Deck 5: An In-Depth HR Framework

Question 1

Which of the following claims best matches the SDT model, as described in the textbook's HR framework?

A) Internal motivation is the opposite of purely external motivation.
B) Amotivation is the opposite of controlled motivation.
C) The SDT model's view of motivation is in stark contrast to how motivation can be explained from a symbolic framework perspective.
D) Humans have three basic needs in terms of competence, autonomy and belonging.

Answer 1

D

Question 2

Which of the following claims does NOT match the STD model, as described in the textbook's HR perspective?

A) Purely internal motivation is something very unusual and extreme.
B) The SDT model partially replaces innate 'internal' drivers with a social psychological internalization process.
C) Man has three basic needs in terms of competence, autonomy and belonging.
D) Internal motivation is the opposite of external motivation.

Answer 2

D

Question 3

Nonaka and Takeuchi have developed a model for the creation and dissemination of organizational knowledge (in the HR framework). Which of the following claims about their model is correct?

A) Through internalization, the individual organizational member turns competitors' knowledge into metaphors and analogies.
B) Combination is about linking explicit knowledge from one particular context with tacit knowledge from another.
C) Socialization underlines the importance of employees socializing in their spare time in order to communicate more effectively at work.
D) Externalization turns tacit knowledge into explicit and generally available knowledge.

Answer 3

D

Question 4

Nonaka and Takeuchi's model (in the HR framework) for the creation of organizational knowledge contains four processes through which knowledge is created and disseminated in organizations. What does 'socialisation' characterize?

A) The fact that practical experiences are articulated and described, e.g. in instructions that others can read and understand.
B) That new employees work side-by-side with more experienced employees, observe, imitate and share experiences with these more experienced employees.
C) That coded knowledge is applied in new situations.
D) That employees read and take on information in written instructions and manuals.

Question 5

What state of knowledge transfer (according to Nonaka's and Takeuchi's model in the HR framework) is characterized by the work to translate the experiences of individuals and teams into more general, abstract and explicit lessons?

A) Externalization.
B) Socialization.
C) Internalization.
D) Combination.

Question 6

What distinguishes a high-performance team from a low-performance team according to Losada and Heapy (2004)?

A) Members of high-performance teams take their starting point in their own thoughts and opinions.
B) Members of high-performance teams clearly advocate specific actions and solutions.
C) Members of high-performance teams focus just as much on exploring the interests and positions of others as on communicating their own ideas.
D) Members of high-performance teams have higher intelligence than members of low-performance teams.

Question 7

Tuckman's (and Wheelan's) model for team development (in the HR framework) identifies four phases. In what phase is the risk of groupthink greatest?

A) Norming (due to members' tendency to identify with their team).
B) Forming (due to the uncertainty and pursuit of recognition).
C) Storming (due to alliance formation).
D) Performing (due to the common vision of the members).