Motivating With Systems Ch.14 Full Test Bank

Package Title: Neubert 1e Testbank

Course Title: Organizational Behaviour

Chapter Number: 14

Shuffle: No

Multiple Choice

1. A _____ identifies the knowledge, skills, abilities, and other characteristics necessary for a job.

a) Job assessment

b) Job design

c) Job context

d) Job referral

Difficulty: Easy

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Knowledge

2. The human resources team at Crusty Corp., an organization that is just a year old, plans to start a recruitment drive to add another level to the hierarchy of their finance department. The team is currently in discussions with the finance manager about the additional positions as well as the skill requirements. In this scenario, the process carried out by the human resources team refers to a _____.

a) Job assessment

b) Job analysis

c) Job classification

d) Job characterization

Difficulty: Hard

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Reflective thinking skills

Bloom’s: Application

3. During the job design process of identifying the KSAOs for a job, what does the letter A in the acronym KSAO stands for?

a) Abilities

b) Autocracy

c) Attrition

d) Analysis

Difficulty: Easy

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Knowledge

4. The first step in designing a job is:

a) Performing a situational analysis.

b) Screening of application forms.

c) Performing a job analysis.

d) Preparing a managerial grid.

Level of Difficulty: Easy

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Knowledge

5. The _____ model specifies how to increase the motivational potential of a job by improving the meaningfulness, autonomy, and feedback associated with the job.

a) Job contingency

b) Job characteristics

c) Managerial grid

d) Multidimensional

Difficulty: Easy

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Knowledge

6. A _____ specifies the duties associated with the position as well as the knowledge, skills, education and training, credentials, prior experience, physical abilities, and other characteristics.

a) Job description

b) Job plan

c) Job context

d) Job itinerary

Difficulty: Easy

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Knowledge

7. Which of the following best describes autonomy in the job characteristics model?

a) It refers to the degree to which work is understood to affect the lives of other people.

b) It refers to the extent to which the job provides freedom to decide how the work is done.

c) It refers to the extent to which the job tasks facilitate the completion of all or some of the projects.

d) It refers to the degree to which the work becomes standardized and mechanical to the workers.

Difficulty: Medium

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Knowledge

8. Which of the following is a way in which job autonomy can be increased?

a) Promoting cross training in jobs of similar complexity

b) Allowing employees more freedom and responsibility in the tasks

c) Making the organization more centralized

d) Providing adequate feedback on an employee’s work

Difficulty: Medium

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Application

9. Which of the following is a difference between the conventional approach to job analysis and the sustainable approach?

a) The conventional approach gathers information from subject matter experts whereas the sustainable approach includes more participation from stakeholders.

b) The conventional approach includes participation from stakeholders whereas the sustainable approach gathers information from subject matter experts.

c) The conventional approach places emphasis on the role of a job in the larger workflow of the department whereas the sustainable approach does not.

d) The conventional approach includes a benchmarking process whereas the sustainable approach does not.

Difficulty: Medium

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Analysis

10. Which of the following is true about the conventional approach to job analysis?

a) It is built on research findings from job characteristics theories.

b) It is oriented toward maximizing efficiency through broad specialization.

c) It is designed based on an organic structure.

d) It is strongly rooted in scientific management.

Difficulty: Medium

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Comprehension

11. _____ management refers to the use of human resource management processes to ensure that each employee’s activities and outputs are aligned with the organization’s goals.

a) Performance

b) Functional

c) Event

d) Community

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

12. Which of the following is true about positive reinforcement?

a) It is administered before an undesired consequence occurs.

b) It is administered as a result of a desired consequence.

c) It is administered to prevent an undesired consequence from occurring.

d) It is administered after an undesired consequence occurs.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

13. Rachel’s boss sends out an e-mail to the whole organization congratulating her each time she acquires a new client for the organization. She also receives a tenth of her salary as an incentive for her achievement. This is an example of _____ reinforcement.

a) Positive

b) Compensatory

c) Negative

d) Variable

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

14. _____ seeks to decrease the frequency of or eliminate an undesirable behaviour by following the behaviour with an unpleasant consequence.

a) Cognitive reinforcement

b) Negative reinforcement

c) Extinction

d) Punishment

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

15. As part of performance management, punishments are used:

a) To demonstrate power and authority.

b) To eliminate undesired behaviour.

c) To eliminate the need for positive or negative reinforcement.

