Managing Organizational Behaviour in Canada 2nd Edition Pat R. Sniderman - Test Bank

Managing Organizational Behaviour in Canada 2nd Edition Pat R. Sniderman – Test Bank

 

Instant Download – Complete Test Bank With Answers

 

 

Sample Questions Are Posted Below

 

Chapter 5 Job Design

 

MULTIPLE CHOICE

 

1. What term describes the process of assigning tasks to a job?

a.	job design
b.	work specialization
c.	job meaningfulness
d.	scientific management

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   1                    BLM:  Knowledge

 

2. Decisions regarding this dimension of work influence what employees will do daily, who they will be in contact with, what competencies they’ll need, and how they feel about their job. What is this dimension?

a.	work centrality
b.	workplace spirituality
c.	growth need strength
d.	job design

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   1                    BLM:  Knowledge

 

3. Which of the following describes the extent to which a person is disengaged from the world of work?

a.	work simplification
b.	work specification
c.	work alienation
d.	work design

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   2                    BLM:  Knowledge

 

4. Which of the following terms describes the standardization and the narrow, explicit specification of task activities for workers?

a.	job description
b.	work simplification
c.	job enlargement
d.	production efficiency

 

 

ANS:  B                    PTS:   1                    DIF:    Easy               REF:   p. 124

OBJ:   2                    BLM:  Knowledge

 

 

5. Which of the following jobs best exemplifies Taylor’s scientific management ideas?

a.	a sales person testing out four different approaches with clients to determine which one works best in her particular situation
b.	a teacher following provincial curriculum guidelines to set up the course and then generating creative approaches within that to work with his specific group of students
c.	a consultant adapting a training program to meet the unique needs of her client
d.	a cook at McDonald’s preparing hamburgers by following precise procedural specifications

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   2                    BLM:  Comprehension

 

6. According to Frederick Taylor, what is the role of the worker?

a.	to ask questions and force management to live up to professional demands
b.	to provide the necessary effort required in the exchange relationship
c.	to continuously improve his or her skills and knowledge
d.	to execute the task rather than think or deliberate

 

 

ANS:  D                    PTS:   1                    DIF:    Easy               REF:   p. 124

OBJ:   2                    BLM:  Knowledge

 

7. Which of the following job design approaches emphasizes work simplification?

a.	sociotechnical systems theory
b.	scientific management
c.	job characteristics model
d.	workplace spirituality model

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   2                    BLM:  Knowledge

 

8. Which of the following was a feature of Taylor’s scientific management approach to job design?

a.	making work a central part of employees’ lives through scientifically measuring and meeting their needs
b.	making work effective through a balancing of organizational and employee needs
c.	giving employees a limited number of tasks and not requiring them to make decisions
d.	giving employees autonomy and variety as a basis for making work meaningful

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   2                    BLM:  Comprehension

 

9. Which approach to job design tends to improve efficiency and reduce costs but at the same time leads to work alienation?

a.	scientific management
b.	sociotechnical systems theory
c.	job characteristics model
d.	employee engagement

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   2                    BLM:  Knowledge

 

 

10. What is a shortcoming of scientific management?

a.	It doesn’t bring about a close match of worker capabilities and demands of the job.
b.	It reduces managerial authority.
c.	It leads workers to feel less enthusiastic toward work.
d.	It works only in manufacturing settings.

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   2                    BLM:  Knowledge

 

11. What is the prime focus of scientific management?

a.	work simplification
b.	definition of management authority
c.	worker training for increased job responsibilities
d.	standard hour wage payment systems

 

 

ANS:  A                    PTS:   1                    DIF:    Easy               REF:   p. 124

OBJ:   2                    BLM:  Knowledge

 

12. What would Frederick Taylor, creator of scientific management, have thought of Hackman and Oldham’s core job characteristic of autonomy?

a.	Taylor would have agreed with the concept of providing autonomy, because of his emphasis on worker engagement and meaningfulness of work.
b.	Taylor would have agreed with the concept of providing autonomy in that it is likely to speed up decisions, and he supported anything that enhances efficiency.
c.	Taylor would have disagreed with the concept of providing autonomy in that autonomy will be motivational only for those with high-growth need strength.
d.	Taylor would have disagreed with the concept of providing autonomy, based on his assertion that a worker should not have to make any decisions.

 

 

ANS:  D                    PTS:   1                    DIF:    Hard               REF:   p. 124-129

OBJ:   2 | 3                BLM:  Analysis

 

13. How well has research supported the idea that meaningful work improves organizational commitment at all levels?

a.	No reliable research supports the idea.
b.	Very few researchers support the idea.
c.	All researchers support the idea.
d.	Most researchers support the idea.

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 125

OBJ:   2                    BLM:  Knowledge

 

14. Which of the following statements best reflects the meaning of work?

a.	Work has different meanings for different people.
b.	Work is a spiritual experience for all, whether they realize it or not.
c.	Work has a small impact on meaning in one’s life, given the greater impact of relationships, religion, and community.
d.	Work is an activity in which value comes from performance rather than relationships.

 

 

ANS:  A                    PTS:   1                    DIF:    Hard               REF:   p. 125

OBJ:   2                    BLM:  Comprehension

 

15. Peter gets excited about going to work because he finds it mentally stimulating and a chance to keep learning and improving. Time goes quickly. What is this emotional and intellectual involvement in work called?

a.	workplace spirituality
b.	work centrality
c.	employee engagement
d.	work alienation

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 125

OBJ:   2                    BLM:  Comprehension

 

16. Which term denotes the value of a work goal in relation to one’s own ideals?

a.	work alienation
b.	work meaningfulness
c.	work simplification
d.	work design

 

 

ANS:  B                    PTS:   1                    DIF:    Easy               REF:   p. 125

OBJ:   2                    BLM:  Knowledge

 

17. Which of the following describes a person’s beliefs regarding the degree of importance work plays in his or her life?

a.	work specialization
b.	work expectations
c.	workplace spirituality
d.	work centrality

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 126

OBJ:   2                    BLM:  Knowledge

 

