BUSI 240 – Organizational Behavior and Management | Complete Test Babk by by Robert Konopaske, John M. Ivancevich | All Chapters Questions & Answers_ Updated Summer 2026/27.

Organizational Behavior and Management by Robert Konopaske, John M. Ivancevich and Michael T. Matteson Read & Interact: Konopaske: Chapters 1 & 2 According to Frederick W Taylor, which of the following were the principles of management? • To develop a systematic study for every component of an employee’s work, which replaced the rule of thumb method. • To scientifically choose and then educate, train and develop a worker • To cooperate with each other and ensure that all work was done according to the principles of science. • To allow a worker to choose the task he/she wanted to perform. • To refrain from striving for an equal division of work and responsibilities between management and nonmanagement. Identify the important developments presented by Henri Fayol’s approach to mgmt that have had a significant impact on the field of management. • Management is a distinct body of knowledge that can be used in any type of organization • There is a requirement for teaching management in colleges. • Management does not give relevance to exercising the principles of organizing and planning. • There are no theories of management that can be learned and taught. Identify the true statements about organizational behavior True: • It oƯers useful answers to questions that emerge while managing an organization. BUSI 240 – Organizational Behavior and Management | Complete Test Babk by by Robert Konopaske, John M. Ivancevich | All Chapters Questions & Answers_ Updated Summer 2026/27. • It is performance-oriented and multidisciplinary. False: • It is a generally accepted science with an established theoretical foundation. • It relies on the rule-of-thumb method rather than the scientific method to study organizational variables. In the context of organizational behavior, identify the challenges faced by contemporary leaders. • Consumers are placing increase emphasis on sustainability and value • There is an increased need to develop and manage employee teams that can eƯectively respond and compete globally. • Consumers expect organizations to produce the cheapest possible products, even if they are of poor quality. • Global markets expect access to high-quality products at a significantly high price. The process of management is believed to have first started in ___? • Family organizations • Tribes • Formalized political units • Communities A body of literature prepared by Frederick W. Taylor that appeared during the time period and states that ideas and theories of engineers concerned with issues such as job definition, selection and training, and incentive systems is known as ____ ____ • Scientific management Identify the five pillars of management emphasized by Henri Fayol that are often used as the basis for most organizational behavior and introductory management textbooks. • Controlling • Commanding • Organizing • Coordinating • Planning • Producing • Experimenting Drawing on sociology, psychology, cultural anthropology, and political science, ___ ___ (OB) is the study of the impact that groups, individuals and organizational structure and processes have on behavior within organizations. • Organizational Behavior Identify the findings or the Hawthorne studies led by Elton Mayo, Fritz Roethlisberger, and William Dickson. • Workers react to group norms, observation, and social pressures. • Workers are more complicated than suggested by the economic theories of the time. • Workers’ behavior can be totally explained by economic rewards. • Workers’ performance or output is independent of psychological or social pressures. Identify the concepts that strengthen the fact that leaders are being asked to perform eƯectively in a changing world. • Social responsibility, reengineering, social networking, ethics cultural diversity • Total Institutions, Alternative dispute resolutions Identify a true statement about systems theory. • It allows managers to define the behavior of organizations both internally and externally. • It states that employees are motivated when they perceive that their eƯorts will result in successful performance. • It suggests that it is necessary for managers to influence employees’ perceptions of work goals and paths to goal attainment. • It emphasizes that social pressures cannot restrict the output of an organization. Before the 1900s, management as a process was based on the ___ in order to achieve specific objectives. • Trial-and-error approach • Virtual exchange of practices • Virtual sharing of ideas • Expectancy motivation theory In the context of organizational eƯectiveness, identify a true statement about quality. • It does not depend on the price of a product or service. • It does not depend on the materials used for manufacturing a product. • It is entirely based on the price of a product or service. • It is entirely based on how a product or service has been packaged. Which of the following criteria of eƯectiveness reflects the relationship between inputs and output of an organization? • Productivity • Quality, EƯiciency, and Adaptiveness Identify the true statement about eƯiciency as a criterion or organizational eƯectiveness. • It emphasizes the complete input-process-output cycle and also focuses attention on the input and process elements. • It can be measured by downtime, unit cost, occupancy rates, and the rate of return on assets or capital. • It can be measured by profit, market share, clients serviced, employee