Organizational behavior and management 11th edition konopaske test bank

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Chapter 06 Job Design and Performance Answer Key

True / False Questions 1.

The term "job redesign" specifically refers to any instance in which management specifies the duties and responsibilities of a job.

FALSE Job design refers to the first instance in which management creates a job by specifying its duties and responsibilities. Subsequent instances are called a redesign.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-01 Describe the relationship between job design and quality of work life.

Topic: Chapter Introduction

2.

As used in the text, the term job design refers to a one-time, static process.

FALSE Job design is an ongoing, dynamic process.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-02 Summarize the key components in the general model of job design.

Topic: Chapter Introduction

3.

The trade-offs between the gains in human terms from improved quality of work life and the gains in economic terms from revitalization aren't fully known.

TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-02 Summarize the key components in the general model of job design.

Topic: Job Design and Quality of Work Life

4.

According to the "General Model of Job Design" perceived job content leads to job performance.

TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-02 Summarize the key components in the general model of job design.

Topic: A General Model of Job Design

5.

Performing a job can sometimes result in health problems for the worker.

TRUE Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

6-1 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

6.

Jobs can provide intrinsic or extrinsic outcomes, but not both.

FALSE Most jobs provide opportunities for both intrinsic and extrinsic outcomes.

Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

7.

Job satisfaction depends on the levels of intrinsic and extrinsic outcomes and how the job-holder views those outcomes.

TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

8.

It's generally held that extrinsic rewards reinforce intrinsic rewards in a positive direction when the individual can attribute the source of the extrinsic reward to her own efforts.

TRUE Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

9.

Job depth reflects the amount of control that an individual has to alter or influence the job and the surrounding environment.

TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

10.

Job depth reflects the number of operations that a job occupant performs to complete a task.

FALSE The number of operations that a job occupant performs to complete a task is job range.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

11.

An employee with the same job title, who is at the same organizational level as another employee, may possess more, less, or the same job depth.

TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships 6-2 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

12.

Without the opportunity to communicate, people will be unable to establish cohesive work groups.

TRUE Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

13.

Product, territory, and customer departments are comprised of jobs that are quite similar (homogenous).

FALSE Jobs in product, territory, and customer departments are quite different (heterogeneous).

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

14.

Job designs describe the objective characteristics of jobs.

TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

15.

Managers cannot understand the causes of job performance without considering the social setting in which the job is performed.

TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.

Topic: The Way People Perceive Their Jobs

16.

Employees with relatively weak higher-order needs are more concerned with performing a variety of tasks than are employees with relatively strong growth needs.

TRUE Employees with relatively weak higher-order needs are less concerned with performing a variety of tasks than are employees with strong growth needs.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Designing Job Range: Job Rotation and Job Enlargement

17.

Managers expecting higher performance to result from increased task variety will be disappointed if the jobholders do not have strong growth needs.

TRUE Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: The Way People Perceive Their Jobs 6-3 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

18.

Performance will turn down as individuals reach the limits imposed by their abilities and time.

TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Designing Job Range: Job Rotation and Job Enlargement

19.

If an individual perceives a job as boring, job performance will suffer.

TRUE Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Designing Job Range: Job Rotation and Job Enlargement

20.

The relationship between performance and task variety is likely to be linear.

FALSE The relationship between performance and task variety (even for individuals with high growth needs) is likely to be curvilinear.

Accessibility: Keyboard Navigation Difficulty: 3 Hard Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.

Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement

21.

Job enlargement strategies focus on dividing work into more specialized tasks.

FALSE Job enlargement focuses on increasing the number of tasks a worker performs, not on dividing work.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement

22.

Job enlargement is a necessary precondition for job enrichment.

TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement

23.

Job enrichment and job enlargement are competing strategies.

FALSE Job enrichment necessarily involves job enlargement.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement

6-4 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

24.

Higher-level needs regain importance when the economy moves through periods of recession and high inflation.

FALSE During periods of recession and high inflation, lower-level needs, such as obtaining food and shelter, regain importance.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

25.

Self-managed teams (SMT) represent a job enrichment approach at the group level.

TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

Multiple Choice Questions 26.

The impetus for designing job depth was provided by _____________ theory of motivation.

A. Vroom's B. Locke's C. Maslow's hierarchy D. Herzberg's two-factor Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Increasing Depth in Jobs: Job Enrichment

27.

