Question 1

Which of the following is NOT part of the performance measurement process?

Accepted Answer

A)  Comparing an employee's work behaviour with previously established standards 
B)  Communicating the results to the employee 
C)  Rewarding the employee according to his or her performance 
D)  Evaluating an employee's work behaviour by measurement 
E)  Documenting the results 
A)  Comparing an employee's work behaviour with previously established standards 
B)  Communicating the results to the employee 
C)  Rewarding the employee according to his or her performance 
D)  Evaluating an employee's work behaviour by measurement 
E)  Documenting the results

Question 2

A quality circle is a group of employees who are assigned to inspection teams that ensure production quality on an assembly line.

Accepted Answer

A) True 
 B)False

Question 3

What can supervisors do to avoid measurement problems when they have only limited knowledge of the employee's performance?

Accepted Answer

A)  Prevent the employee from working with the supervisor in the appraisal 
B)  Avoid allowing employees to evaluate themselves 
C)  Use a multiple-rater system 
D)  Perform the evaluation with the information currently available to the supervisor 
E)  Plan training programmes to improve observation and categorisation skills 
A)  Prevent the employee from working with the supervisor in the appraisal 
B)  Avoid allowing employees to evaluate themselves 
C)  Use a multiple-rater system 
D)  Perform the evaluation with the information currently available to the supervisor 
E)  Plan training programmes to improve observation and categorisation skills

Question 4

For difficult goals to motivate behaviour, they must be set at a reasonable level so they are possible to attain.

Accepted Answer

A) True 
 B)False

Question 5

Match each of the following scenarios with the flexible work arrangement it illustrates.
a.Diego, an accountant, doesn't mind working long days and really likes three-day weekends.He works from Monday to Thursday, 10 hours a day, so that he has every Friday off yet still works 40 hours a week.
b.Sureshnie, an electrician, works from Monday to Friday, eight hours a day, every odd week, and from Monday to Thursday, 10 hours a day, every even week.
c.Ashwin, a fisherman, is paid a premium salary to work for five weeks straight without a day off, followed by two weeks of paid leave.
d.Bheki and Mark work as bellboys at a fancy hotel.Bheki works from 8 a.m.till noon from Monday to Friday and, as soon as he leaves, Mark arrives and works at the same position from noon till 4 p.m., such that each of them works a 20-hour week.
e.Liza, a journalist, works from Monday to Friday, eight hours a day, like at a normal job.However, she works from 8 a.m.till noon, takes four hours off, then finishes her work day by working from 4 p.m.to 8 p.m.
f.Tiaan, a content developer, can do the entirety of his job from any place that has an Internet connection.He does not come into the office at all and does all of his work from home.
-job sharing

Accepted Answer

The answer of Match each of the following scenarios with...

Question 6

____ is the degree to which a job requires completion of a whole and identifiable piece of work.

Accepted Answer

A)  Task identity 
B)  Task meaningfulness 
C)  Task visibility 
D)  Task recognition 
E)  Task significance 
A)  Task identity 
B)  Task meaningfulness 
C)  Task visibility 
D)  Task recognition 
E)  Task significance

Question 7

Organisations typically conduct performance appraisals

Accepted Answer

A)  when the employee asks for one. 
B)  when the manager asks for one. 
C)  quarterly. 
D)  once a year. 
E)  more frequently for older employees than for younger ones. 
A)  when the employee asks for one. 
B)  when the manager asks for one. 
C)  quarterly. 
D)  once a year. 
E)  more frequently for older employees than for younger ones.

Question 8

Which of the following methods can be used to enhance individual performance at work?

Accepted Answer

A)  Job design 
B)  Employee participation 
C)  Goal setting 
D)  Performance management 
E)  All of these are correct. 
A)  Job design 
B)  Employee participation 
C)  Goal setting 
D)  Performance management 
E)  All of these are correct.

