Question 1

Which of the following statements about mental imagery is FALSE?

Accepted Answer

A) Mental imagery is one of the critical psychological states in the job characteristics model. 
B) Mental imagery involves mentally practicing the task. 
C) Mental imagery usually occurs before self-reinforcement. 
D) Mental imagery involves visualizing successful completion of the task. 
E) Mental imagery is part of constructive thought patterns in self-leadership. 
A) Mental imagery is one of the critical psychological states in the job characteristics model. 
B) Mental imagery involves mentally practicing the task. 
C) Mental imagery usually occurs before self-reinforcement. 
D) Mental imagery involves visualizing successful completion of the task. 
E) Mental imagery is part of constructive thought patterns in self-leadership.

Question 2

Self-leadership borrows ideas from social cognitive theory and research in sports psychology on constructive thought processes.

Accepted Answer

A) True 
 B)False

Question 3

One element of self-leadership involves keeping track of our progress toward goals.

Accepted Answer

A) True 
 B)False

Question 4

Task variability refers to how many tasks can be performed using known procedures and rules.

Accepted Answer

A) True 
 B)False

Question 5

Employee share ownership plans and share options are two types of organizational-level performance-based rewards.

Accepted Answer

A) True 
 B)False

Question 6

Gainsharing and share-ownership reward plans create an "ownership culture" that is good for owners,but bad for employees.

Accepted Answer

A) True 
 B)False

Question 7

Job specialization is a form of job design.

Accepted Answer

A) True 
 B)False

Question 8

Performance tends to decrease at very high levels of task specialization because:

Accepted Answer

A) employees are less able to perform the job. 
B) employees in specialized jobs lack sufficient resources to perform their jobs. 
C) high task specialization is associated with bad management. 
D) employees tend to become bored and less motivated to perform well. 
E) All of the answers are correct. 
A) employees are less able to perform the job. 
B) employees in specialized jobs lack sufficient resources to perform their jobs. 
C) high task specialization is associated with bad management. 
D) employees tend to become bored and less motivated to perform well. 
E) All of the answers are correct.

Question 9

Team rewards increase employee preferences for team-based work arrangements.

Accepted Answer

A) True 
 B)False

Question 10

Compare and contrast gainsharing with employee share ownership plans.

Accepted Answer

Employee share ownership plans (ESOPs)in

Question 11

When Adam Smith reported on how 10 pin makers working together could produce many times more pins,because they performed specialized tasks,Smith was describing the benefits of job enrichment.

Accepted Answer

A) True 
 B)False

Question 12

People are empowered when they feel self-determination,meaning,competence,and impact regarding their role in the organization.

Accepted Answer

A) True 
 B)False

Question 13

ClamCo,a large energy company,was once a bureaucratic organization that valued long service and promotions through a steep hierarchy.After several years of difficult change,it is now a much flatter organization that places more responsibility with self-directed work teams.Explain what changes ClamCo probably made (or should have made)to align its reward system with this new corporate philosophy.

Accepted Answer

Previously,ClamCo relied on seniority an

Question 14

Job evaluation and skill-based pay plans are both considered:

Accepted Answer

A) competency-based rewards. 
B) membership/seniority-based rewards. 
C) performance-based rewards. 
D) status-based rewards. 
E) None of the answers apply. 
A) competency-based rewards. 
B) membership/seniority-based rewards. 
C) performance-based rewards. 
D) status-based rewards. 
E) None of the answers apply.

Question 15

All of the following tend to increase the quality of work performed,EXCEPT:

Accepted Answer

A) job enrichment. 
B) job specialization. 
C) job rotation. 
D) natural grouping of tasks into one job. 
E) job specialization and job rotation. 
A) job enrichment. 
B) job specialization. 
C) job rotation. 
D) natural grouping of tasks into one job. 
E) job specialization and job rotation.

Question 16

Job status-based rewards potentially motivate employees to compete with each other.