The concept of quality of work life (QWL) is widely used to refer to a philosophy of management that does all of the following except:

A. Streamlines and standardizes the job B. Enhances the dignity of all workers C. Introduces changes in an organization's culture D. Improves the physical and emotional well-being of employees Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-01 Describe the relationship between job design and quality of work life.

Topic: Job Design and Quality of Work Life

6-5 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

28.

Job design attempts to ______________.

A. identify the most important needs of employers and organization B. remove employees in the workplace that frustrate the needs of the organization and employees C. match applicants to positions D. All of the choices are correct.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-01 Describe the relationship between job design and quality of work life.

Topic: Job Design and Quality of Work Life

29.

Perceived job content is influenced by:

A. Job design B. Individual differences C. Social setting differences D. All of the above.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-02 Summarize the key components in the general model of job design.

Topic: A General Model of Job Design

30.

According to the "General Model of Job Design" job performance is influenced by:

A. perceived job content B. personalized job content C. extra-organizational job content D. All of the above.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-02 Summarize the key components in the general model of job design.

Topic: A General Model of Job Design

31.

All of the following are typically thought of as "objective" measures except:

A. Output B. Tardiness C. Turnover D. Job satisfaction Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

6-6 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

32.

Contemporary job design theory defines intrinsic motivation in terms of the employee's _______________ to achieve outcomes from the application of individual ability and talent.

A. potential B. empowerment C. incentives D. directives Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

33.

All of the following are considered extrinsic outcomes of a job except:

A. Pay B. Co-workers C. Feeling challenged D. Working conditions Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

34.

People differ in the extent that _______________.

A. they view work is a central life interest B. they perceive work as central to self-esteem C. they perceive work as consistent with self-concept D. All of the choices are correct.

Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

35.

Job __________ has been defined as the feelings beliefs and attitudes that employees have regarding their jobs.

A. satisfaction B. depth C. joy D. EQ Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

6-7 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

36.

An individual who executes eight tasks to perform a job has a wider job _______ than a person executing four.

A. specification B. range C. diversity D. richness Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

37.

Mike's position requires the use of more discretion than Jack's. Mike's position could be characterized as having greater job _______.

A. depth B. range C. diversity D. "Q" Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

38.

An employee with the same job title who's at the same organizational level as another employee may possess __________ job depth because of personal influence.

A. more B. less C. the same amount of D. All of the above Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

39.

Job designs specify all of the following job characteristics except:

A. Range B. Depth C. Relationships D. Specific duties Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

6-8 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

40.

Which of the following jobs would have the highest job depth?

A. Assembly-line worker B. Bookkeeper C. Chief of surgery D. Anesthesiologist Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

41.

A management initiative is increasing the number of tasks jobholders perform. Management is increasing _________.

A. job range B. job depth C. task diversity D. task range Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

42.

A management initiative is increasing the amount of discretion individuals have to decide job activities and outcomes. Management is increasing _________.

A. job range B. job depth C. task diversity D. task range Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

43.

There are ____________ precise equations that managers can use to decide job range and depth.

A. multiple B. specific C. no D. three Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

6-9 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

44.

A position with a wider ______________ means it has more direct reports.

A. job depth B. job span C. span of control D. control depth Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

45.

It is easier for people with _______________ backgrounds, skills, and training to establish social relationships that are satisfying with less stress.

A. university B. heterogeneous C. homogeneous D. dissimilar Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

46.

Individuals who work in __________ departments experience feelings of dissatisfaction and stress more intensely than those in ________, functional departments.

A. heterogeneous, homogeneous B. homogeneous, heterogeneous C. heterogeneous, heterogenic D. heterogenic, hologynic Accessibility: Keyboard Navigation Difficulty: 3 Hard Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

47.

Highly specialized jobs are those having all of the following except:

A. Few tasks to accomplish B. Job-specific rules C. Job-specific procedures D. Discretion over means and ends Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

6-10 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

48.

In _______________ departments, people will be doing much the same specialty.

A. customer B. functional C. product D. territory Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

49.

Job design describes the _________ characteristics of jobs.

A. perceived B. objective C. true D. All of the above Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

50.

Taylor proposed that the way to improve work is to determine _________.

A. a variety of comparable methods to do a task B. determine the standard time for the completion of tasks C. incorporate social factors into work design D. All of the responses are correct.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.

Topic: The Way People Perceive Their Jobs

51.

The pioneering effort to measure perceived job content through employee responses to a questionnaire resulted in the identification of __________ characteristics.

