AACSB: Reflective Thinking
31. Fitting the task to the person in a work environment is known as job analysis.
Difficulty: Medium
Learning Objective: Describe factors that must be considered in good job design.
Section Reference: 8.6 Job Design
Blooms: Knowledge
AACSB: Reflective Thinking
32. Determining worker capabilities and responsibilities for a job is known as worker analysis.
Difficulty: Medium
Learning Objective: Describe factors that must be considered in good job design.
Section Reference: 8.6 Job Design
Blooms: Knowledge
AACSB: Reflective Thinking
33. A process flowchart is a graph showing the steps of a job or how a set of jobs fit together into the overall flow of the production process.
Difficulty: Medium
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
34. A worker-machine chart illustrates the amount of time a worker and a machine are working or idle.
Difficulty: Easy
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
35. The formal study of the individual human motions used to perform a task was developed by Frank and Lillian Gilbreth.
Difficulty: Medium
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
36. A worker-machine chart determines whether worker and machine tasks are strategically aligned.
Difficulty: Medium
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
37. A graph that reflects the fact that repetition of tasks improves worker performance is referred to as a learning curve.
Difficulty: Easy
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Knowledge
AACSB: Reflective Thinking
38. An 80% learning curve describes an improvement rate of 80% each time production doubles.
Difficulty: Medium
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Knowledge
AACSB: Reflective Thinking
39. Learning curves are useful for measuring work improvement for repetitive, simple jobs requiring short times to complete.
Difficulty: Medium
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Knowledge
AACSB: Reflective Thinking
40. Learning curves have limited application for assembly-lines with short, repetitive jobs.
Difficulty: Easy
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Knowledge
AACSB: Reflective Thinking
MULTIPLE CHOICE QUESTIONS
41. Major characteristics of the “people first” philosophy are the following except
a) employee training
b) strategic planning for product and technological innovation
c) employee education
d) all of the above are major characteristics.
Difficulty: Easy
Learning Objective: Discuss the basic principles of human resources management that quality-focused companies follow.
Section Reference: 8.1 Human Resources and Quality Management
Blooms: Knowledge
AACSB: Reflective Thinking
42. All of the following are advantages of task specialization except
a) increased output.
b) lower labour costs.
c) reduced boredom.
d) minimal training.
Difficulty: Medium
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Comprehension
AACSB: Reflective Thinking
43. All of the following improve employee motivation except
a) positive reinforcement and feedback
b) effective organization and discipline
c) setting of immoderate goals for employees
d) satisfaction of employee needs
Difficulty: Medium
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Comprehension
AACSB: Reflective Thinking
44. Assigning a worker a complete unit of work with clearly defined start and end points is referred to as
a) vertical job enlargement.
b) job rotation.
c) horizontal job enlargement.
d) empowerment.
Difficulty: Medium
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
45. Allowing employees more control over their own work and some of the supervisory responsibilities is known as
a) vertical job enlargement.
b) empowerment.
c) horizontal job enlargement.
d) cross training.
Difficulty: Medium
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
46. ___ gives employees the responsibility and authority to make decisions.
a) Cross training
b) Empowerment
c) Job rotation
d) Horizontal job enlargement
Difficulty: Easy
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
47. Advantages of empowerment include all of the following except
a) more attention to product quality.
b) higher productivity.
c) abuse of power.
d) more satisfying work.
Difficulty: Easy
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Knowledge
AACSB: Reflective Thinking
48. Advantages of telecommuting include all of the following except
a) reduced turnover.
b) decreased absenteeism and leave usage.
c) flexible work schedules.
d) direct visual surveillance of employees.
Difficulty: Medium
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Comprehension
AACSB: Reflective Thinking
49. The key of horizontal job enlargement is that it
a) allows employees control over their work.
b) decreases absenteeism and leave usage.
c) an employee is assigned a complete unit of work with defined start and end.
d) reduces turnover.
Difficulty: Medium
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Comprehension
AACSB: Reflective Thinking
50. An incentive plan that encourages employees to achieve a company’s goals and objectives is referred to as
a) a piece-rate wage plan.
b) gainsharing.
c) profit sharing.
d) overtime.
