Deck 9: Intrinsic Rewards and Job Design

Question 1

Which of the following is true about extrinsic and intrinsic rewards?

A) The conditions under which people experience extrinsic and intrinsic rewards differ from each other.
B) Managers only have indirect control over intrinsic rewards.
C) A manager can create a set of job experiences that lets a person experience intrinsic rewards.
D) All answers are correct.

Answer 1

D

Question 2

Which of the following are the dominant job redesign approaches since the 1940s?

A) Job rotation: moving the worker among different jobs with few tasks or activities.
B) Job enlargement: adding duties and tasks to a job to make it larger.
C) Job enrichment: adding duties and tasks but also adding more autonomy and responsibility to a job.
D) All answers are correct.

Answer 2

D

Question 3

According to the job characteristics theory of work motivation, which of the following is external to the person?

A) Perceived core job characteristics.
B) Affective outcomes.
C) Behavioral outcomes.
D) Critical psychological states.

Answer 3

C

Question 4

Which of the following is an affective outcome of job design?

A) Job satisfaction.
B) Quality of work produced.
C) Number of units produced.
D) Amount of sales.

Question 5

In the job characteristics theory of work motivation, which of the following is not a critical psychological state?

A) Meaningfulness of the work.
B) Growth need strength.
C) Responsibility for work outcomes.
D) Knowledge of work results.

Question 6

In the job characteristics theory of work motivation, which of the following is not a moderator that affects relationships among parts of the theory?

A) Knowledge and skill.
B) Growth need strength.
C) Feedback from the job.
D) Quality of supervision.

Question 7

Which of the following is not an affective outcome of job design?

A) Work effectiveness.
B) Growth satisfaction.
C) Internal work motivation.
D) Conflict feelings.

Question 8

Before job redesign, some employees installed only the seats in an auto assembly line. After job redesign, employees now are responsible for installing the entire interior of the car. This example best shows an increase in which of the following core job characteristics?

A) Feedback.
B) Autonomy.
C) Skill variety.
D) No answers are correct.

Question 9

Which of the following occupation categories is likely highest in task significance?

A) Physician.
B) Fast-food worker.
C) Landscaper.
D) Data processor.

Question 10

The degree to which a worker can decide how the job will be done is

A) Skill variety.
B) Task identity.
C) Task significance.
D) Autonomy.

Question 11

The degree to which an employee can use many different abilities is

A) Skill variety.
B) Task identity.
C) Task significance.
D) Autonomy.

Question 12

The core job characteristic that focuses on feedback considers which of the following as sources of feedback?

A) Feedback from supervisors.
B) Feedback from the job itself.
C) Feedback from coworkers.
D) All answers are correct.

Question 13

Which of the following core job characteristics is not associated with experienced meaningfulness of the work?

A) Skill variety.
B) Task identity.
C) Autonomy.
D) Task significance.

Question 14

Which of the following core job characteristics is associated with knowledge of results of work activities?

A) Skill variety.
B) Autonomy.
C) Task identity.
D) No answers are correct.

Question 15

Which of the following statements is true about the job characteristics theory of work motivation?

A) The psychological states lead to perceptions of the core job characteristics.
B) Affective outcomes lead to the critical psychological states.
C) Perceptions of the core job characteristics lead to three critical psychological states.
D) Work outcomes produce the affective outcomes of growth satisfaction and internal work motivation.

Question 16

The core job characteristics that have the strongest effect on a job's motivating potential are

A) Task identity and autonomy.
B) Autonomy and feedback from the job.
C) Feedback from the job and skill variety.
D) Task significance and autonomy.

Question 17

Growth need strength is conceptually similar to which of the following needs?

A) Need for power.
B) Need for affiliation.
C) Self-actualization needs.
D) Safety needs.

Question 18

Which of the following is not a context satisfaction moderator in the job characteristics theory of work motivation?

A) Aspects of the job duties.
B) Nature of the supervision.
C) The reward system.
D) Nature of relationships with coworkers.

Question 19

All the following contribute to high motivating potential of jobs except

A) Tasks that are not specialized.
B) Decentralized decision making.
C) Assembly line work.
D) No answer contributes to high motivating potential.

Question 20

Which of the following factors affect the design of people's jobs?

A) Supervisory style.
B) Technical process.
C) Organizational design.
D) All answers describe factors that affect the design of people's jobs.

Question 21

Which of the following statements is false?

A) Mass-production technical processes usually have jobs with high motivating potential.
B) Group-based manufacturing technologies need jobs designed for groups, not individuals.
C) Flexible manufacturing techniques increase the skill variety for people with those types of jobs.
D) Just-in-time inventory management likely builds more feedback into the job itself.

Question 22

Which of the following types of managers will likely increase the autonomy in a subordinate's job?

A) Managers with a close supervisory style.
B) Managers who make decisions themselves.
C) Managers who decentralize decision making.
D) No answer describes a manager who will likely increase autonomy.

Question 23

Which of the following methods should be used to collect information about the existing state of jobs in an organization?

A) The job diagnostic survey.
B) Interviews.
C) Observation.
D) Each answer describes a method of collecting information.

Question 24

Which of the following can influence the effectiveness of group-based job design?

A) The group's composition.
B) The size of the group.
C) The balance between heterogeneity and homogeneity.
D) Each answer describes an influence.

Question 25

People who will function most effectively in group-based job design likely are high in the need for

A) Power.
B) Achievement.
C) Nurturance.
D) Affiliation.

Question 26

Which of the following statements is false about social information processing theory?

A) Coworkers' descriptions of the job may affect the job holder's perceptions.
B) Participation in the job design process cannot produce satisfaction without actually changing the job.
C) Using the job diagnostic survey before job redesign can sensitize people to certain job characteristics they had not previously noticed.
D) Managers' verbal cues can affect perceptions of job characteristics.