A. two B. three C. five D. six Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.

Topic: The Way People Perceive Their Jobs

6-11 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

52.

RTAI is an acronym for _____________.

A. Requisite Task Attribute Index B. Revised Task Attribute Index C. Revised Task and Authority Index D. Relationship Task and Authority Index Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.

Topic: The Way People Perceive Their Jobs

53.

Organization behavior researchers have attempted to measure perceived job content in a variety of work settings, primarily through _______________.

A. face-to-face interviews B. observation C. questionnaires D. time and motion studies Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.

Topic: The Way People Perceive Their Jobs

54.

Variety, task identity, and feedback are perceptions of job _______________.

A. range B. depth C. relationships D. autonomy Accessibility: Keyboard Navigation Difficulty: 3 Hard Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.

Topic: The Way People Perceive Their Jobs

55.

Employees sharing similar _______________ should report similar job characteristics.

A. perceptions B. job designs C. social settings D. All of the above.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.

Topic: The Way People Perceive Their Jobs

6-12 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

56.

Managers of General Electric, Ford, and Deloitte Services LP all utilized different forms of the _______________ strategy.

A. job enlargement B. job rotation C. job redesign D. job enhancement Accessibility: Keyboard Navigation Difficulty: 3 Hard Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Designing Job Range: Job Rotation and Job Enlargement

57.

Research studies have pointed out, how one perceives a job is _______ affected by what other people say about it.

A. generally not B. weakly C. inversely D. greatly Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.

Topic: The Way People Perceive Their Jobs

58.

A disadvantage of job enlargement is that it __________.

A. may increase employee training requirements B. typically leads to neutral to negative change in productivity C. diminishes the work satisfaction of managers D. All of the above are correct.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement

59.

A pioneering Walker and Guest study found that many workers were dissatisfied with their highly specialized jobs. In particular, they disliked:

A. Mechanical pacing B. Repetitiveness of operations C. A lack of a sense of accomplishment D. All of the choices are correct.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement

6-13 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

60.

Increasing task variety should, according to recent studies, do all of the following except:

A. Increase employee satisfaction B. Increase mental overload C. Decrease the number of errors due to fatigue D. Reduce the number of on-the-job injuries Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement

61.

If employees are amenable to job enlargement and have the requisite ability, then job enlargement should _______________.

A. increase product quality B. decrease absenteeism C. decrease turnover D. All of the choices are correct.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement

62.

Job specialization is generally associated with _______________.

A. a low range and significant depth B. a moderate amount of range and depth C. a low depth and generally low range D. None of the above, as there is no specific relationship between the constructs.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

63.

If employees are able to carry out enriched jobs and managers are willing to delegate authority, performance gains can be expected. This positive outcome is the result of all of the following except:

A. Employees' increased expectations that efforts lead to performance B. Employees' increased expectations that jobs will be further enriched C. Employees' increased expectations that performance lead in rewards D. Employees' expectations that the achieved rewards will lead to satisfied needs Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

6-14 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

64.

Employees with a strong need for _______________ will respond more positively to job redesign efforts than those with relatively weak growth needs.

A. accomplishment B. learning C. challenge D. All of the choices are correct.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

65.

In the context of job design SMT is an acronym for _________.

A. social media teams B. situational mediated teams C. self-managed teams D. solo-man team Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

66.

When switching from a traditional hierarchy structure to work teams, two notable barriers are resistance and _______________.

A. misunderstanding B. distrust C. increased personnel needs D. insufficient communication Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

67.

One of the earliest forms of alternative work arrangements was _______________.

A. flex-time B. telecommuting C. the compressed work week D. job sharing Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

6-15 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

68.

In a __________ arrangement, employees can determine, within some limits, when they work.

A. flex-time B. telecommuting C. compressed work week D. job sharing Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

69.

A _______________ team relies on interactive technology to work together when separated by physical distance.

A. self-directed B. virtual C. job sharing D. All of the choices are correct.

Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

70.

Best practice for virtual teams suggests that face to face time and team-building exercises should be used _______________ to facilitate the development of trust.

A. during the initial periods of team formation B. every meeting C. after teams have solidified D. as conflicts arise Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

71.

The text presented all of the following as tips for creating a flextime schedule except:

A. Survey employees to determine their scheduling needs B. Assign manageable workloads C. Evaluate flexible arrangements on a regular basis D. Assess job performance based on hours worked Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

6-16 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

72.

