Question 1

The basic components of goal-setting theory include all of the following EXCEPT ______.

Accepted Answer

The basic components of goal-setting theory are goal difficulty, performance feedback, and goal acceptance. Time management is not a component of the theory.

Question 2

Beatrice is trying to resolve a labour dispute. She meets with both sides, makes a number of recommendations, and suggests a compromise. Beatrice is acting as a(n) ______ and ______ force a settlement.

Accepted Answer

The answer of Beatrice is trying to resolve a labour...

Question 3

Herzberg's motivator factors include all of the following EXCEPT

Accepted Answer

Herzberg's motivator factors include achievement and recognition, opportunities for growth and advancement, and job responsibilities. However, working conditions are not considered one of the motivator factors according to Herzberg's Two-Factor Theory. Instead, they belong to the hygiene factors, which are necessary to prevent dissatisfaction but do not necessarily lead to motivation.

Question 4

The Canadian Labour Congress (CLC) represents about ______ of the 4.6 million unionized Canadians.

Accepted Answer

The answer of The Canadian Labour Congress (CLC) represents about...

Question 5

Eric is a supervisor and he works hard to involve his employees in all aspects of the operation believing that employee involvement is a key to improving productivity. Eric is a ______ manager.

Accepted Answer

The answer of Eric is a supervisor and he works...

Question 6

______ is concerned with an individual's perception of fair and equitable treatment.

Accepted Answer

Equity Theory focuses on an individual's perception of fair and equitable treatment in comparison to others. It suggests that people seek balance between their inputs and outcomes in a relationship, and if the balance is perceived as unfair, it leads to tensions and dissonance. Therefore, this theory emphasizes the importance of perceived fairness in motivating individuals.

Question 7

Evan is working on a labour dispute. He meets with both sides, listens to their proposals, and makes a decision on a new contract. Evan is acting as a(n) ______ and ______ force a settlement.

Accepted Answer

Evan is acting as an arbitrator, who listens to both sides and makes a binding decision, meaning he can force a settlement.

Question 8

Carlos, a management trainee, completed a leadership profile in which he was identified as having Theory Y assumptions about people. Therefore, Carlos would believe that ______.

Accepted Answer

The answer of Carlos, a management trainee, completed a leadership...

Question 9

Union contracts typically cover a time period of

Accepted Answer

Union contracts typically cover a time period of two to three years, although some may extend up to five years. This allows for stable working conditions and wages for union members, while also allowing for negotiations and adjustments to be made periodically.

Question 10

Who must approve the person selected as an arbitrator?

Accepted Answer

Both management and labour must approve the person selected as an arbitrator to ensure fairness and impartiality in the arbitration process.

Question 11

A complaint that management is violating a provision of a union contract often results in ______.

Accepted Answer

When a union member feels that management is violating a provision of the union contract, the usual course of action is to file a grievance. This is a formal complaint that initiates a process of negotiation between the union and management with the goal of resolving the issue. While strikes, mediation, or work slowdowns may also be used in some circumstances, they are less common and usually come after the grievance process has been exhausted.

Question 12

The goal of ______ is to increase employees' interest in their jobs and allow them to learn more about different jobs in the company.

Accepted Answer

Job rotation involves moving employees between different jobs to increase their interest and allow them to learn more about various roles within the company.

Question 13

A job design that expands an employee's responsibilities by increasing the number and variety of tasks is called

Accepted Answer

Job enlargement involves adding tasks and responsibilities to an employee's job to increase the variety of tasks performed. This can help prevent boredom and increase motivation. Goal setting involves setting specific objectives for an employee to achieve. Job rotation involves rotating an employee through different jobs within an organization. Job sharing involves two or more employees sharing the responsibilities and duties of a single job.

Question 14

Gloria, a supervisor of data entry clerks, includes her subordinates in decision making when possible. She believes that most people can think of creative ways to solve work-related problems. Gloria's assumption about worker behaviour is based on ______.

Accepted Answer

Gloria's belief that most people can think of creative ways to solve work-related problems is based on Theory Y, which suggests that employees have an inherent motivation to work and can be trusted to be responsible and creative. Theory X, on the other hand, assumes that employees are lazy and need to be closely managed and controlled. Maslow's hierarchy of needs and management by objectives (MBO) are not relevant to Gloria's belief about worker behaviour.

Question 15

Claire announces to her staff that she intends to lower costs in their department by 5 percent. Which component of goal setting is Claire utilizing?

Accepted Answer

Claire is utilizing goal specificity by clearly stating that she intends to lower costs in their department by 5 percent. Goal specificity means the degree to which goals are concrete and unambiguous.

Question 16

David is the head chef in a restaurant and has decided to increase the number of tasks performed by the kitchen staff. The added tasks do NOT result in increased challenge or authority. David's efforts are called job ______.

Accepted Answer

Job enlargement involves increasing the number of tasks performed by an employee without increasing the challenge or authority of the tasks.

Question 17

Local unions are typically organized by ______.

Accepted Answer

Local unions are typically organized by geographic area, with members who live or work in a specific city or region coming together to form a local chapter. This is different from national or international unions, which may be organized by occupation or industry.

Question 18

Collective bargaining encompasses all of the following issues EXCEPT ______.

Accepted Answer

Collective bargaining concerns the negotiation of terms and conditions of employment between employers and employees, or their respective representatives. This typically includes issues such as wages, working conditions, hours, benefits, and job security. Investor relations, on the other hand, relates to a company's communication and interactions with its shareholders and other investors. It is not typically considered a part of collective bargaining.

Question 19

Malcolm, manager of a purchasing department, keeps a close watch on his employees to make sure they don't extend their work breaks beyond the 15-minute time allotment. Malcolm would be described as a ______ manager.

Accepted Answer

Malcolm's behavior of closely monitoring and controlling his employees' work breaks indicates a belief in Theory X management, which assumes that employees are inherently lazy and must be closely managed and controlled in order to meet organizational goals.

Question 20

Vroom's Expectancy Theory states that

Accepted Answer

Vroom's Expectancy Theory states that an employee's motivation is determined by their belief in the likelihood of achieving a goal and the value they place on the reward. This is based on three factors - expectancy (the belief that effort will lead to performance), instrumentality (the belief that performance will be rewarded), and valence (the value placed on the reward). Therefore, option A best describes Vroom's Expectancy Theory.

Quiz 8: Human Resource Management: From Recruitment to Labour Relations