Difficulty: Medium
Learning Objective: Explain different methods of employee compensation.
Section Reference: 8.4 Employee Compensation
Blooms: Knowledge
AACSB: Reflective Thinking
51. An incentive plan that sets aside some portion of company profits and distributes it among
employees, usually at the end of the fiscal year is referred to as
a) a piece-rate wage plan.
b) gainsharing.
c) profit sharing.
d) overtime.
Difficulty: Easy
Learning Objective: Explain different methods of employee compensation.
Section Reference: 8.4 Employee Compensation
Blooms: Knowledge
AACSB: Reflective Thinking
52. The most critical elements in the process of successfully managing diversity are the following except
a) education,
b) communication
c) commitment
d) overtime reduction
Learning Objective: Discuss current issues relating to employee diversity, including examples of diversity initiatives.
Section Reference: 8.5 Managing Diversity in the Workplace
Difficulty: Easy
Blooms: Knowledge
AACSB: Reflective Thinking
53. The elements of job design include
a) task analysis.
b) worker analysis.
c) environmental analysis.
d) all of the above.
Difficulty: Easy
Learning Objective: Describe factors that must be considered in good job design.
Section Reference: 8.6 Job Design
Blooms: Knowledge
AACSB: Reflective Thinking
54. Determining how tasks fit together to form a job is referred to as
a) worker analysis.
b) task analysis.
c) environmental analysis.
d) ergonomics.
Difficulty: Easy
Learning Objective: Describe factors that must be considered in good job design.
Section Reference: 8.6 Job Design
Blooms: Knowledge
AACSB: Reflective Thinking
55. Fitting the task to the employee in a work environment is known as
a) motivation.
b) worker analysis.
c) ergonomics.
d) task analysis.
Difficulty: Medium
Learning Objective: Describe factors that must be considered in good job design.
Section Reference: 8.6 Job Design
Blooms: Knowledge
AACSB: Reflective Thinking
56. ___ refers to the physical location of a job and the requisite surroundings.
a) Task analysis
b) Worker analysis
c) Methods analysis
d) Environmental analysis
Difficulty: Medium
Learning Objective: Describe factors that must be considered in good job design.
Section Reference: 8.6 Job Design
Blooms: Knowledge
AACSB: Reflective Thinking
57. The following are characteristics of good ergonomics except
a) making the job easier with less fatigue.
b) improving equipment maintenance.
c) increasing learning times.
d) meeting legislative requirements for health and safety.
Difficulty: Medium
Learning Objective: Describe factors that must be considered in good job design.
Section Reference: 8.6 Job Design
Blooms: Knowledge
AACSB: Reflective Thinking
58. The gradual shift from treating employees as a replaceable part to embracing them as a valuable resource was primarily brought about by the trend toward
a) globalization.
b) quality management.
c) scientific management.
d) customization.
Difficulty: Easy
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
59. In a piece-rate wage system a worker’s pay is based on
a) total output.
b) job rating.
c) job classification.
d) total time.
Difficulty: Easy
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
60. ___ illustrate the improvement rate of workers as a job is repeated.
a) Learning curves
b) Process curves
c) Learning charts
d) Process charts
Difficulty: Medium
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
61. ___ involves the horizontal movement or a worker between two or more jobs.
a) Cross training
b) Empowerment
c) Alternative workplace
d) Job rotation
Difficulty: Medium
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
62. Which of the following would most likely be used to redesign or improve existing jobs?
a) methods analysis
b) technology analysis
c) environmental analysis
d) task analysis
Difficulty: Medium
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
63. A(n) ___ is used to graphically analyze how the steps of a job fit together into the overall flow of the production process.
a) methods analysis
b) process flowchart
c) task analysis
d) environmental analysis
Difficulty: Medium
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
64. Motion study, the study of the individual human motions used in a task, was developed by
a) Henry Ford.
b) F. W. Taylor.
c) Frank and Lillian Gilbreth.
d) Frederick Herzberg.
