QUESTION 1

1. A manager who believes that increasing all employees' pay will improve every employee's job motivation is assuming:
2. work values are short term and must be repeatedly reinforced with financial rewards.
3. every company can afford satisfied employees.
4. intrinsic work values motivate people.
5. all employees focus primarily on extrinsic work values.

Barry Thomas was concerned about finding a new chicken inspector for Bob's Chicken, Inc. The job was boring and there were few ways to make it interesting or meaningful. If Barry offers a premium salary to attract someone who could stay satisfied with this job, the job candidate is likely to have:

a strong locus of control.

no experience in chicken processing.

strong intrinsic work values.

strong extrinsic work values.

QUESTION 3

1. Summing satisfaction with each of several job components to determine an employee's overall job satisfaction is an example of:
2. motivator-hygiene theory.
3. the facet model.
4. steady-state theory.
5. the discrepancy model.

QUESTION 4

1. In comparison to work values, work attitudes:
2. are more general than work values, but only last a short time.
3. will not change even if employees change jobs.
4. change only over the long term.
5. refer to the specific feelings, beliefs, and thoughts people have about their current jobs and organizati

QUESTION 5

1. How an employee feels about a job represents the _____ component of the employee's attitude
2. toward the job.
3. behavioral
4. affective
5. temperamental
6. cognitive

QUESTION 6

1. Regarding the job satisfaction-job performance relationship, when is performance most likely to cause job satisfaction?
2. when satisfaction is with job security and working conditions.
3. when performance leads to a great deal of social interaction with co-workers.
4. when performance is closely followed by extrinsic or intrinsic rewards.
5. when satisfaction is with company leadership and co-workers rather than with the job itself.

2 points

QUESTION 7

1. Job enlargement is a form of job design that:
2. increases the number of tasks performed by an employee on a job in an effort to increase extrinsic motivation.
3. increases the number of tasks performed by an employee that are similar in type and complexity in an effort to increase intrinsic motivation.
4. designs jobs in accordance with Herzberg's motivation-hygiene theory in order to increase extrinsic motivation.
5. designs jobs to provide for more employee pay in an effort to increase extrinsic motivation.

QUESTION 8

1. Group member heterogeneity is least likely to help a group achieve cohesiveness when:
2. the diversity of group members results in misunderstandings.
3. the heterogeneity of group members furnishes the group with a variety of perspectives.
4. the heterogeneity of group members provides the group with important varied skills and abilities.
5. the diversity of group members helps the group achieve its goal.

2 points

QUESTION 9

1. An example of organizational citizenship behavior is an employee who:
2. arrives at work on time.
3. agrees to work mandatory overtime.
4. takes a job-related course on his or her own time.
5. performs assigned duties dependably.

2 points

QUESTION 10

1. One advantage of using larger groups is that:
2. there is less chance of conflicts among group members.
3. people tend to be more satisfied with the group's task and with other group members.
4. information dispersal among group members is faster.
5. the human resources available to the group are greater.

2 points

QUESTION 11

1. During which stage of group development do group members openly resist being controlled by the group and disagree about who should be the informal leader and how much power the leader should have?
2. forming stage.
3. storming stage.
4. norming stage.
5. adjourning stage.

2 points

QUESTION 12

1. People's general convictions about what outcomes one should expect to obtain from working, and how one should behave at work, constitute:
2. work attitudes.
3. work moods.
4. work behaviors.
5. work values.

2 points

QUESTION 13

1. When employees receive more rewards in exchange for their work than they really think they deserve, they tend to:
2. attempt to improve their fringe benefits rather than wages.
3. feel guilty for a long period of time.
4. inform management and request that other employees' pay be increased a bit.
5. experience temporary feelings of guilt and discomfort.

2 points

QUESTION 14

1. If you wished to design your employees' jobs according to Scientific Management concepts, one thing you should do is:
2. increase the complexity of their work as much as possible.
3. make sure you share responsibility with them for evaluating the quality of their work.
4. give them a moderate degree of discretion in how to do their jobs.
5. eliminate any authority they have to make decisions about their work.

2 points

QUESTION 15

1. The three individual difference factors identified by the Job Characteristics model include:
2. core dimensions, critical psychological states, and growth need strengths.
3. skill variety, task identity, and task significance.
4. experienced meaningfulness of work, experienced responsibility for work outcomes, and knowledge of results.
5. growth need strength, employee knowledge and skills, and satisfaction with the work context.

2 points

QUESTION 16

1. To accomplish their goals and perform at high levels, groups need to:
2. understand that norms will always exist, but should be minimized to achieve superior performance.
3. enforce norms and eliminate all deviance.
4. understand that both conformity and deviance are important.
5. minimize the use of norms in favor of more stable rules and roles.

2 points

QUESTION 17

1. When Judy Winters started to work as a data entry clerk, she enjoyed the fact that she was surrounded by other workers who she could chat with without affecting their productivity. Judy was recently promoted to Quality Control manager for her group, but is still at the same desk. Her coworkers' chatter is now annoying to her as she checks for errors. An explanation for this change in how Judy's working conditions affects her performance would be:
2. her work group is now a lot more heterogeneous than it was before, which means there will be more conflict with other group members.
3. her promotion has elevated her status, thereby creating friction with her old coworkers.
4. the beneficial audience effect has been replaced by the co-action effect.
5. data entry was routine, but checking for errors is more difficult, and social facilitation has changed from a benefit to a distraction.