18. In which country is work most typically viewed as providing positive personal identity?

a.	the Netherlands
b.	the United States
c.	China
d.	Japan

 

 

ANS:  A                    PTS:   1                    DIF:    Hard               REF:   p. 126

OBJ:   2                    BLM:  Knowledge

 

19. Which country tends to view work as primarily a physical activity devoid of positive affect?

a.	China
b.	the United States
c.	the Netherlands
d.	Japan

 

 

ANS:  D                    PTS:   1                    DIF:    Hard               REF:   p. 126

OBJ:   2                    BLM:  Knowledge

 

 

20. Workaholism is connected to which of the following concepts?

a.	work simplification
b.	work centrality
c.	workplace spirituality
d.	work alienation

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 126

OBJ:   2                    BLM:  Comprehension

 

21. What does the Job Diagnostic Survey measure?

a.	a position’s core job characteristics
b.	a position’s work centrality
c.	how well a position applies the sociotechnical systems theory’s principles
d.	how well a position illustrates work-family balance characteristics

 

 

ANS:  A                    PTS:   1                    DIF:    Hard               REF:   p. 127

OBJ:   3                    BLM:  Knowledge

 

22. Which of the job characteristics model’s core job characteristics was not consistently supported in cross-cultural research?

a.	skill variety
b.	feedback
c.	autonomy
d.	task significance

 

 

ANS:  D                    PTS:   1                    DIF:    Hard               REF:   p. 128

OBJ:   3                    BLM:  Knowledge

 

23. Franca is an administrative assistant with an interesting job. She not only directs visiting customers to the appropriate person, but also helps organize corporate events for customers and staff, attends these events in a coordinator role, and uses her creativity in the production of brochures and pamphlets. Her job has skill variety, task identity, and task significance. According to the job characteristics model, what should Franca therefore be experiencing?

a.	autonomy
b.	work meaningfulness
c.	work simplification
d.	growth-need strength

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 128

OBJ:   3                    BLM:  Application

 

24. What is a major difference between the job characteristics model and earlier approaches to job design?

a.	Earlier approaches differentiated among individuals.
b.	The job characteristics model is a universal approach to the design of work.
c.	The job characteristics model emphasizes the interaction between the individual and attributes of the job.
d.	Earlier approaches were more concerned with motivational issues.

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 128-130

OBJ:   3                    BLM:  Comprehension

 

25. What dimension in the job characteristics model is linked to the psychological state of experiencing responsibility for work outcomes?

a.	job feedback
b.	task identity
c.	task significance
d.	autonomy

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 128-131

OBJ:   3                    BLM:  Knowledge

 

26. What can one expect if one enriches a job by applying the job characteristics model?

a.	All employees will respond positively.
b.	Although not all employees will like it, all employees’ productivity will be enhanced.
c.	There will be a positive impact on satisfaction and motivation but it will rarely translate into productivity improvements.
d.	There will be individual differences in employee responses.

 

 

ANS:  D                    PTS:   1                    DIF:    Hard               REF:   p. 128-133

OBJ:   4                    BLM:  Comprehension

 

27. Which of the following is generally true of workers whose jobs are high on the five core job characteristics?

a.	They are at a lower level in the organization.
b.	They have higher rates of absenteeism and turnover.
c.	They demonstrate less organizational citizenship.
d.	They are more motivated, more satisfied, and more productive than others.

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 128-133

OBJ:   3                    BLM:  Knowledge

 

28. In the job characteristics model, what term describes the degree to which a job entails completion of a whole task or being able to see where one’s work fits in?

a.	autonomy
b.	task significance
c.	skill variety
d.	task identity

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 129

OBJ:   3                    BLM:  Knowledge

 

29. Which of the following is likely to have the highest level of task identity?

a.	X-ray technician who carries out diagnostic tests in a cancer hospital
b.	oncology social worker who operates as a liaison between the cancer patient and the medical system throughout the course of the patient’s treatment
c.	surgical nurse who is part of the operating room team that carries out many cancer operations in a week
d.	maintenance worker who is one of 20 keeping the surgical ward clean on an ongoing basis

 

 

ANS:  B                    PTS:   1                    DIF:    Hard               REF:   p. 129

OBJ:   3                    BLM:  Application

 

30. What dimension appears to be high in a professor’s job, considering that a professor independently selects the text, creates course objectives, specifies course requirements, and determines instructional methods?

a.	growth-need strength
b.	work centrality
c.	autonomy
d.	job feedback

 

 

ANS:  C                    PTS:   1                    DIF:    Hard               REF:   p. 129

OBJ:   3                    BLM:  Application

 

31. What is a key individual difference and moderating influence in the job characteristics model?

a.	employee need for meaningful job-related interaction
b.	employee esteem and reputation need
c.	employee growth-need strength
d.	employee job knowledge

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 130

OBJ:   3                    BLM:  Knowledge

 

32. How does one calculate the motivating potential (MPS) of a job?

a.	by looking at the five core job characteristics
b.	by examining levels of absenteeism, turnover, performance, and job satisfaction
c.	by identifying degree of work centrality
d.	by pinpointing which cultural approach underlies the job design

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 130

OBJ:   3                    BLM:  Knowledge

 

33. Gonzalo wants to motivate his machine operators further. So, rather than posting reject rates for the whole department as he used to do, he now gives workers daily reports on their previous day’s reject rate (from their own machine). According to the job characteristics model, what critical psychological state is he stimulating by doing this?

a.	responsibility for work outcomes
b.	knowledge of results
c.	meaningfulness of the work
d.	employee engagement

 

 

ANS:  B                    PTS:   1                    DIF:    Hard               REF:   p. 131

OBJ:   3                    BLM:  Application

 

34. Job enlargement is largely a response to what circumstance?

a.	decreases in productivity
b.	a need to overcome the limitations of overspecialized work
c.	a need to reengineer jobs due to an increase in the utilization of technology
d.	the disappointing effects of job rotation

 

 

ANS:  B                    PTS:   1                    DIF:    Easy               REF:   p. 132