Difficulty: Medium
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
65. The amount of time a worker and a machine are working or idle on a job is illustrated by a
a) process flowchart.
b) worker analysis.
c) task analysis.
d) worker-machine chart.
Difficulty: Medium
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Knowledge
AACSB: Reflective Thinking
66. The principles of motion study relate to all of the following categories except
a) the human body.
b) the efficient use of capital.
c) the workplace.
d) the efficient use of equipment and machinery.
Difficulty: Medium
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Comprehension
AACSB: Reflective Thinking
67. Worker–machine chart determines
a) if capital for workers and machines is used effectively.
b) if a job is done by a team of workers who are interacting with a piece of equipment or a machine.
c) if the steps of a job fit together into the overall flow of the production process.
d) if worker and machine time are used efficiently.
Difficulty: Medium
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Comprehension
AACSB: Reflective Thinking
68. A graph that illustrates the improvement rate of workers as a job is repeated is known as a
a) learning curve.
b) process flowchart.
c) worker-machine chart.
d) task analysis chart.
Difficulty: Medium
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Knowledge
AACSB: Reflective Thinking
69. A learning curve illustrates that increasing the number of cumulative units produced ___ the labour required per unit.
a) increases
b) eliminates
c) decreases
d) does not impact
Difficulty: Medium
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Knowledge
AACSB: Reflective Thinking
70. A learning curve reflects the fact that
a) each time the number of units produced doubles, the processing time per unit decreases by a constant percentage.
b) each time the number of units produced doubles, the processing time per unit increases by a constant percentage.
c) each time the number of units produced doubles, the processing time per unit increases by 10%.
d) each time the number of units produced doubles, the processing time per unit remains the same.
Difficulty: Medium
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Comprehension
AACSB: Reflective Thinking
71. A 90% learning curve indicates
a) a 90% increase in processing time per unit as output doubles.
b) a 90% decrease in processing time per unit as output doubles.
c) a 10% increase in processing time per unit as output doubles.
d) a 10% decrease in processing time per unit as output doubles.
Difficulty: Medium
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Comprehension
AACSB: Reflective Thinking
72. The direct labour time required to produce the first sailboat of a particular model was 3000 hours. If the company believes that an 80% learning curve applies to the production of this model sailboat then the direct labour time required to produce the 2nd boat is estimated to be
a) 600 hours.
b) 2,400 hours.
c) 3,600 hours.
d) 4,000 hours.
Difficulty: Medium
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Application
AACSB: Reflective Thinking
73. A company has accepted a contract to produce a special electric motor. The number of direct labour hours required to produce the first motor is 250. If an 85% learning curve applies to the production of motors, then the number of labour hours needed to produce the 4th motor is
a) 212.5 hours.
b) 180.6 hours.
c) 153.5 hours.
d) 0 37.5 hours
Difficulty: Hard
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Analysis
AACSB: Reflective Thinking
74. The direct labour times required to produce the first four units of a new product are shown below:
Unit Number | Direct Labour Hours |
1 | 1,200 |
2 | 1,020 |
3 | 927.5 |
4 | 867 |
Based on this data, the estimated learning or improvement rate is
a) 100%.
b) 90%.
c) 85%.
d) 80%.
Difficulty: Hard
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Analysis
AACSB: Reflective Thinking
75. The direct labour hours required to produce the first two units of a new product are 2,000 and 1,800, respectively. Using a 90% learning rate the company would estimate the direct labour hours for the 5th unit to be
a) 1692.4 hours.
b) 1620.0 hours.
c) 1566.0 hours.
d) 1523.2 hours.
Difficulty: Hard
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Analysis
AACSB: Reflective Thinking
76. Which of the following is not a true statement regarding learning curves?
a) Learning curves can help managers project labour requirements.
b) Learning curves are not affected by product modifications.
c) Learning curves are useful in developing production scheduling plans.
d) Learning curves can help make overall product cost estimates.