Question 9

All of the following statements regarding flexitime are true EXCEPT

Accepted Answer

A)  it gives employees less say about which days they work. 
B)  it gives employees more personal control over the times they work. 
C)  it is desirable for people who want to work part-time. 
D)  all employees must be at work during core time. 
E)  the workday is broken down into two categories. 
A)  it gives employees less say about which days they work. 
B)  it gives employees more personal control over the times they work. 
C)  it is desirable for people who want to work part-time. 
D)  all employees must be at work during core time. 
E)  the workday is broken down into two categories.

Question 10

In exchange for employee contributions, an organisation provides rewards such as pay and insurance benefits.These kinds of rewards are combined to create

Accepted Answer

A)  compensation packages. 
B)  intangible compensation. 
C)  symbolic rewards. 
D)  system rewards. 
E)  resource exchanges. 
A)  compensation packages. 
B)  intangible compensation. 
C)  symbolic rewards. 
D)  system rewards. 
E)  resource exchanges.

Question 11

All of the following statements about the use of quality circles are true EXCEPT

Accepted Answer

A)  employees meet regularly to identify problems. 
B)  employees are empowered to control their work. 
C)  the use of a question/answer period is important. 
D)  employees can propose solutions to problems. 
E)  All of these are true of quality circles. 
A)  employees meet regularly to identify problems. 
B)  employees are empowered to control their work. 
C)  the use of a question/answer period is important. 
D)  employees can propose solutions to problems. 
E)  All of these are true of quality circles.

Question 12

Organisations can usually benefit from conducting performance appraisals on an annual basis.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following reasons explains why 360-degree feedback is highly beneficial to managers?

Accepted Answer

A)  It gives managers a much wider range of feedback than traditional performance appraisals do. 
B)  This type of feedback is performed more frequently than traditional methods of feedback. 
C)  This form of feedback is the easiest to administer and is the most cost-efficient form of appraisal. 
D)  It helps managers to be more aware of their employees' day-to-day performance. 
E)  The feedback focuses on objective performance criteria. 
A)  It gives managers a much wider range of feedback than traditional performance appraisals do. 
B)  This type of feedback is performed more frequently than traditional methods of feedback. 
C)  This form of feedback is the easiest to administer and is the most cost-efficient form of appraisal. 
D)  It helps managers to be more aware of their employees' day-to-day performance. 
E)  The feedback focuses on objective performance criteria.

Question 14

Compare and contrast three alternative approaches to work scheduling discussed in your text.How will each approach affect organisational efficiency?

Accepted Answer

One alternative approach to work schedul

Question 15

Employers who allow their workers to choose 'cafeteria-style' from a variety of benefits packages are following a(n) __________ system.

Accepted Answer

The answer of Employers who allow their workers to choose...

Question 16

Job rotation and job enlargement were developed as alternative ways to design jobs instead of through job specialisation.

Accepted Answer

A) True 
 B)False

Question 17

Top managers are often given special privileges known as __________.

Accepted Answer

The answer of Top managers are often given special privileges...

Question 18

Match each of the following scenarios with the flexible work arrangement it illustrates.
a.Diego, an accountant, doesn't mind working long days and really likes three-day weekends.He works from Monday to Thursday, 10 hours a day, so that he has every Friday off yet still works 40 hours a week.
b.Sureshnie, an electrician, works from Monday to Friday, eight hours a day, every odd week, and from Monday to Thursday, 10 hours a day, every even week.
c.Ashwin, a fisherman, is paid a premium salary to work for five weeks straight without a day off, followed by two weeks of paid leave.
d.Bheki and Mark work as bellboys at a fancy hotel.Bheki works from 8 a.m.till noon from Monday to Friday and, as soon as he leaves, Mark arrives and works at the same position from noon till 4 p.m., such that each of them works a 20-hour week.
e.Liza, a journalist, works from Monday to Friday, eight hours a day, like at a normal job.However, she works from 8 a.m.till noon, takes four hours off, then finishes her work day by working from 4 p.m.to 8 p.m.
f.Tiaan, a content developer, can do the entirety of his job from any place that has an Internet connection.He does not come into the office at all and does all of his work from home.
-flexitime

Accepted Answer

The answer of Match each of the following scenarios with...

Question 19

The surface value of a reward to an employee is its objective meaning of worth.