d) To improve work quality through negative reinforcement.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

16. Kristin, who works at a travel agency, had made an error while entering client details into the client’s itinerary and the travel agency was forced to refund the client’s money. As a consequence, Kristin’s boss deducted the amount of the refund from her paycheck. This is an example of a(n) _____.

a) Punishment

b) Negative reinforcement

c) Extinction

d) Arbitration

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

17. _____ is the removal of an unpleasant consequence following a desired behaviour.

a) Compensatory reinforcement

b) Positive reinforcement

c) Variable reinforcement

d) Negative reinforcement

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

18. Which of the following is true about negative reinforcement?

a) It involves the demonstration of power and authority.

b) It involves avoiding undesired consequences.

c) It involves the removal of an unpleasant consequence.

d) It involves the removal of positive reinforcements.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

19. Extinction is the part of the performance management process that involves:

a) The removal of an unpleasant consequence following a desired behaviour.

b) The elimination of an undesirable behaviour by following the behaviour with an unpleasant consequence.

c) The absence of any reinforcement following the occurrence of a behaviour.

d) The elimination of a reinforcement following a behaviour once it has been administered.

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

20. Larry, Steve’s supervisor, has stopped responding to Steve’s constant complaints that Larry is assigning too much work to him. As a consequence, Steve has stopped complaining to Larry, and this has also led to an improvement in his productivity. Which of the following reinforcement techniques did Larry utilize?

a) Negative

b) Extinction

c) Punishment

d) Variable

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

21. Aqua Inc. provides its employees with a ten days annual leave period during the month of December along with a Christmas bonus every year. This is an example of a _____ schedule.

a) Variable-ratio

b) Variable-interval

c) Fixed-interval

d) Fixed-ratio

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

22. In a performance management process, a fixed-ratio schedule:

a) Rewards employees after a specific number of desired responses or behaviours have occurred.

b) Refers to the desired number of new employees to be recruited within a specific period.

c) Rewards employees at fixed intervals of time.

d) Refers to the desired amount of products to be produced within a specific period.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

23. In a performance management process, a variable-interval schedule:

a) Involves varied employment requirements during different time intervals.

b) Provides reinforcement at variable amount of outputs.

c) Involves varied production requirement during different time intervals.

d) Provides reinforcement at varying intervals of time.

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

24. Cryptic Inc. takes its employees out on a tour when they least expect it, once or twice a year. This is an example of a _____ schedule.

a) Variable-ratio

b) Fixed-interval

c) Variable-interval

d) Fixed-ratio

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

25. In a performance management process, a variable-ratio schedule:

a) Provides reinforcement at variable amounts of output.

b) Involves specific outputs at variable intervals of time.

c) Provides reinforcement at variable intervals of time.

d) Involves variable outputs between specific time intervals.

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

26. In a bid to increase sales, Fred, the CEO of Harold Inc., announced that employees in the marketing department who acquire at least two new clients between January and March would receive a bonus. This is an example of a _____ schedule.

a) Fixed-ratio

b) Fixed-interval

c) Variable-interval

d) Variable-ratio

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Application

27. _____ is the process of specifying what performance is expected of a member of the organization and then providing feedback on the member’s performance.

a) Benchmarking

b) Performance appraisal

c) Brainstorming

d) Economic appraisal

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

28. Global Inc. has a policy where every month managers and team leaders rate the efficiency and productivity of an employee. Based on these ratings the human resources team decides on whether or not to raise their salary or promote them. These ratings also help the employees assess themselves. This is an example of a _____.

a) Staffing process

b) Benchmarking process

c) Domain appraisal

d) Performance appraisal

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Knowledge

29. _____ appraisals are used to justify pay and promotion decisions.

a) Developmental

b) Administrative

c) Fixed-ratio

d) Variable-ratio

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

30. Which of the following is a difference between an administrative appraisal and a developmental appraisal?

a) Administrative appraisals are used to provide feedback on progress whereas developmental appraisals are used to justify pay and promotion decisions.

b) Administrative appraisals are used to justify pay and promotion decisions whereas developmental appraisals are used to provide feedback on progress.

c) Administrative appraisals are feedback provided by team members about managers whereas developmental appraisals are used to justify pay and promotion decisions.

d) Administrative appraisals are used to justify pay and promotion decisions whereas developmental appraisals are feedback provided by team members about managers.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Analysis