Six sigma is a quality standard that specifies a goal of no more than _____ defects per million opportunities.

A. 1 B. 3.4 C. 7.3 D. 10 Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Total Quality Management and Job Design

73.

________________ is a process in which best practices are monitored and adopted.

A. Six sigma B. Benchmarking C. TQA D. Cloning Accessibility: Keyboard Navigation Difficulty: 3 Hard Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Total Quality Management and Job Design

74.

Total quality management (TQM) refers to a(n) _______________ that is dedicated to continuous improvement and the production of high-quality products and services, ultimately resulting in higher levels of customer satisfaction.

A. organizational culture B. job design C. job philosophy D. organized ethos Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Total Quality Management and Job Design

75.

_____________ theory emphasizes that too great an emphasis on the technical system in the manner of scientific management or too great an emphasis on the social system in the manner of human relations will lead to poor job design.

A. Human relations B. Social impact C. Sociotechnical D. Technical minimization Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Total Quality Management and Job Design

6-17 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Short Answer Questions 76.

Name three positive things that a job can provide for an individual.

Per the text, any three of the following: (a) Income, (b) Meaningful life experiences, (c) Self-esteem, (d) Esteem from others, (e) Regulation of our lives, (f) Association with others.

Difficulty: 2 Medium Learning Objective: 06-02 Summarize the key components in the general model of job design.

Topic: Chapter Introduction

77.

Contrast job redesign and job design.

In contrast to job redesign, job design refers to the first instance in which management creates a job by specifying its duties and responsibilities. But with the passage of time and the development of new tools and processes, management's expectations for that job will change (i.e., it will be redesigned). We should understand job design to be an ongoing, dynamic process.

Difficulty: 3 Hard Learning Objective: 06-02 Summarize the key components in the general model of job design.

Topic: Chapter Introduction

78.

Name three work place indicators of quality of work life.

Per the text, any three of the following: (1) accident rates, (2) sick leave usage, (3) employee turnover, (4) stress, and (5) number of grievances filed.

Difficulty: 2 Medium Learning Objective: 06-01 Describe the relationship between job design and quality of work life.

Topic: Job Design and Quality of Work Life

79.

Management attempts to do two things when designing a job. What are they?

First, to identify the most important needs of employees and the organization. Second, to remove obstacles in the workplace that impede those needs.

Difficulty: 3 Hard Learning Objective: 06-01 Describe the relationship between job design and quality of work life.

Topic: Job Design and Quality of Work Life

6-18 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

80.

Describe the concept of QWL.

The concept of quality of work life (QWL) is widely used to refer to "a philosophy of management that enhances the dignity of all workers; introduces changes in an organization's culture; and improves the physical and emotional well-being of employees (e.g., providing opportunities for growth and development)."

Difficulty: 3 Hard Learning Objective: 06-01 Describe the relationship between job design and quality of work life.

Topic: Job Design and Quality of Work Life

81.

What are intrinsic job outcomes?

In a general sense, an intrinsic outcome is an object or event that follows from the worker's own efforts and doesn't require the involvement of any other person. More simply, it's an outcome clearly related to action on the worker's part.

Difficulty: 2 Medium Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

82.

Job satisfaction depends on how the job holder perceives two outcomes. What are these outcomes?

Job satisfaction depends on the levels of intrinsic and extrinsic outcomes and how the jobholder views those outcomes. These outcomes have different values for different people.

Difficulty: 2 Medium Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

83.

What is meant by the terms job range and depth?

Job range refers to the number of tasks a jobholder performs. Job depth, the amount of discretion an individual has to decide job activities and job outcomes.

Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

6-19 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

84.

Is the level of a person's job depth simply the result of the authority delegated to that person's position?

In many instances, job depth relates to personal influence as well as delegated authority. Thus, an employee with the same job title who's at the same organizational level as another employee may possess more, less, or the same amount of job depth because of personal influence.

Difficulty: 2 Medium Learning Objective: 06-04 Compare the job design concepts of range and depth.

Topic: Job Designs: Range, Depth, and Relationships

85.

Managers can't understand the causes of job performance without considering workers' individual differences. Name two of those differences.

Per the text, any two of the following: (a) Personality, (b) Needs, (c) Span of attention. Other answers may also be correct, such as age, culture, language, education level, and so on.

Difficulty: 2 Medium Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.