Accepted Answer

A) True 
 B)False

Question 20

In a highly collectivist culture such as Japan, performance appraisals almost always need to be focused more on

Accepted Answer

A)  individual effort and results. 
B)  group performance and feedback. 
C)  competitive analysis with co-workers. 
D)  accurate collection of information. 
E)  360-degree feedback. 
A)  individual effort and results. 
B)  group performance and feedback. 
C)  competitive analysis with co-workers. 
D)  accurate collection of information. 
E)  360-degree feedback.

Which of the following is NOT part of the performance measurement process?

A quality circle is a group of employees who are assigned to inspection teams that ensure production quality on an assembly line.

What can supervisors do to avoid measurement problems when they have only limited knowledge of the employee's performance?

For difficult goals to motivate behaviour, they must be set at a reasonable level so they are possible to attain.

____ is the degree to which a job requires completion of a whole and identifiable piece of work.

Organisations typically conduct performance appraisals

Which of the following methods can be used to enhance individual performance at work?

All of the following statements regarding flexitime are true EXCEPT

In exchange for employee contributions, an organisation provides rewards such as pay and insurance benefits.These kinds of rewards are combined to create

All of the following statements about the use of quality circles are true EXCEPT

Organisations can usually benefit from conducting performance appraisals on an annual basis.

Which of the following reasons explains why 360-degree feedback is highly beneficial to managers?

Compare and contrast three alternative approaches to work scheduling discussed in your text.How will each approach affect organisational efficiency?

Employers who allow their workers to choose 'cafeteria-style' from a variety of benefits packages are following a(n) __________ system.

Job rotation and job enlargement were developed as alternative ways to design jobs instead of through job specialisation.

Top managers are often given special privileges known as __________.

The surface value of a reward to an employee is its objective meaning of worth.

In a highly collectivist culture such as Japan, performance appraisals almost always need to be focused more on

An Overview of Organisational Behaviour

The Changing Environment of Organisations

Individual Characteristics

Individual Values, Perceptions and Reactions

Motivating Behaviour

Groups and Teams

Decision Making and Problem Solving

Communication

Conflict and Negotiation

Traditional Leadership Approaches

Modern Leadership Approaches

Power, Influence and Politics

Organisation Structure and Design

Organisation Culture

Change Management

Filters

Exam 6: Motivating Behaviour With Work and Rewards

Which of the following is NOT part of the performance measurement process?

A quality circle is a group of employees who are assigned to inspection teams that ensure production quality on an assembly line.

What can supervisors do to avoid measurement problems when they have only limited knowledge of the employee's performance?

For difficult goals to motivate behaviour, they must be set at a reasonable level so they are possible to attain.

____ is the degree to which a job requires completion of a whole and identifiable piece of work.

Organisations typically conduct performance appraisals

Which of the following methods can be used to enhance individual performance at work?

All of the following statements regarding flexitime are true EXCEPT

In exchange for employee contributions, an organisation provides rewards such as pay and insurance benefits.These kinds of rewards are combined to create

All of the following statements about the use of quality circles are true EXCEPT

Organisations can usually benefit from conducting performance appraisals on an annual basis.

Which of the following reasons explains why 360-degree feedback is highly beneficial to managers?

Compare and contrast three alternative approaches to work scheduling discussed in your text.How will each approach affect organisational efficiency?

Employers who allow their workers to choose 'cafeteria-style' from a variety of benefits packages are following a(n) __________ system.

Job rotation and job enlargement were developed as alternative ways to design jobs instead of through job specialisation.

Top managers are often given special privileges known as __________.

The surface value of a reward to an employee is its objective meaning of worth.

In a highly collectivist culture such as Japan, performance appraisals almost always need to be focused more on

An Overview of Organisational Behaviour

The Changing Environment of Organisations

Individual Characteristics

Individual Values, Perceptions and Reactions

Motivating Behaviour

Groups and Teams

Decision Making and Problem Solving

Communication

Conflict and Negotiation

Traditional Leadership Approaches

Modern Leadership Approaches

Power, Influence and Politics

Organisation Structure and Design

Organisation Culture

Change Management

Filters