Deck 6: Applied Performance Practices

Question 1

Women are more likely than men to view money as a symbol of power and status as well as the means to autonomy.

Answer 1

False

Question 2

Golden handcuffs is a term used to describe rewards which discourage employees from quitting because of deferred bonuses or generous benefits that are not available elsewhere.

Answer 2

True

Question 3

One problem with seniority-based rewards is that they cause higher turnover.

Answer 3

False

Question 4

Competency-based rewards pay employees based on their performance results.

Question 5

Competency-based rewards are expensive.

Question 6

Compared with women, men give money a lower priority in their lives.

Question 7

Job evaluations systematically evaluate the worth of each job within the organization by measuring its required skill, effort, responsibility, and working conditions.

Question 8

Competency-based rewards tend to improve levels of product and service quality.

Question 9

Job status-based rewards discourage employees from hoarding resources.

Question 10

The largest portion of most paycheques is based on the person's membership and seniority.

Question 11

Commissions and piece rates are examples of competency-based rewards.

Question 12

Research suggests that men and women differ in their attitudes towards money.

Question 13

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

Question 14

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

Question 15

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

Question 16

People with a high power distance give money a low priority in their lives.

Question 17

Job evaluation mainly supports the competency approach to rewards.

Question 18

Gainsharing plans focus on cost reductions and increased labour efficiency.

Question 19

Skill-based pay plans give an employee a higher pay rate for those days that he or she performs two or more jobs at the same time.

Question 20

Executive dining rooms represent a form of job status-based rewards.

Question 21

Employees are usually much more engaged in their work through intrinsic rather than extrinsic sources of motivation.

Question 22

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

Question 23

The more employees see a direct connection between their daily actions and the reward, the more they are motivated to improve performance.

Question 24

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

Question 25

Employee share ownership plans and share options tend to create an ''ownership culture'' in which employees feel aligned with the organization's success.

Question 26

Companies should use individual-level performance-based pay when jobs are highly interdependent.

Question 27

Job specialization increases work efficiency, but it tends to reduce employee motivation.

Question 28

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

Question 29

One problem with linking rewards to job performance is that managers rely on different criteria when estimating employee performance levels.

Question 30

Team rewards increase employee preferences for team-based work arrangements

Question 31

The level of work quality tends to increase with the level of job specialization.

Question 32

Profit-sharing plans give employees the right to purchase shares of the company and eventually get rewarded through dividends from those shares.

Question 33

A profit-sharing plan is a performance measurement system that rewards people based on several factors.

Question 34

Job specialization usually reduces the employee's work efficiency

Question 35

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.

Question 36

Job specialization is a form of job design

Question 37

Share options give employees the right to purchase company shares at a predetermined price up to a fixed expiration date.

Question 38

Gainsharing plans apply to production jobs, not to services such as medical operations.

Question 39

Some critics argue that financial rewards discourage creativity and distract employees from the meaningfulness of the work itself.

Question 40

Gainsharing plans are used mainly to measure performance of medical staff

Question 41

Motivator-hygiene theory highlights the idea that job content is an important source of employee motivation.

Question 42

Scientific management is the process of systematically dividing work into its smallest possible elements and standardizing work activities to achieve maximum efficiency.

Question 43

Task analyzability is an information processing demand

Question 44

Job enlargement increases an employee's growth needs.

Question 45

According to the job characteristics model, experienced meaningfulness increases with the level of job feedback.

Question 46

Increasing the core job characteristics will not increase employee motivation for those who lack the required skills.

Question 47

The philosophy behind scientific management is to increase job enrichment and thereby improve employee satisfaction.

Question 48

Task identity is the degree to which the job has a substantial impact on the organization and/or larger society.

Question 49

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

Question 50

Motivator-hygiene theory suggests that people are mainly motivated by characteristics of the job itself, not by working conditions and other factors external to the job.

Question 51

Cycle time is the time required to complete the task before starting over with another item or client.

Question 52

Task identity is the main job characteristic related to job enrichment

Question 53

Job enlargement increases skill variety

Question 54

The level of work quality tends to increase with the level of job specialization.

Question 55

Companies sometimes introduce job rotation for reasons other than reducing job

Question 56

The job characteristics model identifies five core job characteristics and three psychological states.

Question 57

Employees assembling complete computer modems would have higher task identity than those assembling only one component and passing it along to others for further assembly.

Question 58

Job specialization increases work efficiency, and tends to increase employee motivation.

Question 59

Frederick Herzberg's motivator-hygiene theory casts more of a spotlight on the job itself (rather than the work environment) as an important source of employee motivation.

Question 60

Jobs with high level of task significance provide freedom, independence, and discretion in scheduling the work, and determining the procedures to be used to complete the work.

Question 61

Empowerment flourishes in organizations that have a learning orientation culture

Question 62

Mental imagery is one of the most beneficial outcomes of job enrichment

Question 63

One problem with empowerment is that it tends to make employees less responsive to the company's needs and objectives.

Question 64

Empowerment is the process of putting employees in situations involving job rotation and job enlargement.

Question 65

Forming natural work units tends to increase task identity and task significance.

Question 66

Positive self-talk motivates employees by increasing their effort-to-performance expectancy.

Question 67

Self-leadership calls for employees to engage in negative self-talk to help them recognize their limitations.

Question 68

Mental imagery helps us to anticipate and work out solutions to potential obstacles in our work.

Question 69

Job enrichment tends to increase the quality of products or services.

Question 70

One of the most important characteristics of empowerment is that it is a personality trait

Question 71

Self-reinforcement occurs whenever an employee has control over a reinforcer but doesn't "take" the reinforcer until completing a self-set goal.

Question 72

Companies are applying job specialization when employees are made directly responsible for specific customers and having them communicate directly with those customers.

Question 73

Employees are more likely to feel empowered in jobs where they experience self-determination and meaning.

Question 74

Self-leadership suggests that goals should be set by the employee's supervisor with or without the employee's involvement.

Question 75

Research suggests that job enlargement increases employee motivation.

Question 76

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

Question 77

A video journalist is someone who performs all jobs previously done by a traditional news team-from operating the camera to reporting the story. Thus, a video journalist is an example of job enlargement and job enrichment.

Question 78

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

Question 79

Two ways to enrich jobs are by clustering jobs into natural groups and by establishing client relationships.

Question 80

Self-leadership involves finding ways to increase job specialization