Topic: The Way People Perceive Their Jobs

86.

Identify five steps that management can take to increase the core dimensions of a job, which will, in turn, increase task variety, identity, and significance.

(1) Combining task elements. (2) Assigning whole pieces of work. (3) Allowing discretion in selection of work methods. (4) Permitting self-paced control. (5) Opening feedback channels.

Difficulty: 3 Hard Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

87.

What are the core dimensions in the job characteristics model? Which dimension do you value most highly now, and why?

The core dimensions in the job characteristics model are: skill variety, task identity, task significance, autonomy, and feedback. Because people perceive these job characteristics differently, and they have differing levels of need, student answers will vary.

Difficulty: 3 Hard Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

6-20 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

88.

Employees who lack either the need strength or the ability to perform designed jobs may experience a number of negative physiological symptoms or behaviors. Name four of them.

Any four of the following: (1) stress (2) anxiety (3) adjustment problems (4) erratic performance, (5) turnover, (6) absenteeism. Other answers may also be correct, such as headaches, upset stomach, and an inability to focus.

Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

89.

Why is job design sometimes resisted by labor unions?

Labor unions sometimes resist efforts at job redesign because they see the effort as an attempt to get more work for the same pay.

Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

90.

What is telecommuting?

Telecommuting involves working from home while being linked to the office via a computer, phone, or fax machine.

Difficulty: 1 Easy Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

91.

Flexible work schedules are becoming more popular. Why?

Flexible work schedules are the number-one most desired benefit in job surveys. This is likely due to an increased emphasis in recent years in work-life balance, as both men and women try to juggle work, relationships, family, health, leisure, and much more.

Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

6-21 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

92.

As you understand the idea and practice of total quality management, do you believe that it's relevant to today's American organizations? Explain.

Total quality management (TQM) refers to an organizational culture that is dedicated to continuous improvement and the production of high-quality products and services, ultimately resulting in higher levels of customer satisfaction. In today's world of increased domestic and global competition, where Japanese companies have already gained dominance through TQM methods, I believe that all companies will have to follow this path.

Difficulty: 2 Medium Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Total Quality Management and Job Design

93.

What is the basis sociotechnical theory?

Sociotechnical theory focuses on interactions between the technical demands of the job and the social demands of the people doing the job.

Difficulty: 2 Medium Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Total Quality Management and Job Design

Essay Questions 94.

Describe the background and the significance of QWL.

QWL embodies the theories and ideas of the human relations movement of the 1950s and the job enrichment efforts of the 60s and 70s. It was also partially responsible for the research and interest in work-family conflict issues from the 1980s to today. Some believe that QWL must be deferred in order to make the American economy more productive and efficient. Others feel that the urgency to become more competitive in domestic and global trade presents opportunities to combine quality of life and reindustrialization efforts.

Difficulty: 3 Hard Learning Objective: 06-01 Describe the relationship between job design and quality of work life.

Topic: Job Design and Quality of Work Life

6-22 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

95.

Describe the General Model of Job Design.

The model is depicted in figure 6.1 and indicates that job design, social setting differences and individual differences influence perceives job content which in turn influences job performance.

Difficulty: 2 Medium Learning Objective: 06-02 Summarize the key components in the general model of job design.

Topic: A General Model of Job Design

96.

Job performance includes a number of outcomes, describe these outcomes.

Job performance includes a number of outcomes. Objective Outcomes: Quantity and quality of output, absenteeism, tardiness, and turnover are objective outcomes that can be measured in quantitative terms.

For each job, implicit or explicit standards exist for each of these objective outcomes. Industrial engineering studies establish standards for daily quantity, and quality control specialists establish tolerance limits for acceptable quality. These aspects of job performance account for characteristics of the product, client, or service for which the jobholder is responsible. But job performance includes other outcomes. Personal Behavior Outcomes: The jobholder reacts to the work itself. She reacts by either attending regularly or being absent, by staying with the job or by quitting. Moreover, physiological and health-related problems can ensue as a consequence of job performance. Stress related to job performance can contribute to physical and mental impairment; accidents and occupation-related disease can also result. Intrinsic and Extrinsic Outcomes: Job outcomes include intrinsic and extrinsic work outcomes. The distinction between intrinsic and extrinsic outcomes is important for understanding people's reactions to their jobs. In a general sense, an intrinsic outcome is an object or event that follows from the worker's own efforts and doesn't require the involvement of any other person.