OBJ:   4                    BLM:  Knowledge

 

 

35. What approach was used to address the problem of overspecialization?

a.	increasing the variety in jobs
b.	increasing participation
c.	increasing authority at lower levels
d.	increasing emphasis on integration

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 132

OBJ:   4                    BLM:  Knowledge

 

36. As an office manager, you are trying to find ways to enlarge several clerical jobs that you supervise. Which of the following would accomplish that?

a.	reschedule work into a flextime arrangement
b.	simplify the number and type of tasks performed by each individual
c.	increase the number of clerical tasks or duties performed by each individual
d.	more effectively match worker skills to job requirements

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 132

OBJ:   4                    BLM:  Comprehension

 

37. Managers at a pulp mill thought they could use job design to accomplish two things: make work more interesting and reduce the likelihood of repetitive strain injuries. So they instituted a new program where each week workers would move from one job to another. What approach is this?

a.	job enrichment
b.	job specification
c.	work alienation
d.	job rotation

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 132

OBJ:   4                    BLM:  Comprehension

 

38. Enlarging a job is most closely associated with which of the following core job characteristics?

a.	task significance
b.	job autonomy
c.	task identity
d.	skill variety

 

 

ANS:  D                    PTS:   1                    DIF:    Hard               REF:   p. 132

OBJ:   3 | 4                BLM:  Comprehension

 

39. Which concept includes the variations of job rotation and cross-training?

a.	job enrichment
b.	job enlargement
c.	specialization
d.	work specialization

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 132-133

OBJ:   4                    BLM:  Knowledge

 

 

40. What is a significant difference between job enlargement and job enrichment?

a.	Enlargement works better with workers whereas enrichment works better with managers.
b.	Enrichment increases worker control over planning whereas enlargement increases the number of tasks in a job.
c.	Enrichment is best suited for knowledge workers whereas enlargement is best suited for manufacturing workers.
d.	Enlargement empowers employees whereas enrichment does not.

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 132-133

OBJ:   4                    BLM:  Knowledge

 

41. Which job design approach is aimed at increasing both organizational productivity and employee commitment and involvement in their work?

a.	work simplification
b.	job sharing
c.	scientific management
d.	job enrichment

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 133

OBJ:   4                    BLM:  Comprehension

 

42. Which job design method is aimed at increasing the motivational factors in a job?

a.	job enrichment
b.	job enlargement
c.	job rotation
d.	cross-training

 

 

ANS:  A                    PTS:   1                    DIF:    Easy               REF:   p. 133

OBJ:   4                    BLM:  Knowledge

 

43. What is the basis of job enrichment?

a.	McClelland’s power motive
b.	Vroom’s expectancy model of motivation
c.	Maslow’s need for esteem
d.	Herzberg’s two-factor motivation theory

 

 

ANS:  D                    PTS:   1                    DIF:    Easy               REF:   p. 133

OBJ:   4                    BLM:  Knowledge

 

44. Which job redesign approach is most likely to enhance the meaningfulness experienced by workers?

a.	job simplification
b.	job rotation
c.	job enlargement
d.	job enrichment

 

 

ANS:  D                    PTS:   1                    DIF:    Easy               REF:   p. 133

OBJ:   4                    BLM:  Knowledge

 

 

45. Considering Herzberg’s two-factor theory of motivation, which job design approach puts the strongest emphasis on the motivators proposed by Herzberg?

a.	job sharing
b.	job rotation
c.	job enrichment
d.	job enlargement

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 133

OBJ:   4                    BLM:  Knowledge

 

46. Research at AT&T on the implementation of job enrichment yielded which of the following results?

a.	Job enrichment led to temporary improvements in productivity, which were later overturned by increasing levels of job dissatisfaction.
b.	Although job enrichment was successful, it required a change in management style and attention to pay and working conditions as well.
c.	Management response was more positive than worker response; managers liked giving workers some of their responsibilities but workers resented taking them on.
d.	Job enrichment made a significant impact only on assembly-line jobs; implementing it in more complex jobs made little difference.

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 133

OBJ:   4                    BLM:  Knowledge

 

47. A secretary has to ensure office supplies are kept in stock but must get purchase approval from the manager. When secretary is given the power to authorize expenses up to a certain limit, how has the job changed?

a.	It has been vertically loaded.
b.	It has been horizontally loaded.
c.	It has been enlarged
d.	It has been rotated.

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 134

OBJ:   4                    BLM:  Application

 

48. What core job dimension is affected when jobs are loaded vertically with more responsibility?

a.	skill variety
b.	task identity
c.	task significance
d.	autonomy

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 134

OBJ:   3                    BLM:  Comprehension

 

49. What can the company expect during the initial implementation of a job redesign?

a.	increased performance
b.	no change in performance
c.	a drop in performance
d.	a work stoppage

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 134

OBJ:   3 | 4                BLM:  Knowledge

 

50. According to the job characteristics model, what happens if you combine tasks?

a.	increased autonomy and feedback
b.	increased skill variety and task identity
c.	increased skill variety and autonomy
d.	increased feedback and task identity

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 135

OBJ:   3                    BLM:  Knowledge

 

51. What does sociotechnical systems theory emphasize as a basis for job design?

a.	It gives equal attention to technical and social considerations.
b.	It gives technology and engineering the most weight.
c.	It gives human considerations the most importance.
d.	It gives industrial efficiency the greatest weight.

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 135

OBJ:   5                    BLM:  Knowledge

 

52. In an attempt to redesign the workplace Hong began a series of steps he hoped would be successful. He constructed the design with the work group, rather than the individual positions, as central. He allowed the work group to regulate the work system itself rather than be externally controlled by supervisors. All workers were cross-trained so they could cover at least two positions if needed. What approach was Hong using?

a.	work specialization
b.	scientific management
c.	sociotechnical systems theory
d.	job enlargement

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 135

OBJ:   5                    BLM:  Comprehension

 

53. What would sociotechnical systems theory say about a well-designed team?

a.	It follows clearly laid-out procedures to minimize competition and ambiguity.
b.	Individual members have specialized skills that none of the other team members have.
c.	The group regulates itself internally rather than through a supervisor.
d.	Technical efficiency norms replace the need for meaningfulness in the work.

