Question 1

A supervisor's leadership style and expectations of employee performance may well be part of the "problem employee's" problem.

Accepted Answer

A supervisor's leadership style and expectations can significantly influence an employee's performance and behavior. If the leadership style is overly critical, lacks clear communication, or sets unrealistic expectations, it may contribute to an employee becoming disengaged or perceived as problematic.

Question 2

The problem employee is invariably a poor performer.

Accepted Answer

Not all problem employees are poor performers; some may excel in their roles but cause issues due to behavior, attitude, or interpersonal conflicts.

Question 3

Categorizing an employee tends to lead to the assumption that the person is in fact that way and can thus channel a relationship with the person along certain narrow lines..

Accepted Answer

Categorizing an employee can lead to stereotyping, where assumptions about the person's characteristics or abilities based on their category influence interactions and expectations, potentially limiting the breadth and depth of the relationship.

Question 4

Applying labels to designate employee "types" involves rendering personality judgments that most supervisors are unqualified to make..

Accepted Answer

Most supervisors are not trained psychologists and may not have the expertise to accurately assess personality types, making such judgments potentially inaccurate and subjective.

Question 5

Members of a clique or other informal group follow an informal leader essentially because they have no other options.

Accepted Answer

Members of a clique or other informal group often follow an informal leader due to personal loyalty, charisma, shared values, or mutual interests, not because they lack other options.

Question 6

Whatever efforts one applies in trying to be a good supervisor will be recognized and appreciated by all employees in the group.

Accepted Answer

Not all employees will necessarily recognize or appreciate the efforts of a supervisor due to individual differences in perception, expectations, and personal biases.

Question 7

Recent years have seen a visible increase in the number of applicants and employees who seem unable to take responsibility for their own circumstances.

Accepted Answer

There has been a growing trend in workplaces and educational settings where individuals are perceived to lack accountability, often attributed to various social, cultural, and psychological factors.

Question 8

The successful supervisor assumes that it is frequently necessary to place the concerns of the employees above the concerns of the customers or clients.

Accepted Answer

A successful supervisor balances the concerns of both employees and customers, ensuring that neither is consistently prioritized over the other, as both are crucial to the success of the organization.

Question 9

Owing to the differences between and among people it is reasonable to conclude that there is no single "right way" of dealing with all employees.

Accepted Answer

Different individuals have unique personalities, motivations, and preferences, making it necessary to adapt management and interaction styles to effectively address and engage with each employee's needs and strengths.

Question 10

Employees' lives outside of the workplace the supervisor's legitimate concern only when one's conduct negatively affects work performance or stands to harm the organization in some way.

Accepted Answer

A supervisor's concern for an employee's outside life is legitimate when it directly impacts their work performance or poses a risk to the organization's reputation or operations.

Question 11

An organization's employee assistant program (EAP):
A) Is staffed with services provided within the organization.
B) Is ordinarily funded by government grants and other external sources.
C) Is usually coordinated by an individual from outside of the organization.
D) Is restricted in its use to non-supervisory employees.

Accepted Answer

EAPs are often coordinated by external professionals to ensure confidentiality and provide specialized services.

Question 12

In relating to the troubled employee it is usually best to:
A) Listen carefully to the employee's problem and deliver the best advice you can offer.
B) Avoid passing judgment on the employee based on what you are seeing and hearing.
C) Call in another supervisor to ensure that you are correctly interpreting what the employee is saying
D) Encourage the employee to "tough it out" and conduct business as usual.

Accepted Answer

Avoiding passing judgment helps create a supportive environment where the employee feels heard and understood, which is crucial for addressing their issues effectively.

Question 13

The most effective control of absenteeism consists largely of:
A) The immediate supervisor's visible attention to attendance.
B) Clear, concise attendance rules published in a handbook or policy manual.
C) Visible examples made of chronic absentees.
D) The supervisor's backup by the next highest level of management..

Accepted Answer

The immediate supervisor's visible attention to attendance is most effective because it directly addresses the issue at the source and shows employees that attendance is being monitored and valued.

Question 14

In dealing with the dead-end employee, that employee who can go no further in the organization, the supervisor should:
A) Advise transfer to some job that holds more interest or challenge.
B) Appeal to the individual through true motivating forces that stress job factors.
C) Do nothing, as long as the employee's work remains satisfactory.
D) None of the above.

Accepted Answer

The answer of In dealing with the dead-end employee, that...

Question 15

The best cure for a great many of the problems experienced with a troublesome employee is:
A) Utilizing a performance improvement approach including increased expectations of employee performance.
B) Reviewing the progressive disciplinary process with the employee.
C) Transferring the employee to another supervisor.
D) Keeping the person constructively occupied with meaningful work.

Accepted Answer

Keeping the employee constructively occupied with meaningful work can help address issues by engaging them positively and potentially improving their performance and attitude.

Question 16

Employee morale and individual motivation to perform are key factors in a department's rate of _____________.

Accepted Answer

The answer of Employee morale and individual motivation to perform...

Question 17

To a degree, absenteeism is governed by employee ___________.

Accepted Answer

The answer of To a degree, absenteeism is governed by...

Question 18

Always be patient, fair, and consistent with employees, but retain sufficient latitude in your behavior to allow for __________ among people.

Accepted Answer

The answer of Always be patient, fair, and consistent with...

Question 19

Use various _____________ available to you as a supervisor to discourage both absenteeism and the abuse of sick time.

Accepted Answer

The answer of Use various _____________ available to you as...

Question 20

The ____________ is intended to provide employees who are troubled by personal problems with individualized, confidential assistance.

Accepted Answer

The answer of The ____________ is intended to provide employees...

Quiz 14: The Problem Employee and Employee Problems