Difficulty: 3 Hard Learning Objective: 06-03 Identify the key elements linking job design and performance.

Topic: Job Performance Outcomes

97.

Describe the RTAI and its uses.

The pioneering effort to measure perceived job content through employee responses to a questionnaire resulted in the identification of six characteristics: variety, autonomy, required interaction, optional interaction, knowledge and skill required, and responsibility. The index of these six characteristics is termed the Requisite Task Attribute Index (RTAI). The original RTAI has been extensively reviewed and analyzed. One important development was the review by Hackman and Lawler, who revised the index to include six characteristics. Variety, task identity, and feedback are perceptions of job range.

Autonomy is the perception of job depth; dealing with others and friendship opportunities reflect perceptions of job relationships. Employees sharing similar perceptions, job designs, and social settings should report similar job characteristics. Employees with different perceptions, however, report different job characteristics of the same job.

Difficulty: 3 Hard Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.

Topic: The Way People Perceive Their Jobs

6-23 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

98.

Describe the primary differences between and relative advantages of job enlargement and job enrichment.

The difference between job enlargement and job enrichment: (1) Job enlargement increases the number of tasks an employee performs. For example, rather than merely measuring and cutting the materials needed for the work and passing those materials onto the next worker who would do the first part of the assembly, each employee would measure, cut, and assemble the final product. For some employees this increased complexity is too challenging, making job enlargement an unrealistic approach. (2) Job enrichment is realized through direct changes in job depth. Employees are encouraged to behave like managers, and their jobs are designed to make such behavior feasible. This includes giving workers greater authority to make decisions, set goals, and evaluate their (and their work group's) performance.

Difficulty: 2 Medium Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Increasing Depth in Jobs: Job Enrichment

99.

What actions would you suggest to management in order to facilitate greater opportunities for employee discretion?

Managers can provide employees with greater opportunities to exercise discretion by: (1) Giving workers direct feedback. (2) Allowing continuous opportunities for new learning. (3) Allowing workers to schedule at least some part of their work. (4) Ensuring that each job contains some unique quality or feature. (5) Giving workers some control over job tasks. (6) Holding workers accountable for the work they do.

Difficulty: 2 Medium Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.

Topic: Increasing Depth in Jobs: Job Enrichment

6-24 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

100.

How do Six Sigma and TQM relate to each other?

Total quality management (TQM) refers to an organizational culture that is dedicated to continuous improvement and the production of high-quality products and services, ultimately resulting in higher levels of customer satisfaction. 73 TQM, according to those who espouse and practice it, combines technical knowledge and human knowledge. To deal with the inherent complexity and variability of production and service delivery technology, people must be empowered with authority to make necessary decisions and must be enabled with knowledge to know when to exercise that authority.

Two common techniques used in the implementation of TQM include benchmarking and Six Sigma.

Benchmarking is the process in which organizations monitor and adapt the best practices of their competitors in order to make continuous improvements. Another popular TQM technique developed by Motorola in the mid-1980s, Six Sigma, is a quality standard and management process that specifies a goal of no more than 3.4 defects per million opportunities. At six sigma, a product or process has reached a high level of quality meaning that it is defect-free over 99 percent of the time. Six Sigma can be used to analyze any product or service defects—errors on billing statements, poor customer service, or faulty brake systems on automobiles—that result in customer dissatisfaction. Six Sigma has been used in many organizations, including General Electric, Raytheon, and Xerox.

Difficulty: 3 Hard Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Total Quality Management and Job Design

101.

Discuss how sociotechnical design and total quality management have been reported in the literature.

Numerous applications of sociotechnical design and total quality management are reported in the literature. Some notable American examples include the Sherwin-Williams paint factory in Richmond, Kentucky, and the Quaker Oats pet food factory in Topeka, Kansas. Both factories were constructed from the ground up to include and allow for specific types of jobs embodying basic elements of autonomy and empowerment. Firms that don't have the luxury of building the plant from scratch must find ways to renovate both their technology and their job designs to utilize the best technology and people. Some of the most influential industrial and service organizations have confronted the necessity to design jobs to take advantage of the rapid pace of technological advance. In the contemporary global environment, sociotechnical system design has been incorporated in the total quality management approach to management.

Difficulty: 3 Hard Learning Objective: 06-07 Discuss how quality is being designed into jobs today.

Topic: Total Quality Management and Job Design

6-25 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.