Difficulty: Medium
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Comprehension
AACSB: Reflective Thinking
SHORT-ANSWER ESSAY QUESTIONS
77. How has the trend toward quality management changed the way companies view their employees?
Difficulty: Hard
Learning Objective: Discuss the basic principles of human resources management that quality-focused companies follow.
Section Reference: 8.1 Human Resources and Quality Management
Blooms: Comprehension
AACSB: Reflective Thinking
78. Briefly describe the principles of scientific management.
Difficulty: Medium
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Comprehension
AACSB: Reflective Thinking
79. Briefly discuss the advantages and disadvantages of scientific management.
Difficulty: Medium
Learning Objective: Explain the history and principles of scientific management and subsequent employee motivation theories.
Section Reference: 8.2 The Changing Nature of Human Resources Management
Blooms: Comprehension
AACSB: Reflective Thinking
80. In what ways have advances in information technologies changed the working environment?
Difficulty: Hard
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Comprehension
AACSB: Reflective Thinking
81. What is the difference between cross training and job rotation?
Difficulty: Medium
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Comprehension
AACSB: Reflective Thinking
82. What is empowerment and why is it important to total quality management (TQM)?
Difficulty: Hard
Learning Objective: Discuss contemporary trends in human resources management.
Section Reference: 8.3 Contemporary Trends in Human Resources Management
Blooms: Comprehension
AACSB: Reflective Thinking
83. Briefly explain different basic methods of employee compensation
Difficulty: Medium
Learning Objective: Explain different methods of employee compensation.
Section Reference: 8.4 Employee Compensation
Blooms: Comprehension
AACSB: Reflective Thinking
84. Briefly discuss diversity management programs.
Learning Objective: Discuss current issues relating to employee diversity, including examples of diversity initiatives.
Section Reference: 8.5 Managing Diversity in the Workplace
Difficulty: Medium
Blooms: Comprehension
AACSB: Reflective Thinking
85. List 5 of the attributes of good job design identified by Frederick Herzberg.
An appropriate degree of repetitiveness
An appropriate degree of attention and mental absorption
Some employee responsibility for decisions and discretion
Employee control over their own job
Goals and achievement feedback
A perceived contribution to a useful product or service
Opportunities for personal relationships and friendships
Some influence over the way work is carried out in groups
Use of skills
Difficulty: Medium
Learning Objective: Describe factors that must be considered in good job design.
Section Reference: 8.6 Job Design
Blooms: Comprehension
AACSB: Reflective Thinking
86. Define the three categories of the elements of job design.
Difficulty: Medium
Learning Objective: Describe factors that must be considered in good job design.
Section Reference: 8.6 Job Design
Blooms: Comprehension
AACSB: Reflective Thinking
87. List the three categories of the principles of motion study and give two rules for each category.
Efficient Use of the Human Body
Work should be simplified, rhythmic, and symmetric.
Hand/arm motions should be coordinated and simultaneous.
The full extent of physical capabilities should be employed; all parts of the body should perform; the hand should never be idle.
Energy should be conserved by letting machines perform tasks when possible, minimizing the distance of movements, and physical momentum should be in favour of the worker.
Tasks should be simple, requiring minimal eye contact and minimal muscular effort, with no unnecessary motions, delays, or idleness.
Efficient Arrangement of the Workplace
All tools, materials, and equipment should have a designated, easily accessible location that minimizes the motions required to get them.
Seating and the general work environment should be comfortable and healthy.
Efficient Use of Equipment
Equipment and mechanized tools enhance work abilities.
The use of foot-operated mechanized equipment that relieves the hand/arms of work should be maximized.
Equipment should be constructed and arranged to fit worker use.
Difficulty: Hard
Learning Objective: Use a process flowchart, a worker–machine chart, and motion study to examine how work is done.
Section Reference: 8.7 Job Analysis
Blooms: Comprehension
AACSB: Reflective Thinking
88. Briefly discuss the advantages and disadvantages of using learning curves.
Difficulty: Hard
Learning Objective: Use learning curves for measuring work improvement, planning, and scheduling.
Section Reference: 8.8 Learning Curves
Blooms: Comprehension
AACSB: Reflective Thinking
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