 

 

ANS:  C                    PTS:   1                    DIF:    Hard               REF:   p. 135

OBJ:   5                    BLM:  Comprehension

 

 

54. Gordana manages a production department for a manufacturing company and is discussing with a friend what her ideal job design arrangement would be (even if she doubts it could ever be done). Gordana would like to see the department totally changed in its orientation so that the work team, rather than individual positions, becomes the central organizing unit. She would love to see the members of the production team all cross-trained so they could easily change roles, fill in for each other, and support each other as demands change. The group would be given the power to decide its own schedules and procedures (within technical limits and production demands), and she would operate more as a facilitator than a boss. What job design approach is illustrated in Gordana’s dream?

a.	work simplification
b.	scientific management
c.	job characteristics model
d.	sociotechnical systems theory

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 135

OBJ:   5                    BLM:  Application

 

55. What do Taylor’s scientific management and the sociotechnical systems approach have in common?

a.	Both focus on achieving greater efficiency.
b.	Both focus on the power of the team in engaging and motivating workers.
c.	Both focus on the importance of recognizing individual differences and matching the individual to the job.
d.	Both focus on the meaningfulness of work.

 

 

ANS:  A                    PTS:   1                    DIF:    Hard               REF:   p. 124-135

OBJ:   2 | 5                BLM:  Comprehension

 

56. Which job design framework is integral to the design of self-managed teams?

a.	employee engagement
b.	scientific management
c.	job characteristics model
d.	sociotechnical systems theory

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 135

OBJ:   5                    BLM:  Knowledge

 

57. Which of the following is true of sociotechnical systems theory?

a.	It offers suggestions for addressing work-family balance challenges.
b.	It explains why different cultures prefer different job designs.
c.	It applies job design ideas to the team level.
d.	It outlines the principles for enhancing growth-need strength through core job characteristics.

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 135

OBJ:   5                    BLM:  Knowledge

 

 

58. Which of the following statements best reflects a cross-cultural view of job design?

a.	All industrialized countries appear to have begun with an efficiency emphasis like scientific management and evolved to a more humanistic approach.
b.	Both the job enrichment approach and lean production approach have had widespread and successful implementation across cultures.
c.	Different countries have quite different approaches to preferred job design, forged within their unique cultural and economic systems.
d.	Research results are so different from one country to the next that there is no theoretical compatibility; one cannot even describe the differences using theories created in North America.

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 136

OBJ:   2                    BLM:  Comprehension

 

59. Which of the following is true of the Germans in their design of jobs and work organizations?

a.	They emphasize personal identity and the social benefits of work.
b.	They value hierarchy and authority relationships.
c.	They focus on collectivism.
d.	They strongly endorse unionism.

 

 

ANS:  D                    PTS:   1                    DIF:    Hard               REF:   p. 136

OBJ:   2                    BLM:  Comprehension

 

60. If you were to redesign jobs using a typically Scandinavian approach, which of the following would be most appropriate?

a.	increase specialization, increase standardization
b.	increase supervision, increase benefits
c.	increase worker control, increase social support systems
d.	increase pay, increase scope of job through job enlargement

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 136

OBJ:   2                    BLM:  Comprehension

 

61. Which approach to job design is typical of the Japanese?

a.	multitrack designs
b.	mediated labour-management cooperation
c.	democratic dialogue
d.	lean production systems

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 136

OBJ:   2                    BLM:  Knowledge

 

62. Which culture emphasizes a high degree of worker control and social support systems for workers in their approach to job design?

a.	Scandinavian
b.	German
c.	Japanese
d.	American

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 136

OBJ:   2                    BLM:  Knowledge

 

 

63. Ida and Thamo job share. What does this mean?

a.	They are each part-time workers whose hours add up to a full-time equivalent.
b.	They occupy a single job, splitting the hours and prorating the pay and benefits accordingly.
c.	They are full-time workers who are cross-trained so they can cover for each other when needed.
d.	They provide emotional support for each other in jobs with heavy emotional labour demands.

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 137

OBJ:   6                    BLM:  Comprehension

 

64. Which alternative work arrangement requires employees to be present to perform job duties during a required core time but allows them to choose starting and ending work times?

a.	job sharing
b.	compressed workweek scheduling
c.	task restructuring
d.	flextime

 

 

ANS:  D                    PTS:   1                    DIF:    Easy               REF:   p. 137

OBJ:   6                    BLM:  Knowledge

 

65. Once Tae is completed working each morning at her administrative job and before she goes home to look after her children, she usually has lunch with her work partner, Michaline. Michaline takes over the same job in the afternoon and they use lunch together to bridge any concerns or do any planning. Although working only half a normal shift, these employees are not treated as part-time. Rather, they split the pay and benefits of a full-time position and enjoy security and accumulating seniority at the company. What type of arrangement is this?

a.	job rotation
b.	job sharing
c.	jobflex
d.	job enrichment

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 137

OBJ:   6                    BLM:  Comprehension

 

66. Which stakeholder group tends to be less supportive of reduced workload arrangements?

a.	shareholders
b.	management
c.	customers
d.	co-workers

 

 

ANS:  D                    PTS:   1                    DIF:    Hard               REF:   p. 137

OBJ:   6                    BLM:  Knowledge

 

 

67. Voytek does not feel well this morning so he decides to sleep an extra two hours. At that point, he feels well enough to get ready for work. When Voytek gets to work, he does not need to explain his arrival time, knowing he can make it up by staying later and knowing that he is still there in time for the core hours expected of all employees. What work arrangement is this?

a.	compressed workweek
b.	flextime
c.	reduced workload
d.	telecommuting

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 137

OBJ:   6                    BLM:  Comprehension

 

68. Which of the following percentages reflects how many Canadian workers telecommute?

a.	6
b.	10
c.	15
d.	21

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 138

OBJ:   6                    BLM:  Knowledge

 

69. Which of the following describes a typical Canadian teleworker?

a.	highly educated, knowledge worker, works flexible hours
b.	contract worker, low paid, has had series of short-term positions
c.	stressed, overworked, handling home responsibilities during same hours as work demands
d.	young loner who has low affiliation needs and dislikes teamwork

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 138

OBJ:   6                    BLM:  Knowledge

 

Concerned about maximizing corporate performance, Taodhg invited consultant Kashif to analyze the company’s current processes and suggest improvements. Kashif’s resulting proposal emphasized the need for efficient control over who does what and how. He suggested work be divided into clear specialized duties with standardized procedures created for each position and no thinking necessary on the employee’s part. All decisions would be made by management. This would lead to consistency and clear accountabilities.