Accepted Answer

A) True 
 B)False

Question 17

One advantage of competency-based rewards is that measuring employee competencies is mostly done through objective measurement methods.

Accepted Answer

A) True 
 B)False

Question 18

When only subjective sources of information about an employee's performance are available,companies should rely on multiple sources of information.

Accepted Answer

A) True 
 B)False

Question 19

Performance-based rewards have been criticized on the grounds that:

Accepted Answer

A) they undermine the employee's motivation from the work itself. 
B) they potentially distance employees and management from each other. 
C) they tend to discourage creativity. 
D) they are used as quick fixes for problems. 
E) All of the answers are correct. 
A) they undermine the employee's motivation from the work itself. 
B) they potentially distance employees and management from each other. 
C) they tend to discourage creativity. 
D) they are used as quick fixes for problems. 
E) All of the answers are correct.

Question 20

The process of assigning tasks to a job,including the interdependency of those tasks with other jobs is called job management.

Accepted Answer

A) True 
 B)False

Which of the following statements about mental imagery is FALSE?

Self-leadership borrows ideas from social cognitive theory and research in sports psychology on constructive thought processes.

One element of self-leadership involves keeping track of our progress toward goals.

Task variability refers to how many tasks can be performed using known procedures and rules.

Employee share ownership plans and share options are two types of organizational-level performance-based rewards.

Gainsharing and share-ownership reward plans create an "ownership culture" that is good for owners,but bad for employees.

Job specialization is a form of job design.

Performance tends to decrease at very high levels of task specialization because:

Team rewards increase employee preferences for team-based work arrangements.

Compare and contrast gainsharing with employee share ownership plans.

When Adam Smith reported on how 10 pin makers working together could produce many times more pins,because they performed specialized tasks,Smith was describing the benefits of job enrichment.

People are empowered when they feel self-determination,meaning,competence,and impact regarding their role in the organization.

Job evaluation and skill-based pay plans are both considered:

All of the following tend to increase the quality of work performed,EXCEPT:

Job status-based rewards potentially motivate employees to compete with each other.

One advantage of competency-based rewards is that measuring employee competencies is mostly done through objective measurement methods.

When only subjective sources of information about an employee's performance are available,companies should rely on multiple sources of information.

Performance-based rewards have been criticized on the grounds that:

The process of assigning tasks to a job,including the interdependency of those tasks with other jobs is called job management.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Decision Making and Creativity

Team Dynamics

Communicating in Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 6: Applied Performance Practices

Which of the following statements about mental imagery is FALSE?

Self-leadership borrows ideas from social cognitive theory and research in sports psychology on constructive thought processes.

One element of self-leadership involves keeping track of our progress toward goals.

Task variability refers to how many tasks can be performed using known procedures and rules.

Employee share ownership plans and share options are two types of organizational-level performance-based rewards.

Gainsharing and share-ownership reward plans create an "ownership culture" that is good for owners,but bad for employees.

Job specialization is a form of job design.

Performance tends to decrease at very high levels of task specialization because:

Team rewards increase employee preferences for team-based work arrangements.

Compare and contrast gainsharing with employee share ownership plans.

When Adam Smith reported on how 10 pin makers working together could produce many times more pins,because they performed specialized tasks,Smith was describing the benefits of job enrichment.

People are empowered when they feel self-determination,meaning,competence,and impact regarding their role in the organization.

Job evaluation and skill-based pay plans are both considered:

All of the following tend to increase the quality of work performed,EXCEPT:

Job status-based rewards potentially motivate employees to compete with each other.

One advantage of competency-based rewards is that measuring employee competencies is mostly done through objective measurement methods.

When only subjective sources of information about an employee's performance are available,companies should rely on multiple sources of information.

Performance-based rewards have been criticized on the grounds that:

The process of assigning tasks to a job,including the interdependency of those tasks with other jobs is called job management.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Decision Making and Creativity

Team Dynamics

Communicating in Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters