Question 1

_____ reflects the extent to which an individual identifies with an organization and is committed to its goals.

Accepted Answer

A)  Value attainment 
B)  Job satisfaction 
C)  Organizational commitment 
D)  Dispositional behavior 
E)  Turnover 
A)  Value attainment 
B)  Job satisfaction 
C)  Organizational commitment 
D)  Dispositional behavior 
E)  Turnover

Question 2

Explain the idiosyncratic deals approach to job design.What limitations of the top-down and bottom-up approaches does it attempt to overcome?

Accepted Answer

The idiosyncratic deals approach to job

Question 3

_____ is the practical application of Frederick Herzberg's motivator-hygiene theory of job satisfaction.

Accepted Answer

A)  Job rotation 
B)  The mechanistic approach 
C)  Job enrichment 
D)  The perceptual-motor approach 
E)  Job enlargement 
A)  Job rotation 
B)  The mechanistic approach 
C)  Job enrichment 
D)  The perceptual-motor approach 
E)  Job enlargement

Question 4

According to Frederick Herzberg's motivator-hygiene theory of job satisfaction,hygiene factors are motivational.

Accepted Answer

A) True 
 B)False

Question 5

According to McClelland,what are the three common characteristics that achievement-motivated people share? What are the managerial implications associated with McClelland's need theory?

Accepted Answer

According to McClelland,achievement-moti

Question 6

Task identity is high when a person works on a product or project from beginning to end and sees a tangible result.

Accepted Answer

A) True 
 B)False

Question 7

Define job crafting.Explain the three forms of job crafting.

Accepted Answer

Job crafting is defined as "the physical

Question 8

_____ behaviors represent types of behavior that harm employees,the organization as a whole,or organizational stakeholders such as customers and shareholders.

Accepted Answer

A)  Contextual performance 
B)  Withdrawal cognitions 
C)  Organizational citizenship 
D)  Nondiscretionary 
E)  Counterproductive work 
A)  Contextual performance 
B)  Withdrawal cognitions 
C)  Organizational citizenship 
D)  Nondiscretionary 
E)  Counterproductive work

Question 9

In an effort to redesign jobs,Sandra,manager at Perfect Printing,Inc.,added various tasks to Ross' job.In addition to copying,now Ross is also responsible for collating,putting covers on each job,stapling,and mailing back the final completed product to the customer.This can be described as an example of:

Accepted Answer

A)  job rotation. 
B)  job enlargement. 
C)  mechanistic approach. 
D)  job enrichment. 
E)  job sharing. 
A)  job rotation. 
B)  job enlargement. 
C)  mechanistic approach. 
D)  job enrichment. 
E)  job sharing.

Question 10

In which model of job satisfaction is satisfaction a function of how "fairly" an individual is treated?

Accepted Answer

A)  Need fulfillment model 
B)  Discrepancies model 
C)  Value attainment model 
D)  Equity model 
E)  Dispositional/genetic components model 
A)  Need fulfillment model 
B)  Discrepancies model 
C)  Value attainment model 
D)  Equity model 
E)  Dispositional/genetic components model

Question 11

_____ entails modifying a job such that an employee has the opportunity to experience achievement,recognition,stimulating work,responsibility,and advancement.

Accepted Answer

A)  Job rotation 
B)  Job enrichment 
C)  Job commitment 
D)  Job enlargement 
E)  Job involvement 
A)  Job rotation 
B)  Job enrichment 
C)  Job commitment 
D)  Job enlargement 
E)  Job involvement

Question 12

According to McClelland,top managers should have a high need for affiliation coupled with a low need for power.

Accepted Answer

A) True 
 B)False

Question 13

The scientific management approach to job design is most heavily influenced by the work of Frederick Herzberg.

Accepted Answer

A) True 
 B)False

Question 14

Job _____ is an affective or emotional response toward various facets of one's job.

Accepted Answer

A)  rotation 
B)  satisfaction 
C)  crafting 
D)  enrichment 
E)  enlargement 
A)  rotation 
B)  satisfaction 
C)  crafting 
D)  enrichment 
E)  enlargement

Question 15

Job enlargement is also referred to as vertically loading the job.

Accepted Answer

A) True 
 B)False

Question 16

Herzberg found job dissatisfaction to be associated primarily with factors in the work context or environment.

Accepted Answer

A) True 
 B)False

Question 17

Research does not clearly support Maslow's need hierarchy theory.

