Deck 6: Applied Performance Practices

Question 1

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

Answer 1

True

Question 2

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

Answer 2

False

Question 3

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

Answer 3

False

Question 4

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

Question 5

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

Question 6

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

Question 7

Executive dining rooms represent a form of job status reward.

Question 8

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

Question 9

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

Question 10

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

Question 11

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

Question 12

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 13

Job status-based rewards discourage employees from hoarding resources.

Question 14

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

Question 15

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

Question 16

Job evaluation mainly supports the competency approach to rewards.

Question 17

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

Question 18

Gainsharing plans focus on cost reductions and increased labour efficiency.

Question 19

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

Question 20

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

Question 21

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

Question 22

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

Question 23

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 24

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 25

Job specialization usually reduces the employee's work efficiency.

Question 26

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

Question 27

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

Question 28

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

Question 29

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

Question 30

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

Question 31

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

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

When objective sources of information about an employee's performance are not available,managers should rely on a single source of subjective information about the employee's performance.

Question 34

The balanced scorecard is a performance measurement system that rewards people on several factors.

Question 35

Balanced scorecards are used mainly to measure performance of production employees.

Question 36

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

Question 37

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

Question 38

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

Question 39

The philosophy behind scientific management is to increase job enrichment and decrease job specialization.

Question 40

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

Question 41

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

Question 42

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 43

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 44

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

Question 45

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 46

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

Question 47

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

Question 48

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

Question 49

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

Question 50

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

Question 51

Job enlargement increases an employee's growth needs.

Question 52

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

Question 53

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

Question 54

Job enlargement increases skill variety.

Question 55

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

Question 56

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

Question 57

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 58

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 59

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

Question 60

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

Question 61

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

Question 62

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

Question 63

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

Question 64

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

Question 65

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

Question 66

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

Question 67

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

Question 68

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

Question 69

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

Question 70

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

Question 71

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.

Question 72

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

Question 73

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

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

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

Question 76

Self-leadership includes the practice of self-reinforcement.

Question 77

Empowerment flourishes in organizations with a learning orientation.

Question 78

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

Question 79

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

Question 80

Self-leadership involves finding ways to increase job specialization.