2 points

QUESTION 18

1. The night before the space shuttle Challenger launch, an engineer for one of NASA's contractors expressed concerns about how cold it was going to be the next day. When his manager discussed the issue with NASA managers, they collectively rationalized that temperature wasn't a problem. They censored the engineer who initially had the concerns, and mistakenly believed they were in unanimous agreement that the launch should proceed. As a result, this team of engineers and managers experienced:
2. groupthink.
3. escalation of commitment.
4. diffusion of responsibility.
5. group polarization.

2 points

QUESTION 19

1. A significant problem with the scientific management approach to job design is that it:
2. ignores intrinsic motivation.
3. gives employees too much control over the job.
4. does not produce measurable improvements in productivity.
5. ignores extrinsic motivation.

2 points

QUESTION 20

1. Many auto shops that promise oil changes in 30 minutes or less accomplish this by assigning one person to put the car on the lift, a second to drain the old oil, a third to put the new oil in, and a fourth person to be sure all of the other jobs are done. This method of breaking down a job into these various elements is referred to as:
2. job enlargement.
3. simplification and specialization.
4. time and motion study.
5. job enrichment.

2 points

QUESTION 21

1. Social information processing theory suggests that employees' perceptions and reactions to job design are influenced by:
2. employees' past behaviors and information from other people.
3. critical psychological states
4. five critical job-related factors.
5. emotional, affective, and behavioral factors.

2 points

QUESTION 22

1. All of the members of the New Product Development team at the Haber Tool Company are women in their mid-thirties who all graduated at the top of their classes at major state universities in the East. All have major family commitments and at least one child. Based on these factors, the New Product Development team should be characterized by:
2. improved information sharing and cooperation within the group.
3. more coordination problems than in most groups.
4. good group decisions based on a wide diversity of viewpoints.
5. more intense infighting between group members than that found in other groups.

2 points

QUESTION 23

1. In meetings regarding the Cuban missile crisis that occurred during the administration of John F. Kennedy, one of Kennedy's oldest allies, Dean Rusk, seemed to question every decision the president and his advisors made. Some historians have speculated that Kennedy asked Rusk to identify problems with any decisions the group made. This suggests that Kennedy had asked Rusk to play the role of:
2. devil's advocate.
3. scapegoat.
4. loyal opposition.
5. creative thinker.

2 points

QUESTION 24

1. Social information processing theory suggests that new employees should be trained:
2. with other groups of new employees to develop a cohesive group.
3. by employees who have experienced both the positives and negatives of how the company operates and rewards employees.
4. by work groups whose members are satisfied and who like their jobs.
5. by communicating many stories to them about senior employees' past experiences.

QUESTION 25

1. There is often a weak connection between job satisfaction and job performance because:
2. many job facets have no clear or direct connection to performance improvement.
3. managers do little to improve employee job satisfaction when it is low.
4. most employees choose to perform at moderately low levels regardless of how satisfied they are.
5. most employees are moderately dissatisfied with their jobs regardless of their level of performance.

2 points

QUESTION 26

1. It has been an informal rule for many years that nobody in the shipping department voluntarily works on the first Saturday in November at the Wright Company's East Texas plant because it is the first day of hunting season, a popular event. Any members of the shipping department group who did volunteer to work on this day could expect:
2. to win the support and admiration of their coworkers because of their eagerness to get the department's work done.
3. to be perceived as high on the extroversion personality dimension.
4. to be socially rejected by coworkers because they violated an important group norm.
5. to receive a formal reprimand from the group because of a rule violation.

2 points

QUESTION 27

1. The Job Characteristics model assumes employees will have increased job satisfaction when the critical psychological states are:
2. at a steady and consistent level.
3. high.
4. moderately high.
5. decreasing.

2 points

QUESTION 28

1. The theory of job satisfaction based on employees comparing their jobs with "ideal" jobs, or the jobs of referent persons:
2. has been disproved by recent research.
3. was developed by college recruiters who were trying to explain job applicant reactions to job descriptions.
4. is useful because of the recognition that people evaluate things in relative rather than absolute terms.
5. is known as the divergence model of satisfaction.

2 points

QUESTION 29

1. When groupthink is present, the formal leader of the group should:
2. not intervene, and be confident that the group will become more effective over time.
3. tell group members to discuss the group's ideas and assumptions with outsiders.
4. do whatever is possible to cause informal leaders to emerge in order to create additional structure for the group.
5. encourage group members to continue doing what they are doing, since the group is clearly working very well.

2 points

QUESTION 30

1. In considering the effects of the five core dimensions of the Job Characteristics model on an employee's level of intrinsic work motivation, it is important to realize that this type of motivation derives from:
2. the employee's attitude toward his or her previous job.
3. the managers' assessment of the core dimensions.
4. the objective characteristics of the core dimensions.
5. the employee's perceptions of the core dimensions.