31. Which of the following is true of administrative appraisals?

a) They focus on the average performance of the person being rated.

b) They focus on feedback on progress toward expectations.

c) They focus on identifiable strengths and weaknesses.

d) They focus on feedback on managers’ performances.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Comprehension

32. Which of the following is true about developmental appraisals?

a) They are used to justify promotion decisions.

b) They are used to identify trends in performance.

c) They are used to justify pay decisions.

d) They are used to rate the managers’ performances.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Comprehension

33. David, who has been working for his organization for over 10 years, is due for a promotion and has been rated only by his managers based on his extensive service. This is an example of a(n) _____ appraisal.

a) Administrative

b) Developmental

c) 360-degree

d) Variable-interval

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

34. During his performance review, Jack’s managers stated in their feedback that he would have to improve his productivity and quality of work or else he would be laid off. This is an example of a(n) _____ appraisal.

a) 360-degree

b) Developmental

c) Administrative

d) Variable-ratio

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

35. A(n) _____ relies on self-report ratings and input from supervisors, co-workers, subordinates, and, possibly, customers.

a) Administrative appraisal

b) 360-degree feedback

c) Developmental appraisal

d) Project evaluation review

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

36. During the annual appraisal, Leroy had been rated as an excellent worker by his manager. The reviews received from his customers also indicated that he was a dedicated worker. However, Leroy had rated himself comparatively low. This type of an appraisal process is an example of a(n) _____.

a) 360-degree feedback

b) Administrative appraisal

c) Developmental appraisal

d) Project review

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

37. Which of the following is the third step in the performance appraisal process?

a) Deliver the appraisal.

b) Identify the scope.

c) Perform a situational analysis.

d) Reinforce and review the process.

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

38. The potential for leniency in performance appraisal ratings:

a) Increases in collectivistic cultures.

b) Is absent in collectivistic cultures.

c) Decreases in high power distance cultures.

d) Increases in low power distance cultures.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

39. The employees at Pretzies Inc., a food processing company, closely follow their managers’ orders without any dissent, as it is a high power distance firm. The human resources team wants to perform a performance appraisal. Based on the given information, Pretzies Inc.’s performance appraisal process should:

a) Be done by external stakeholders alone.

b) Involve external stakeholders and managers.

c) Be done by managers alone.

d) Include peers and subordinates as appraisers.

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

40. Which of the following is true about job-based pay?

a) It is based on an individual’s past accomplishments.

b) It is based on an individual’s present accomplishments.

c) It is based on an individual’s performance and is linked to productivity.

d) It is based on an individual’s current role in the organization.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Comprehension

41. Alex has recently been promoted as an assistant manager. As a result, he has also received a pay raise. Which of the following compensation systems does Alex’s organization follow?

a) Merit-based pay

b) Job-based pay

c) Variable-ratio pay

d) Fixed-ratio pay

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

42. Natalie has received an unscheduled raise in her salary based on her overall performance for the six months that she has been with the organization. According to the scenario, Natalie’s organization follows a _____ system.

a) Job-based pay

b) Merit-based pay

c) Performance-based incentive

d) Fixed-interval pay

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

43. Lily, who has been working as a server at a fast food restaurant, has learned how to cook and is helping the chef prepare meals in the kitchen as well. As a result, Lily’s manager has given her a raise. This is an example of a _____.

a) Job-based pay

b) Skill-based pay

c) Merit-based pay

d) Pay-for-performance

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective thinking skills

Bloom’s: Application

44. _____ is a compensation scheme in which each member’s pay is linked directly to individual, group, or organizational performance. The direct relationship is expected to raise productivity.

a) Pay-for-performance

b) Workers compensation

c) Merit-based pay

d) Inward-faced pay

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

45. Which of the following plans is included under pay-for-performance?

a) Cafeteria plans

b) Flexi benefit plans

c) Gain-sharing plans

d) Employee contingency plan

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

46. Which of the following is true about sustainable performance management?

a) It emphasizes secrecy.

b) It encourages collaboration.

c) It promotes individualistic reward systems.

d) It possesses an outward-faced structure.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Comprehension

47. Training differs from development in that training:

a) Includes specific areas or current positions, whereas development goes beyond the scope of the current job.

b) Goes beyond the scope of a current job, whereas development includes specific areas and current positions.

c) Results in broader growth and does not improve skills, whereas development focuses on improving skills and does not result in growth.

d) Focuses on improving skills and broader growth, whereas development involves bettering work conditions relating to a job and not performance.

Difficulty: Medium

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Analytic skills

Bloom’s: Analysis

48. Which of the following is true of training?

a) It goes beyond the scope of a current job.

b) It focuses on multiple areas of expertise.

c) It focuses on performance in a specific area.

d) It develops broader growth.

Difficulty: Medium

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Analytic skills

Bloom’s: Knowledge

49. Which of the following is true of development?

a) It involves expanding the scope or a job.

b) It improves skills and expertise in a specific area.

c) It refers to the organization as a whole.

d) It goes beyond the scope of a current job.

Difficulty: Medium

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Analytic skills

Bloom’s: Knowledge

50. _____ training is a type of training in which a more experienced member of the organization teaches a specific job or task to a newer member.

a) Vestibule

b) Sensitivity

c) On-the-job

d) In-the-job

Difficulty: Easy

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Analytic skills

Bloom’s: Knowledge

51. Crumble Inc. has a mentoring program where a group of two or three employees is assigned a mentor. These mentors are available to their mentees to clarify their doubts as well as provide help when required. In the above scenario, Crumble Inc. has adopted _____ training.

a) Sensitivity

b) On-the-job

c) Inward-faced

d) Vestibule

Difficulty: Hard

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Reflective thinking skills

Bloom’s: Application

52. Jordan, an employee at the Fortuna Hotel, has been promoted as an assistant manager. He is required to undergo a year’s training, spending two months in each department, learning what they do. Which of the following on-the-job training methods does the hotel utilize?

a) In-basket method

b) Job rotation

c) Sensitivity training

d) Vestibule training

Difficulty: Hard

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Reflective thinking skills

Bloom’s: Application

53. Which of the following is an on-the-job-training method?

a) In-basket method

b) Case studies

c) Sensitivity training

d) Job rotation

Difficulty: Medium

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Analytic skills

Bloom’s: Knowledge

54. Which of the following is an off-the-job training method?

a) Mentoring

b) Internship

c) Apprenticeship

d) Classroom lectures

Difficulty: Medium

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Analytic skills

Bloom’s: Knowledge

55. Which of the following is true of a sustainable approach to career development?

a) It improves competencies needed for a future position in the organization

b) It is very paternalistic and it limits an employee’s autonomy in the organization

c) It yields skills contributing to improving short-term productivity

d) It is particularly sensitive to how members are labeled and treated in organizations

Difficulty: Medium

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Analytic skills

Bloom’s: Comprehension

56. Grapa Inc. requires that its trainees attend a six-month business development program at a university chosen by the organization to improve their skills and use their new knowledge on the job. Grapa Inc. engages in _____ training.

a) Job instruction

b) Off-the-job

c) Apprenticeship

d) Internship

Difficulty: Hard

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Reflective thinking skills

Bloom’s: Application

57. “To protect and serve every human life by providing the best healthcare facilities and products” is an example of a _____.

a) Vision statement

b) Mission statement

c) Manifesto

d) Conjecture

Difficulty: Hard

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Reflective thinking skills

Bloom’s: Application

58. Which of the following is true of a mission statement?

a) It describes what the organization will be in the future.

b) It describes what the organization’s voting procedure for the shareholders is.

c) It describes what the organization is striving to become.

d) It describes what the organization does.

Difficulty: Medium

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Analytic skills

Bloom’s: Comprehension

59. A _____ describes what the organization is striving to become and, in this way, provides guidance to organizational members.

a) Vision statement

b) Proxy statement

c) Mission statement

d) Normative statement

Difficulty: Easy

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Analytic skills

Bloom’s: Comprehension

60. Which of the following is true of a vision statement?

a) It includes a description of what the organization will be in the future.

b) It includes a description of what the organization wishes to become.

c) It includes a description of what the organization does.

d) It includes a description of what the organization stands for.