 

70. Which job design approach is Kashif recommending?

a.	job characteristics model
b.	employee engagement model
c.	scientific management
d.	sociotechnical systems theory

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   2                    BLM:  Comprehension

 

 

71. What negative side effect is likely if Taodhg’s company implements Kashif’s suggestions?

a.	substantially higher training costs
b.	interdepartmental conflict
c.	high stress in management
d.	work alienation

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   2                    BLM:  Comprehension

 

72. According to the job characteristics model, Kashif’s recommendation that employees make no decisions at all means that their jobs will be low on what core job characteristic?

a.	task significance
b.	autonomy
c.	feedback
d.	task identity

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 129

OBJ:   3                    BLM:  Application

 

73. Which of the following types of employee would likely be most comfortable with the jobs designed by Kashif?

a.	one with low growth-need strength
b.	one with an internal locus of control
c.	one with a high need for achievement
d.	one focused on the need for self-actualization

 

 

ANS:  A                    PTS:   1                    DIF:    Hard               REF:   p. 130

OBJ:   3                    BLM:  Application

 

Friends Ofelia and Lorraine are students with summer jobs. Ofelia is a server in a coffee chain’s drive-through, taking orders, filling orders, and processing purchases. A timer shows her the time she is taking to process each customer, daily sales are posted, and tips are shared among staff. Lorraine works for a landscaper, sent out each day as part of a crew that principally cuts lawns but also occasionally digs flower beds and prunes shrubbery. There is rarely any contact with customers as the crew brings their own equipment and all arrangements are made between headquarters and the customers. Lorraine earns a set hourly rate.

 

74. Which core job characteristic appears to be much higher in Ofelia’s job?

a.	feedback
b.	task significance
c.	skill variety
d.	task identity

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 128-129

OBJ:   3                    BLM:  Application

 

 

75. Both Ofelia and Lorraine must follow procedures in their jobs. There is little room for decision making. What core job characteristic is low in both jobs, according to this description?

a.	task significance
b.	task identity
c.	autonomy
d.	skill variety

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 128-129

OBJ:   3                    BLM:  Application

 

76. Both the coffee franchise and the landscaping company decide to donate all proceeds from one specific day’s sales to a charity’s fundraising. Ofelia and Lorraine both work hard that day, wanting to contribute to the fundraising through their own efforts. What core job characteristic has been temporarily enhanced in this situation?

a.	autonomy
b.	skill variety
c.	task identity
d.	task significance

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 128-129

OBJ:   3                    BLM:  Application

 

77. Because Ofelia and Lorraine must follow strict procedures and timetables, which critical psychological state is negatively affected, according to the job characteristics model?

a.	experienced responsibility for work outcomes
b.	experienced meaningfulness of work
c.	growth-need strength
d.	knowledge of results of work activities

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 128-131

OBJ:   3                    BLM:  Application

 

78. Ofelia is timed on processing customers, knows daily sales, and gets tips. According to the job characteristics model, what critical psychological state will be affected by this?

a.	experienced meaningfulness of work
b.	experienced responsibility for work outcomes
c.	knowledge of results of work activities
d.	growth-need strength

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 128-131

OBJ:   3                    BLM:  Application

 

79. Because Ofelia is such a good employee, her manager expands her duties so she helps with baking and with opening and closing the store. What critical psychological state will be affected by this increased skill variety, according to the job characteristics model?

a.	experienced responsibility for outcomes
b.	experienced meaningfulness of work
c.	knowledge of results of work activities
d.	growth-need strength

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 128-131

OBJ:   3                    BLM:  Application

 

80. Lorraine’s employer reorganizes the landscaping jobs partway through the summer so that, rather than being sent to many different places and rarely returning to the same ones, Lorraine is now part of a crew that goes to the same limited number of clients weekly. Lorraine starts seeing them as “her” clients and becomes more concerned with the look of their properties as she sees them progress over the summer season. What job characteristic has been affected by this change in job design?

a.	autonomy
b.	skill variety
c.	job feedback
d.	task identity

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 128-131

OBJ:   3                    BLM:  Application

 

Sonali, Rizwan and Chad are chatting over lunch. They work in separate departments and are comparing recent changes in each of their positions.  All of their managers had attended a training session on motivating employees and, as a result, had instituted job design changes with varying success.

 

81. Sonali was now handling administrative duties not only for the recruiters but also for the compensation analysts. Although none of the tasks or skills were new, the change created a greater variety of interactions for him and the documents he processed were more varied. What type of job redesign is this?

a.	job enlargement
b.	job rotation
c.	job enrichment
d.	job sharing

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 132

OBJ:   4                    BLM:  Application

 

82. Rizwan’s manager has reorganized the departmental staff and duties. Rizwan and two coworkers have now cross-trained each other on their jobs and are preparing to spend three-month stints in each other’s positions. What type of job redesign is this?

a.	job enrichment
b.	job rotation
c.	job sharing
d.	job compression

 

 

ANS:  B                    PTS:   1                    DIF:    Easy               REF:   p. 132

OBJ:   4                    BLM:  Application

 

83. Chad’s duties have changed little but, whereas he used to simply follow orders, he is now responsible for scheduling his own work and making decisions on how to carry it out. What principle of job design has been implemented?

a.	enhancing work centrality
b.	establishing client relationships
c.	forming natural work arrangements
d.	vertical loading

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 133

OBJ:   3                    BLM:  Application

84. Regardless of which approach is applied, what can we expect when a job redesign is implemented?

a.	There will be an initial drop in performance.
b.	Upper management will fear encroachment on its power base.
c.	Absenteeism will rise sharply but temporarily.
d.	Organizational citizenship behaviour will decrease.