Accepted Answer

A) True 
 B)False

Question 18

Need theories attempt to pinpoint external factors that energize behavior.

Accepted Answer

A) True 
 B)False

Question 19

_____ involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty.

Accepted Answer

A)  Job enlargement 
B)  Job rotation 
C)  Job enrichment 
D)  Job hopping 
E)  Employee engagement 
A)  Job enlargement 
B)  Job rotation 
C)  Job enrichment 
D)  Job hopping 
E)  Employee engagement

Question 20

It is generally accepted that need fulfillment is correlated with job satisfaction.

Accepted Answer

A) True 
 B)False

_____ reflects the extent to which an individual identifies with an organization and is committed to its goals.

Explain the idiosyncratic deals approach to job design.What limitations of the top-down and bottom-up approaches does it attempt to overcome?

_____ is the practical application of Frederick Herzberg's motivator-hygiene theory of job satisfaction.

According to Frederick Herzberg's motivator-hygiene theory of job satisfaction,hygiene factors are motivational.

According to McClelland,what are the three common characteristics that achievement-motivated people share? What are the managerial implications associated with McClelland's need theory?

Task identity is high when a person works on a product or project from beginning to end and sees a tangible result.

Define job crafting.Explain the three forms of job crafting.

_____ behaviors represent types of behavior that harm employees,the organization as a whole,or organizational stakeholders such as customers and shareholders.

In which model of job satisfaction is satisfaction a function of how "fairly" an individual is treated?

_____ entails modifying a job such that an employee has the opportunity to experience achievement,recognition,stimulating work,responsibility,and advancement.

According to McClelland,top managers should have a high need for affiliation coupled with a low need for power.

The scientific management approach to job design is most heavily influenced by the work of Frederick Herzberg.

Job _____ is an affective or emotional response toward various facets of one's job.

Job enlargement is also referred to as vertically loading the job.

Herzberg found job dissatisfaction to be associated primarily with factors in the work context or environment.

Research does not clearly support Maslow's need hierarchy theory.

Need theories attempt to pinpoint external factors that energize behavior.

_____ involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty.

It is generally accepted that need fulfillment is correlated with job satisfaction.

Needed: People-Centered Managers and Workplaces

Organizational Culture, Socialization, and Mentoring

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation Ii: Equity, Expectancy, and Goal Setting

Improving Performance With Feedback, Rewards, and Positive Reinforcement

Effective Groups and Teams

Making Decisions

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Leadership

Designing Effective Organizations

Managing Change and Organizational Learning

Filters

Exam 6: Motivation I: Needs, Job Design, and Satisfaction

_____ reflects the extent to which an individual identifies with an organization and is committed to its goals.

Explain the idiosyncratic deals approach to job design.What limitations of the top-down and bottom-up approaches does it attempt to overcome?

_____ is the practical application of Frederick Herzberg's motivator-hygiene theory of job satisfaction.

According to Frederick Herzberg's motivator-hygiene theory of job satisfaction,hygiene factors are motivational.

According to McClelland,what are the three common characteristics that achievement-motivated people share? What are the managerial implications associated with McClelland's need theory?

Task identity is high when a person works on a product or project from beginning to end and sees a tangible result.

Define job crafting.Explain the three forms of job crafting.

_____ behaviors represent types of behavior that harm employees,the organization as a whole,or organizational stakeholders such as customers and shareholders.

In which model of job satisfaction is satisfaction a function of how "fairly" an individual is treated?

_____ entails modifying a job such that an employee has the opportunity to experience achievement,recognition,stimulating work,responsibility,and advancement.

According to McClelland,top managers should have a high need for affiliation coupled with a low need for power.

The scientific management approach to job design is most heavily influenced by the work of Frederick Herzberg.

Job _____ is an affective or emotional response toward various facets of one's job.

Job enlargement is also referred to as vertically loading the job.

Herzberg found job dissatisfaction to be associated primarily with factors in the work context or environment.

Research does not clearly support Maslow's need hierarchy theory.

Need theories attempt to pinpoint external factors that energize behavior.

_____ involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty.

It is generally accepted that need fulfillment is correlated with job satisfaction.

Needed: People-Centered Managers and Workplaces

Organizational Culture, Socialization, and Mentoring

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation Ii: Equity, Expectancy, and Goal Setting

Improving Performance With Feedback, Rewards, and Positive Reinforcement

Effective Groups and Teams

Making Decisions

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Leadership

Designing Effective Organizations

Managing Change and Organizational Learning

Filters