Question 27

In which country are managers least likely to increase their subordinates' autonomy?

A) Sweden.
B) France.
C) Norway.
D) Mexico.

Question 28

Which of the following statements is false about international aspects of job design?

A) All cultures do not view self-actualization derived from the job as important.
B) The United States has traditionally used mostly individually based job design approaches.
C) Scandinavian countries have used mostly individually based job design approaches.
D) Changing job characteristics will have different reactions in different cultures.

Question 29

Which of the following statements is an ethical question raised by self-managing workgroups?

A) Should involvement in such groups be voluntary for those already employed by a company?
B) Should job applicants be informed of the likelihood of a team assignment if they are hired?
C) Should job applicants be fully informed about the company's use of groups and teams?
D) Each answer is an ethical question raised by self-managing workgroups.

Question 30

Managers can create a context within which employees experience intrinsic rewards.

Question 31

The three job design approaches tried to enhance job content to increase satisfaction and decrease boredom.

Question 32

The three approaches to job design assume a positive linear relationship between job design and employee attitudes, motivation, and performance. By the 1960s, it became clear that this was not a universal response.

Question 33

Job rotation moves the same worker among different jobs.

Question 34

Job enlargement adds tasks and duties to a person's job.

Question 35

Job enrichment repackages job duties. It does not increase worker autonomy and responsibility.

Question 36

The job characteristics theory of work motivation expects high levels of affective outcomes to follow high levels of behavioral outcomes.

Question 37

A negative work context can distract a person from the intrinsically motivating qualities of his or her job.

Question 38

Feedback from the job itself includes feedback from a person's supervisor at the end of a workday.

Question 39

The job characteristics theory of work motivation carefully distinguishes between perceived and objective job characteristics.

Question 40

Skill variety, task identity, and task significance must all be present in a job to create experienced meaningfulness of the work.

Question 41

In the job characteristics theory of work motivation, if there is no autonomy, the job has low motivating potential.

Question 42

Jobs high in motivating potential will increase internal work motivation for everyone.

Question 43

If the moderators in the job characteristics theory of work motivation are positive or high, people will respond more positively to jobs with high motivating potential than if the moderators are negative or low.

Question 44

Highly specialized tasks tend to decrease the motivating potential of jobs.

Question 45

Mass-production technical processes usually have jobs with low skill variety, task identity, task significance, autonomy, and feedback from the job.

Question 46

Technologies that do custom-designed work typically have jobs low in motivating potential.

Question 47

Centralized decision making tends to increase a job's motivating potential.

Question 48

Managers who delegate decision making to their subordinates increase the autonomy in subordinates' jobs.

Question 49

A manager who involves employees in decisions can increase the skill variety, task significance, and autonomy of their jobs.

Question 50

The job diagnostic survey measures the core job characteristics, growth need strength, and context satisfaction.

Question 51

The job diagnostic survey measures employee skill and knowledge.

Question 52

The job diagnostic survey measures employee affective responses and allows the calculation of each job's motivating potential score (MPS).

Question 53

Employees who give data with the job diagnostic survey need not see the results.

Question 54

Job redesign for groups uses the same core job characteristics used for redesigning individual jobs.

Question 55

When redesigning group-based jobs, large groups will usually work better than small groups.

Question 56

If group members are highly similar to each other, the group's creativity may be limited.

Question 57

The largest change in the perceptions of core job characteristics occurs in the presence of both changes in objective job characteristics and oral cues by supervisors.

Question 58

U.S. managers have used mostly individually based job design approaches; Scandinavian managers have used group-based approaches.

Question 59

An ethical analysis of job design suggests the question of whether involvement in self-managing teams should be voluntary for current employees.

Question 60

An ethical question in job design asks, "Should managers honor the host culture's view about self-managing teams or their home organization's emphasis on such teams?"

Question 61

Although managers use extrinsic rewards ______________, they have only ______________ over intrinsic rewards.

Question 62

______________ moves a worker among different jobs.

Question 63

______________ adds duties and tasks to a job. People do not move among different jobs

Question 64

______________ repackages duties and increases worker autonomy and responsibility.

Question 65

The three early approaches to job design had two characteristics: (1) they all enhanced a job's content to ______________ and (2) they assumed a(n) ______________ between job design and employee attitudes and motivation.

Question 66

In the job characteristics theory of work motivation, a job in which the employee perceives he or she has an effect on other people is high in ______________.

Question 67

The core job characteristic associated with experienced responsibility for work outcomes is ______________.

Question 68

Two job characteristics associated with experienced meaningfulness of the work are ______________ and ______________.

Question 69

Two moderators in the job characteristics theory of work motivation are ______________ and ______________.

Question 70

The core job characteristic associated with knowledge of results of work activities is ______________.

Question 71

The core job characteristic in which a person is responsible for completing a "whole" piece of work is ______________.

Question 72

The core job characteristic in which employees can see their job's effect on other people is ________________.

Question 73

Two contextual factors that can affect the design of jobs and employees' reactions to them are ______________ and ______________.

Question 74

Centralized decision making can yield jobs low in ______________ and ______________.

Question 75

All ______________ and ______________ could be high in jobs that are part of custom-designed work.

Question 76

Employee participation in decision making can increase ______________ and ______________.

Question 77

One questionnaire commonly used to measure the motivating potential score of jobs is the ______________.

Question 78

The job diagnostic survey gives information about employee ______________ and levels of ______________.

Question 79

Groups that have authority to make task assignments and decide how and when the work will be done are ______________ workgroups.

Question 80

Self-managing workgroup members control the group's ______________ and ______________ processes.