Deck 6: Applied Performance Practices

Question 1

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

Answer 1

False

Question 2

Executive dining rooms represent a form of job status reward.

Answer 2

True

Question 3

Job evaluation mainly supports the competency approach to rewards.

Answer 3

False

Question 4

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

Question 5

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

Question 6

Competency-based rewards are consistent with the concept of employability.

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

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

Question 9

Gainsharing plans focus on cost reductions and increased labor efficiency.

Question 10

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

Question 11

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 12

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

Question 13

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

Question 14

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

Question 15

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

Question 16

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

Question 17

Job status-based rewards discourage employees from hoarding resources.

Question 18

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

Question 19

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

Question 20

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

Question 21

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 22

Job specialization usually reduces the employee's work efficiency.

Question 23

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 24

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

Question 25

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

Question 26

The economic benefits of job specialization were discovered in the 1950s.

Question 27

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

Question 28

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 29

When Adam Smith reported on how 10 pin makers working together could produce many times more pins than if they worked alone, Smith was describing the benefits of job enrichment.

Question 30

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

Question 31

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

Question 32

The philosophy behind Scientific Management is to increase job enrichment and decrease job specialization.

Question 33

Jobs with a 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 34

Adam Smith introduced the principles of Scientific Management.

Question 35

Job specialization increases training costs and makes it more difficult for companies to match employee aptitudes to jobs for which they are best suited.

Question 36

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

Question 37

The Job Characteristics Model identifies five core job characteristics and three psychological states.

Question 38

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

Question 39

Team rewards increase employee preferences for team-based work arrangements.

Question 40

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

Question 41

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 42

Job enlargement increases an employee's growth needs.

Question 43

Research suggests that increasing job enlargement increases employee motivation almost as much as job enrichment.

Question 44

All employees feel more motivated to perform their jobs when the core job characteristics are increased.

Question 45

Employees are more likely to feel empowered in jobs with a high degree of autonomy, task identity, and task significance.

Question 46

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

Question 47

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

Question 48

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

Question 49

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

Question 50

According to the Job Characteristics Model, experienced meaningfulness increases with the level of job feedback.

Question 51

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

Question 52

Companies sometimes introduce job rotation for reasons other than reducing job boredom.

Question 53

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

Question 54

Job enlargement increases skill variety.

Question 55

Empowerment flourishes in organizations with a learning orientation.

Question 56

Self-leadership involves finding ways to increase job specialization.

Question 57

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

Question 58

Task identity is the main job characteristic related to job enrichment.

Question 59

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

Question 60

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

Question 61

One element of self-leadership involves keeping track of our progress toward goals.

Question 62

Self-leadership is dependant on the person and the situation.

Question 63

Which of the following systematically evaluates the worth of each job within the organization?

A)Job enlargement.
B)Job enrichment.
C)Job evaluation.
D)Job rotation.
E)Companies do not use any procedure to systematically evaluate job worth.

Question 64

People with a high level of conscientiousness have difficulty applying self-leadership strategies.

Question 65

Employees with a high degree of autonomy are more likely to engage in self-leadership.

Question 66

___________ are often "golden handcuffs" that potentially increase continuance commitment.

A)Gainsharing rewards
B)Job status rewards
C)Team-based rewards
D)Competency-based rewards
E)Membership/seniority rewards

Question 67

Job evaluations are used in which type of reward system?

A)Competency-based rewards.
B)Job status rewards.
C)Individual performance rewards.
D)Seniority-based rewards.
E)None of the answers apply.

Question 68

Self-leadership includes the practice of self-reinforcement.

Question 69

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

Question 70

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

Question 71

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

Question 72

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

Question 73

Job status rewards usually offer which of the following benefits to organizations?

A)They encourage employees to focus their attention on customer service.
B)They discourage organizational politics.
C)They make organizations more market responsive.
D)They encourage employees to focus their attention on customer service and they make organizations more market responsive.
E)None of the answers apply.

Question 74

Most employee benefits are based on which type of reward system?

A)Membership of the organization.
B)Job status.
C)Individual job performance.
D)Competency.
E)Corporate performance.

Question 75

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

Question 76

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

Question 77

The problem with membership and seniority-based rewards is that:

A)they discourage people from remaining with the organization.
B)they are difficult to use in organizational settings.
C)they do not directly motivate job performance.
D)All of the answers are correct.
E)they discourage people from remaining with the organization and they do not directly motivate job performance.

Question 78

Job evaluation and skill-based pay plans are both considered:

A)competency-based rewards.
B)membership/seniority-based rewards.
C)performance-based rewards.
D)status-based rewards.
E)None of the answers apply.

Question 79

Job status-based rewards:

A)try to ensure that employees believe their pay is equitable compared to other people in the organization.
B)motivate employees to compete for positions further up the organization.
C)tend to encourage bureaucratic hierarchy.
D)All of the answers are correct.
E)motivate employees to compete for positions further up the organization and tend to encourage bureaucratic hierarchy.

Question 80

Which reward system tends to discourage poor performers from voluntarily leaving the organization?

A)Membership and seniority-based pay.
B)Skill-based pay.
C)Piece-rate rewards.
D)Competency-based pay.
E)All of the answers are correct.