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 134

OBJ:   4                    BLM:  Comprehension

 

Danica decided to redesign the jobs in her department. Previously, one person had designed client surveys, another had collected the data, a third had analyzed the collected data, and a fourth wrote the report and presented it to the client. Now all tasks are combined so someone assigned to a client will handle survey design, data collection and analysis, and reporting.

 

85. What would the job characteristics model say about this combining of tasks?

a.	It increases skill variety and task identity.
b.	It applies the principles of scientific management.
c.	It enhances autonomy and growth-need strength.
d.	It decreases critical psychological states to a healthy level.

 

 

ANS:  A                    PTS:   1                    DIF:    Moderate        REF:   p. 131

OBJ:   3                    BLM:  Application

 

86. Danica is puzzled. All her staff have responded well to the redesigned jobs except Beryl, who seems less motivated than before. According to the job characteristics model, what could explain Beryl’s unresponsiveness to the high motivating potential of the redesigned jobs?

a.	Beryl has a poor relationship with Danica.
b.	Beryl needs much higher levels of job enrichment than anyone else.
c.	Beryl has low growth-need strength.
d.	Beryl has not been sufficiently socialized to the team.

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 130

OBJ:   3                    BLM:  Application

 

87. Which of the following would illustrate Danica improving the jobs through vertical loading?

a.	expanding the employees’ tasks so they are trained in a variety of specialized tasks
b.	demonstrating how the employees’ accomplishments contribute to the success of the organization
c.	rerouting the job information directly to employees so they can see how they are doing
d.	giving employees freedom to decide how and when their work is to be done

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 133

OBJ:   3                    BLM:  Application

 

 

88. If Danica was influenced by a Scandinavian approach to job design, what would she choose to do?

a.	focus on lean production so there is no waste, but there is continually improving efficiency
b.	focus on giving workers a lot of control and a good social support system
c.	focus on mandating stronger management-labour cooperation
d.	focus on defining and clarifying job duties so role perceptions are unambiguous

 

 

ANS:  B                    PTS:   1                    DIF:    Moderate        REF:   p. 136

OBJ:   2                    BLM:  Comprehension

 

89. Considering his scientific management beliefs, what would Taylor have thought of Danica’s redesign?

a.	Taylor would have congratulated her on simplifying the work design in such an obvious and appealing way.
b.	Taylor would have admired the focus on streamlining customer service.
c.	Taylor would have warned her that she will likely create a high degree of worker alienation as a result.
d.	Taylor would have been critical of her moving away from standardization and specialization, believing it will detract from efficiency.

 

 

ANS:  D                    PTS:   1                    DIF:    Hard               REF:   p. 124

OBJ:   2                    BLM:  Analysis

 

90. If Danica decides to put all workers on flextime, what core job dimension is being increased?

a.	skill variety
b.	task identity
c.	autonomy
d.	task significance

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 127-139

OBJ:   3                    BLM:  Application

 

Cheri is a business owner who wants to try some alternative work arrangements for her staff and is considering a variety of possibilities.

 

91. If an issue for Cheri is that she wants to save money by renting less space, what work arrangement with her staff may help her achieve this?

a.	flextime
b.	job sharing
c.	telecommuting
d.	lean production

 

 

ANS:  C                    PTS:   1                    DIF:    Moderate        REF:   p. 137

OBJ:   6                    BLM:  Application

 

 

92. Cheri has several aging staff members who are starting to talk about retirement. They are highly valuable and she does not want to see them leave. They explain they just don’t have the energy to keep up with demands. Plus, they want to do some other things while they are still healthy enough to enjoy them, like golfing in the summer. What work arrangement may meet both Cheri’s needs and the older workers’ needs?

a.	job sharing
b.	flextime
c.	four-day workweek
d.	job enrichment

 

 

ANS:  A                    PTS:   1                    DIF:    Hard               REF:   p. 137

OBJ:   6                    BLM:  Application

 

93. Cheri has been wondering what to do about her programmers and their lack of punctuality. Although a hard-working group, they seem to feel they can stroll in later than everyone else. This causes resentment in other workers, even though Cheri knows the programmers more than make up for it by staying late. So Cheri decides to institute a system where staff can start and finish when they wish as long as they are present for the required core hours and their total weekly hours are sufficient. All staff who are not in key customer contact positions are eligible for this arrangement, so no one will think the programmers are getting special treatment. What alternative work arrangement is this?

a.	compressed workday
b.	flextime
c.	task identity
d.	time rotation

 

 

ANS:  B                    PTS:   1                    DIF:    Easy               REF:   p. 137

OBJ:   6                    BLM:  Comprehension

 

94. Cheri finds it difficult for her to get things done at work that require thinking (e.g., long-term planning, writing a major report) because she is constantly interrupted. As a result, she decides on a new arrangement for herself. She will spend every Friday working from home. She can still be reached by phone or computer if needed but it will discourage unnecessary interruptions and she can control her use of time better. What is this Friday arrangement called?

a.	autonomy
b.	work simplification
c.	flextime
d.	telecommuting

 

 

ANS:  D                    PTS:   1                    DIF:    Moderate        REF:   p. 137

OBJ:   6                    BLM:  Comprehension

 

TRUE/FALSE

 

1. A job’s design affects how employees feel about their jobs.

 

ANS:  T                    PTS:   1                    DIF:    Easy               REF:   p. 124

OBJ:   1                    BLM:  Knowledge

 

 

2. Job design decisions do not impact day-to-day operations

 

ANS:  F                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   1                    BLM:  Comprehension

 

3. A fundamental limitation of scientific management is that it can make work so boring that high turnover may result.

 