attitudes, absenteeism, and turnover. • It emphasizes the management’s ability to sense changes in the environment as well as changes within the organization itself. The Hawthorne studies encouraged many managers and scholars to ___. • Focus on the needs, behaviors, and attitudes of employees • Design diƯerent theories of management that can be learned. • Study those organizations that quickly respond to external changes. • Believe that management can be applied in any type of organization In the context of organizational eƯiciency, identify the measures of satisfaction. • Grievances, Absenteeism, Tardiness, Turnover, Employee Attitudes • Adaptiveness, Employee productivity ___ suggests that an organization is a managed structure that changes inputs into outputs. Correct • Systems Theory Incorrect • Cultivation Theory, Equity Theory, Attribution Theory In the context of the criteria or organizational eƯectiveness, identify a true statement about adaptiveness. Correct • It refers to management’s capacity to identify changes in the external as well as the internal environment of an organization. Incorrect • It involves the activities used to acquire, develop, and use power and other resources to obtain a preferred outcome. • It focuses on perceptions and judgements of employees about the fairness of their organization’s procedures and decisions. • It includes management’s ability to breathe life into an organization structure using processes, such as communication. In the context of the criteria of eƯectiveness, ____ is defined as fulfilling customers’ expectations and requirements. Correct • Quality Incorrect • EƯiciency • Adaptiveness • Satisfaction In the context of the criteria or organizational eƯectiveness, identify the measures of productivity. • Clients Serviced, Profit, Market share, Sales • Unit Cost, Occupancy rates. Which of the following criteria of eƯiciency measures the capacity of an organization to increase its capability to deal with environmental demands. • Development • Productivity • Adaptiveness • EƯiciency In the context of organizational eƯectiveness, ___ is defined as the ratio of outputs to inputs. • EƯiciency • Profitability • Consistency • Substitutability The ability of an organization to get things done in the way the organization wants them to be done is known as ____. Power In the context of organizational eƯectiveness, ____ refers to the extent to which an organization meets the needs of its employees. • Satisfaction • Adaptiveness, EƯiciency, Sustainability Identify a true statement about motivation theory in the context of individual motivation. • It attempts to describe and anticipate how the behavior of individuals is aroused, started, maintained, and terminated. • It explains that the performance of an organization depends on employee performance as well as team performance. • It attempts to identify specific characteristics, both physical and mental, associated with leadership success. • It emphasizes the design of a preplanned structure for doing work and minimizes the importance of the social system. In the context of criteria of organizational eƯectiveness, ____ is the extent to which an organization can and does respond to internal and external changes. • Adaptiveness Sustainability, Satisfaction, EƯiciency Which of the following statements are true of informal groups? • They are built around friendships and common interests. • They form as a result of the actions of employees. • They can have a positive or negative impact on organizational performance. • They are sanctioned by management. • They are formed to carry out assigned jobs and tasks. In the context of the criteria of organizational eƯectiveness. Identify a true statement about quality. • It does not depend on the price of a product or service. • It does not depend on the materials used for manufacturing a product. • It is entirely based on how a product or service has been packaged. • It is entirely based on the popularity of a product in the market. How can the management of an organization increase the probability of making highquality decisions? • By properly integrating behavioral and structural factors • By abstaining from identifying multiple means for achieving goals • By encouraging employees to avoid getting involved in functional conflicts. • By refraining from selecting specific goals or objectives. In the context of the criteria of eƯectiveness, which of the following is a development eƯort? • Introducing a program to provide management training to employees. • Depending less on instantaneous communication systems. • Encouraging employees to avoid getting involved in functional conflicts. • Excluding the partial retirement option for highly skilled workers. A(n) ____ ____ is the sum total of the rituals, beliefs, rules, artifacts, customs, and institutions that characterize the population of a country. national culture Organizations will face key human resource challenges in certain areas over the next few years as baby boomers continue to retire. Identify the areas that these challenges will pertain to. • Developing and training employees • Hiring skilled employees • Keeping high-performing employees as more job opportunities become available • Passing on knowledge from senior employees to junior employees through the process of mentoring. • Laying oƯ underperforming employees • Giving employees more autonomy in their jobs ___ are the guidelines and beliefs that people use when faced with situations in which choices must be made. Values Identify the true statements about