Description
Test Bank For Organizational Behavior And Management 11th Edition By Konopaske
Chapter 06 Job Design and Performance Answer Key
True / False Questions
1. The term “job redesign” specifically refers to any instance in which management specifies the duties and responsibilities of a job.
FALSE
Job design refers to the first instance in which management creates a job by specifying its duties and responsibilities. Subsequent instances are called a redesign.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-01 Describe the relationship between job design and quality of work life.
Topic: Chapter Introduction
2. As used in the text, the term job design refers to a one-time, static process.
FALSE
Job design is an ongoing, dynamic process.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-02 Summarize the key components in the general model of job design.
Topic: Chapter Introduction
3. The trade-offs between the gains in human terms from improved quality of work life and the gains in economic terms from revitalization aren’t fully known.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-02 Summarize the key components in the general model of job design.
Topic: Job Design and Quality of Work Life
4. According to the “General Model of Job Design” perceived job content leads to job performance.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-02 Summarize the key components in the general model of job design.
Topic: A General Model of Job Design
5. Performing a job can sometimes result in health problems for the worker.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 06-03 Identify the key elements linking job design and performance.
Topic: Job Performance Outcomes
6. Jobs can provide intrinsic or extrinsic outcomes, but not both.
FALSE
Most jobs provide opportunities for both intrinsic and extrinsic outcomes.
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 06-03 Identify the key elements linking job design and performance.
Topic: Job Performance Outcomes
7. Job satisfaction depends on the levels of intrinsic and extrinsic outcomes and how the job-holder views those outcomes.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-03 Identify the key elements linking job design and performance.
Topic: Job Performance Outcomes
8. It’s generally held that extrinsic rewards reinforce intrinsic rewards in a positive direction when the individual can attribute the source of the extrinsic reward to her own efforts.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 06-03 Identify the key elements linking job design and performance.
Topic: Job Performance Outcomes
9. Job depth reflects the amount of control that an individual has to alter or influence the job and the surrounding environment.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-04 Compare the job design concepts of range and depth.
Topic: Job Designs: Range, Depth, and Relationships
10. Job depth reflects the number of operations that a job occupant performs to complete a task.
FALSE
The number of operations that a job occupant performs to complete a task is job range.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-04 Compare the job design concepts of range and depth.
Topic: Job Designs: Range, Depth, and Relationships
11. An employee with the same job title, who is at the same organizational level as another employee, may possess more, less, or the same job depth.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-04 Compare the job design concepts of range and depth.
Topic: Job Designs: Range, Depth, and Relationships
12. Without the opportunity to communicate, people will be unable to establish cohesive work groups.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 06-04 Compare the job design concepts of range and depth.
Topic: Job Designs: Range, Depth, and Relationships
13. Product, territory, and customer departments are comprised of jobs that are quite similar (homogenous).
FALSE
Jobs in product, territory, and customer departments are quite different (heterogeneous).
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-04 Compare the job design concepts of range and depth.
Topic: Job Designs: Range, Depth, and Relationships
14. Job designs describe the objective characteristics of jobs.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-04 Compare the job design concepts of range and depth.
Topic: Job Designs: Range, Depth, and Relationships
15. Managers cannot understand the causes of job performance without considering the social setting in which the job is performed.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.
Topic: The Way People Perceive Their Jobs
16. Employees with relatively weak higher-order needs are more concerned with performing a variety of tasks than are employees with relatively strong growth needs.
TRUE
Employees with relatively weak higher-order needs are less concerned with performing a variety of tasks than are employees with strong growth needs.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.
Topic: Designing Job Range: Job Rotation and Job Enlargement
17. Managers expecting higher performance to result from increased task variety will be disappointed if the jobholders do not have strong growth needs.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.
Topic: The Way People Perceive Their Jobs
18. Performance will turn down as individuals reach the limits imposed by their abilities and time.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.
Topic: Designing Job Range: Job Rotation and Job Enlargement
19. If an individual perceives a job as boring, job performance will suffer.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.
Topic: Designing Job Range: Job Rotation and Job Enlargement
20. The relationship between performance and task variety is likely to be linear.
FALSE
The relationship between performance and task variety (even for individuals with high growth needs) is likely to be curvilinear.
Accessibility: Keyboard Navigation
Difficulty: 3 Hard
Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.
Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement
21. Job enlargement strategies focus on dividing work into more specialized tasks.
FALSE
Job enlargement focuses on increasing the number of tasks a worker performs, not on dividing work.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.
Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement
22. Job enlargement is a necessary precondition for job enrichment.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.
Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement
23. Job enrichment and job enlargement are competing strategies.
FALSE
Job enrichment necessarily involves job enlargement.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.
Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement
24. Higher-level needs regain importance when the economy moves through periods of recession and high inflation.
FALSE
During periods of recession and high inflation, lower-level needs, such as obtaining food and shelter, regain importance.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.
Topic: Increasing Depth in Jobs: Job Enrichment
25. Self-managed teams (SMT) represent a job enrichment approach at the group level.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.
Topic: Increasing Depth in Jobs: Job Enrichment
Reviews
There are no reviews yet.