Difficulty: Medium

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Analytic skills

Bloom’s: Comprehension

61. “To be the best service provider of audio technology and good sound” is an example of a _____.

a) Mission statement

b) Normative statement

c) Vision statement

d) Proxy statement

Difficulty: Hard

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Reflective thinking skills

Bloom’s: Application

62. Which of the following refers to the investigative process of gathering and interpreting information about a job and its required knowledge, skills, abilities, and other features?

a) Job analysis

b) Job characteristics

c) Job design

d) Job performance

Difficulty: Medium

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Reflective Thinking Skills

Bloom’s: Analysis

63. Which of the following applies to specifying how to increase the motivational potential of a job by improving the meaningfulness, autonomy, and feedback associated with the job?

a) Job characteristics model

b) Job analysis pattern

c) Job performance standard

d) Job design template

Difficulty: Medium

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Analysis

64. Which of the following refers to the use of human resources management processes to ensure that each employee’s activities and outputs are aligned with the organization’s goals?

a) Performance management

b) Job characteristics model

c) Job analysis standards

d) Extinction

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Analysis

65. Which of the following explains one of the differences between the sustainable approach and conventional approach with respect to job performance?

a) Sustainable performance management tends to emphasize group or team-based reward systems, which encourage collaboration and promote sharing of information.

b) Conventional performance management tends to emphasize group or team-based reward systems, which encourage collaboration and promote sharing of information.

c) Sustainable performance management tends to emphasize the use of individual incentives.

d) Members of conventional organizations are more likely to be motivated by rewards that go beyond financial benefits.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Reflective Thinking Skills

Bloom’s: Analysis

66. Which of the following explains the difference between the conventional approach and sustainable approach with respect to training?

a) From the conventional perspective, training must be instrumental, or linked to immediate returns in task performance.

b) From the sustainable perspective, training must be instrumental, or linked to immediate returns in task performance.

c) A conventional approach to training encourages members to explore a range of interests and to learn from others.

d) A sustainable approach to training does not encourage members to explore a range of interests and to learn from others.

Difficulty: Medium

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Analytic skills

Bloom’s: Analysis

67. As a new employee, your manager gives you a statement that identifies the fundamental purpose of the organization by describing what the organization does, whom it serves, and how it differs from similar organizations. Which of following describes this statement?

a) Mission statement

b) Vision statement

c) Goal statement

d) Purpose statement

Difficulty: Medium

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Communication skills

Bloom’s: Application

68. Which of the following explains one of the differences between the conventional and sustainable approaches with respect to mission and vision statements?

a) If possible, a variety of stakeholders, owners, managers, customers, and employees are engaged in the development of a sustainable organization’s mission and vision statements.

b) If possible, a variety of stakeholders, owners, managers, customers, and employees are engaged in the development of a conventional organization’s mission and vision statements.

c) In sustainable organizations, vision and mission statements focus on factors that would contribute to the organization’s future success.

d) A conventional approach is more likely to encourage members to reflect on what drives them personally and how that motivation overlaps with the mission and vision of the organization.

Difficulty: Medium

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Reflective Thinking Skills

Bloom’s: Analysis

69. Which of the following explains the difference between the conventional approach and sustainable approach with respect to vision statements?

a) From a conventional view, vision statements focus on factors that will contribute to the organization’s future competitiveness and financial success.

b) From a sustainable view, vision statements focus on factors that will contribute to the organization’s future competitiveness and financial success.

c) Conventional organizations would be more participative in drafting vision statements.

d) In sustainable organizations, managers would develop vision statements that have a future orientation and that are challenging, brief, and stable.

Difficulty: Medium

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Reflective Thinking Skills

Bloom’s: Analysis

70. Which of the following describes the difference between conventional and sustainable approaches with respect to developing the mission statement?

a) A sustainable approach is more likely to encourage members to reflect on what drives them personally and how that motivation overlaps with the mission of their organization.

b) A conventional approach is more likely to encourage members to reflect on what drives them personally and how that motivation overlaps with the mission of their organization.

c) One difference is that a sustainable approach to drafting a mission statement would not be participative.

d) One difference is that a conventional approach to drafting a mission statement is more participative.

Difficulty: Medium

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Reflective Thinking Skills

Bloom’s: Analysis

71. Which of the following applies to the monetary payments, such as wages, salaries, and bonuses, as well as other goods or commodities, which are used to reward organizational members?

a) Compensation

b) Benefits

c) Incentives

d) Payroll

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance and Management

AACSB: Analytic skills

Bloom’s: Analysis

Fill In The Blanks

72. _____ answers the question of what should be done in specific jobs.

Difficulty: Easy

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Knowledge

73. The job characteristics model specifies how to increase the motivational potential of a job by improving the meaningfulness, _____, and feedback associated with the job.