ANS:  T                    PTS:   1                    DIF:    Easy               REF:   p. 124

OBJ:   2                    BLM:  Knowledge

 

4. Scientific management involves enriching job tasks and demands.

 

ANS:  F                    PTS:   1                    DIF:    Easy               REF:   p. 124

OBJ:   2                    BLM:  Comprehension

 

5. Taylor’s scientific management focuses on enhancing work’s meaningfulness.

 

ANS:  F                    PTS:   1                    DIF:    Easy               REF:   p. 124

OBJ:   2                    BLM:  Knowledge

 

6. Worker alienation is associated with high turnover.

 

ANS:  T                    PTS:   1                    DIF:    Moderate        REF:   p. 124

OBJ:   2                    BLM:  Knowledge

 

7. W. Edward Deming founded and developed scientific management.

 

ANS:  F                    PTS:   1                    DIF:    Easy               REF:   p. 124 | p. 136

OBJ:   2                    BLM:  Knowledge

 

8. Nationality influences people’s view of how important work is in their lives.

 

ANS:  T                    PTS:   1                    DIF:    Easy               REF:   p. 126

OBJ:   2                    BLM:  Knowledge

 

9. Meaningfulness in one’s job is more important to someone with a high level of work centrality than to someone with a low level of work centrality.

 

ANS:  T                    PTS:   1                    DIF:    Moderate        REF:   p. 126

OBJ:   2                    BLM:  Comprehension

 

10. Workers characterized by a low level of work centrality tend to work longer hours than those with high levels of work centrality.

 

ANS:  F                    PTS:   1                    DIF:    Moderate        REF:   p. 126

OBJ:   2                    BLM:  Knowledge

 

 

11. Designing jobs for efficiency is no longer important in today’s workplace.

 

ANS:  F                    PTS:   1                    DIF:    Easy               REF:   p. 128

OBJ:   2                    BLM:  Knowledge

 

12. Hackman and Oldham’s job characteristics model asserts that one can create higher motivation in any employee by maximizing the core job characteristics.

 

ANS:  F                    PTS:   1                    DIF:    Moderate        REF:   p. 128

OBJ:   3                    BLM:  Comprehension

 

13. Jobs that exhibit skill variety, task identity and significance, autonomy, and feedback are more likely to be satisfying to employees.

 

ANS:  T                    PTS:   1                    DIF:    Easy               REF:   p. 128-130

OBJ:   3                    BLM:  Knowledge

 

14. According to the job characteristics model, employee growth-need strength moderates the relationship between core job dimensions and personal and work outcomes.

 

ANS:  T                    PTS:   1                    DIF:    Moderate        REF:   p. 128-130

OBJ:   3                    BLM:  Knowledge

 

15. According to the job characteristics model, high autonomy in a job will lead to the critical psychological state of experienced meaningfulness of work.

 

ANS:  F                    PTS:   1                    DIF:    Moderate        REF:   p. 128-131

OBJ:   3                    BLM:  Knowledge

 

16. Task significance in the job characteristics model is the degree to which one’s job requires completion of a whole task.

 

ANS:  F                    PTS:   1                    DIF:    Moderate        REF:   p. 129

OBJ:   3                    BLM:  Knowledge

 

17. According to the job characteristics model, someone with low growth-need strength will be more motivated by a job with high motivating potential than will someone with high-growth need strength.

 

ANS:  F                    PTS:   1                    DIF:    Easy               REF:   p. 130

OBJ:   3                    BLM:  Comprehension

 

18. Growth-need strength is a characteristic of a person, not a job.

 

ANS:  T                    PTS:   1                    DIF:    Moderate        REF:   p. 130

OBJ:   3                    BLM:  Comprehension

 

 

19. Job enlargement proposes to overcome the limitations of overspecialized work, such as boredom.

 

ANS:  T                    PTS:   1                    DIF:    Moderate        REF:   p. 132

OBJ:   4                    BLM:  Knowledge

 

20. Job rotation and cross-training are variations of job enrichment.

 

ANS:  F                    PTS:   1                    DIF:    Moderate        REF:   p. 132

OBJ:   4                    BLM:  Comprehension

 

21. Job rotation is a variation of job enlargement.

 

ANS:  T                    PTS:   1                    DIF:    Moderate        REF:   p. 132

OBJ:   4                    BLM:  Knowledge

 

22. Although job enlargement increases the number of tasks, it does not necessarily increase skill variety.

 

ANS:  T                    PTS:   1                    DIF:    Moderate        REF:   p. 133

OBJ:   4                    BLM:  Knowledge

 

23. Only jobs with highly skilled incumbents and demanding tasks have the potential to be redesigned through a job enrichment approach.

 

ANS:  F                    PTS:   1                    DIF:    Moderate        REF:   p. 133

OBJ:   4                    BLM:  Comprehension

 

24. Industrialized cultures have evolved to use very similar job designs.

 

ANS:  F                    PTS:   1                    DIF:    Easy               REF:   p. 136

OBJ:   2                    BLM:  Knowledge

 

25. The percentage of Europeans who job-share or work part-time is far higher than the percentage of North Americans.

 

ANS:  T                    PTS:   1                    DIF:    Moderate        REF:   p. 136

OBJ:   2                    BLM:  Knowledge

 

26. People who telecommute are more likely to do this because of employers’ demands rather than because of their own family obligations.