Difficulty: Medium

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Knowledge

74. A _____ is a response or consequence linked to a behaviour.

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

75. _____ is a common and effective method for managers to motivate or shape the behaviour of employees.

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

76. A _____ is a tool to measure performance in a performance appraisal process.

Difficulty: Medium

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

77. The most basic employee compensation system is the _____ system.

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

78. Pay-for-performance is also known as _____.

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

79. A person can engage in career planning by doing an annual personal career _____ analysis.

Difficulty: Easy

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Analytic skills

Bloom’s: Knowledge

80. A mission statement is often accompanied by a change-oriented _____.

Difficulty: Easy

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Analytic skills

Bloom’s: Knowledge

81. “To be the biggest and best food suppliers in the world” is an example of a _____.

Difficulty: Hard

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Reflective thinking skills

Bloom’s: Application

82. ______________ answers the question of what work should be done in specific jobs.

Difficulty: Easy

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Knowledge

83. The design of a job also describes the job’s ________________ and how it relates to other jobs and people in other positions.

Difficulty: Easy

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Analytic skills

Bloom’s: Knowledge

84. ______________ has been proven to reduce certain types of behaviour, and it can send a signal to others that people are held accountable for their behaviour.

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

85. Whereas punishment causes unwanted behaviour to occur less frequently, _______________ causes desired behaviour to be repeated.

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Analysis

86. _______________ describe the frequency and regularity of recurring reinforcement:

Difficulty: Easy

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Analytic skills

Bloom’s: Knowledge

87. Many organizations have _________________ systems to address the innate or developed needs of employees.

Difficulty: Easy

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Analytic skills

Bloom’s: Knowledge

88. When it works, ____________ is considered the fastest and most effective form of training.

Difficulty: Easy

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Analytic skills

Bloom’s: Knowledge

89. Perhaps the broadest system of _______________ consists of the organization’s mission and vision.

Difficulty: Easy

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Analytic skills

Bloom’s: Knowledge

90. Despite the great motivational potential of a ______________, some organizational members can be cynical about it, particularly if it espouses values that are not practiced in the organization.

Difficulty: Easy

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Analytic skills

Bloom’s: Knowledge

91. Mission statements also may ___________________ as the organization grows, adopts new strategies, or experiences significant change.

Difficulty: Easy

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Analytic skills

Bloom’s: Knowledge

Short Answer Questions

92. Briefly describe the job characteristics model.

Difficulty: Hard

Learning Objective: Explain how jobs are designed.

Section Reference: 14.1 Job Design

AACSB: Communication skills

Bloom’s: Comprehension

93. List the key steps to be followed in an effective performance appraisal.

1. Design the appraisal system with a clear purpose, specified performance criteria, and defined roles.

2. Deliver the appraisal by measuring performance and providing feedback.

3. Reinforce and review the appraisal process.

Difficulty: Hard

Learning Objective: Discuss the two components of performance management and how the outcomes influence organizational members’ behaviour, motivation and learning.

Section Reference: 14.2 Performance Management

AACSB: Communication skills

Bloom’s: Comprehension

94. List the factors that enable the successful transfer of training from an off-the-job training environment to a work environment.

● Training should be offered to those who have an interest in and aptitude for it. In other words, trainees must be able and motivated to be trained.

● The training content itself must be relevant and the instruction designed so that trainees are given multiple opportunities to practice, using each component of the target skill or knowledge domain.

● There must be support for applying the training in the work environment. Many employees have returned from training eager to apply what they have learned, only to find no opportunities to use their new knowledge on the job.

Difficulty: Hard

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Communication skills

Bloom’s: Comprehension

95. What are the suggestions given by managers in relation to career development?

● Receiving opportunities to be mentored by senior managers

● Volunteering for challenging/difficult job assignments

● Visiting other departments/organizations

● Engaging in formal career planning

Difficulty: Hard

Learning Objective: Discuss how training and career development improves job performance and prepares for future positions.

Section Reference: 14.3 Training and Development

AACSB: Communication skills

Bloom’s: Comprehension

96. What is a mission statement? Discuss.

Difficulty: Hard

Learning Objective: Explain how mission and vision work together to contribute to an organizational performance.

Section Reference: 14.4 Mission and Vision

AACSB: Communication skills

Bloom’s: Comprehension