 

ANS:  T                    PTS:   1                    DIF:    Moderate        REF:   p. 138

OBJ:   6                    BLM:  Knowledge

 

 

MATCHING

 

Match the following:

a.	the number of activities in a job are increased to reduce boredom
b.	workers are exposed to a variety of specialized jobs over time
c.	detailed task specification and narrow job scope
d.	increasing the worker’s control of his or her job
e.	the process of assigning tasks to a job

 

 

1. job rotation

 

2. job enrichment

 

3. job design

 

4. job enlargement

 

5. work simplification

 

1. ANS:              B        PTS:               1

 

2. ANS:              D        PTS:               1

 

3. ANS:              E        PTS:               1

 

4. ANS:              A        PTS:               1

 

5. ANS:              C        PTS:               1

 

Match the following:

a.	completion of the whole task
b.	use of multiple skills and performance of different activities
c.	discretion and freedom in performance of job tasks
d.	information about job performance
e.	impact of job on others

 

 

6. feedback

 

7. task significance

 

8. task identity

 

9. autonomy

 

10. skill variety

 

6. ANS:              D        PTS:               1

 

7. ANS:              E        PTS:               1

 

8. ANS:              A        PTS:               1

 

9. ANS:              C        PTS:               1

 

10. ANS:  B                    PTS:   1

 

 

Match the following:

a.	measures the job’s potential to motivate
b.	desire to grow and fully develop one’s abilities
c.	the value of a work goal in relation to one’s own ideals
d.	a person’s beliefs regarding how important work is in his or her life
e.	a disengaged, unenthusiastic view of work

 

 

11. work centrality

 

12. meaningfulness

 

13. work alienation

 

14. MPS

 

15. growth-need strength

 

11. ANS:  D                   PTS:   1

 

12. ANS:  C                    PTS:   1

 

13. ANS:  E                    PTS:   1

 

14. ANS:  A                   PTS:   1

 

15. ANS:  B                    PTS:   1

 

Match the following:

a.	working at home or from a remote location through a data/communication system
b.	a focus on standardization and specialization as the basis for job design
c.	core work time with variable start and quit time
d.	two persons splitting a job by working at different times
e.	a team approach to job design

 

 

16. flextime

 

17. scientific management

 

18. sociotechnical systems theory

 

19. job sharing

 

20. telecommuting

 

16. ANS:  C                    PTS:   1

 

17. ANS:  B                    PTS:   1

 

18. ANS:  E                    PTS:   1

 

19. ANS:  D                   PTS:   1

 

20. ANS:  A                   PTS:   1

 

 

ESSAY

 

1. Explain how Frederick Taylor, the founder of scientific management, would have reacted to the idea of job enrichment in job design.

 

ANS:

Taylor would have thought job enrichment inefficient and expensive, leading to inconsistency in work. Enrichment adds complexity to a job by adding tasks and responsibility, in direct violation of Taylor’s principle of work simplification. The vertical loading aspect of job enrichment violates Taylor’s belief in separating thinking (for management) from doing (for workers). Ironically, it is by violating these principles of Taylor’s that job enrichment creates employee engagement and motivation.

 

PTS:   1                    DIF:    Moderate       REF:   p. 124 | p. 133

OBJ:   2 | 3                BLM:  Analysis

 

2. Your text reports variations in work centrality in different cultures. It also describes the general success of the job characteristics model in explaining work outcomes. However, it does not report research linking the two. If you were to do such research, explain how you think an employee’s work centrality may influence his or her reaction to a job designed through the job characteristics model, and why.

 

ANS:

I would expect work centrality to be a moderating variable (like growth need strength). Those with high work centrality, for whom work plays an important role in their lives, are more likely to respond positively to characteristics (like task identity and task significance) that enhance the experienced meaningfulness of work. Those with low work centrality, for whom work is not important, are less likely to appreciate and respond to meaningfulness in a job. In fact, they may resent the increased demands.

 

PTS:   1                    DIF:    Hard              REF:   p. 128-130      OBJ:   2 | 3

BLM:  Analysis

 

 

3. Describe the job characteristics model by applying it to contrasting two jobs: one that would score high in motivating potential score (MPS) and another that would likely score low.

 

ANS:

According to the job characteristics model, a retail sales clerk in a clothing store may have a job with a low MPS whereas the district store manager for the same company would have a higher MPS. The five core job characteristics underlying MPS are skill variety, task identity, task significance, autonomy, and feedback from the job itself. The sales clerk would likely have much less skill variety (folding clothes, ringing in sales, helping customers) than the district manager (training, coaching, sales analysis, planning) and obviously a lot less authority to make decisions (autonomy). The district manager would have a stronger sense of task significance (e.g., knowing that decisions can affect productivity significantly) and greater task identity (being able to see the performance of the group of stores in his or her district over time). Both will get feedback; however, it is likely that the district manager will get more extensive, detailed and timely feedback. Because of the greater skill variety, task significance, and task identity, the district manager is more likely to experience meaningfulness from the work than the sales clerk. The greater autonomy leads to a higher level of the critical psychological state of experienced responsibility for work outcomes. The greater feedback means more knowledge of results from work activities. In consequence, the motivating potential score will be greater for the district store manager. This means that, potentially, the district manager’s motivation, satisfaction with work and performance will be higher, whereas absenteeism and turnover will be lower than for those in the clerk position.

 

PTS:   1                    DIF:    Moderate       REF:   p. 128-131      OBJ:   3

BLM:  Application

 

4. Distinguish between job enlargement and job enrichment, and provide an example showing differences in these two job design approaches.

 

ANS:

Job enlargement involves expanding the job horizontally by adding more tasks of a similar nature (and possibly more difficult) but without any increased authority. Job enrichment involves vertical as well as horizontal expansion of the job. The vertical dimension is extended through adding decisional authority. A secretary can be given several additional tasks as job enlargement and then delegated decisional or signature authority for certain types of correspondence and documents, which would enrich the job.

 

PTS:   1                    DIF:    Moderate       REF:   p. 132-133      OBJ:   4

BLM:  Application

 

 

5. Identify and briefly describe several recently developed alternative work arrangements.

 

ANS:

The workweek has been altered from the standard five-day, forty-hour schedule by many employers. Flextime, one variation, allows employees to come to work and leave work as they choose as long as they work a standard week (40 hours) and they are at their work stations during a core time (possibly 9 a.m. to 3 p.m.). The compressed workweek involves scheduling 40 hours, or less, of work in fewer than five days (e.g., four ten-hour days). Job sharing is another new arrangement where two persons may occupy one job; for example, one individual working in the morning and the other in the afternoon.

 

PTS:   1                    DIF:    Easy               REF:   p. 137-138      OBJ:   6

BLM:  Comprehension