individual motivations. • Motivation is such a complicated concept that it may be diƯicult to have a comprehensive theory of how it occurs. • Individuals’ ability to work interacts with motivation to determine their performance. • Individuals’ motivation is seldom influenced by an organization’s reward system. • Managers and behavioral scientists agree that expectancy theory is the best theory of motivation. Identify a true statement about formal groups. • They are created by managers to carry out assigned jobs and tasks. • They develop around common interests, activities, and friendships. • They do not aƯect individual performance. • They do not produce negative outcomes. Which of the following are the levels of an organization’s culture according to Edgar Scheln? • The unconscious assumptions of individuals that guide their behavior. • Things or values that are of significance to individuals • Artifacts that are seen but often not understandable • Specific rules, laws, and procedures that favor low-risk decision making • The relationship of individuals with their organization. In an organization, the quality of decision making depends on _____. • Selecting proper objectives and determining means for achieving them. • A manager’s ability to ensure that all work is performed as per the principles of science. • Practically selecting and then educating, training, and developing employees. • A manager’s ability to develop a science for every element of his or her employees’ work. Match the types of organizational culture with their descriptions. Strong Culture = Employees concur on the way things should be done in an organization. Weak Culture = Employees are less likely to perform tasks in a manner that is consistent across the organization. Identify the true statements about national culture. • The norms, values, rituals and customs of a culture evolve when influenced by several cultural aspects such as politics. • Groups and individuals in a society play a role in the way that a culture develops over time. • Most nations contain only one culture, which is unaƯected by religion and language. • The norms, values, rituals, and customs of a culture appear naturally among the population of a country. Identify the true statements about values. • Organizations can function eƯiciently only when their employees have shared values • Values are communicated through religion, education systems, families, organizations and communities. • Individuals’ values are their unconscious wants or desires that guide behavior. • Values seldom reflect a society’s ideas about what is right or wrong. Charlotte, a customer at a garment store, asked for a particular jacket. The salesperson showed her not just that particular jacket, but three similar ones so that the customer would have more choices. This is an example of ____. • Customer-service culture • Ethical culture • Diversity culture • Employee-relations culture Identify a true statement about motivation theory in the context of individual motivation. • It attempts to describe and anticipate how the behavior of individuals is aroused, started, maintained, and terminated. • It explains that the performance of an organization depends on employee performance as well as team performance. • It attempts to identify specific characteristics, both physical and mental, associated with leadership success. • It emphasizes the design of a preplanned structure for doing work and minimizes the importance of the social system. Identify a research theme that discusses how to bring about significant culture change. • Cultures are so hidden and elusive that they cannot be adequately managed, diagnosed or changed. • People naturally welcome change to a new culture. • Cultural change in an already-established organizational culture requires minimal resources. • Deliberate attempts at culture change are very practical. Identify the statement that best describes Edgar Schein’s definition of organizational culture. • Culture involves adaptations, assumptions, learning, and perceptions • It is an abstraction from behavior that is uncompromised by the products of behavior. • The personal scripts of an organization’s founder or leader have no place in its culture. • Culture does not involve symbols, language, ideologies. Rituals, and myths. Identify a diƯerence between strong and week organizational cultures. • In strong cultures, employees share core values, while in weak cultures, employees do not share core values. • In strong cultures, employees often disagree on the way things are done, while in weak cultures, employee behavior is strongly influenced by culture. • In strong cultures. Employees follow their own individual value, while in weak cultures, individuality is absent. • In strong cultures, employees are unlikely to perform tasks consistently, while in weak cultures, consistency is usually present. In socialization, the assumptions, values, and attitudes of older employees are not transmitted to new hires. False The main purpose of anticipatory socialization in an organization is to ___. Identify the true statements about individuals who seek information when entering a new job or organization. • They wish to know whether they are suited to the jobs available in the organization. • They want to learn as much as possible about what it is like to work for the organization. • They are not receptive to information about jobs and organizations when faced with the necessity to make a decision. • They seek out information about a job only when it is their first time and not when they are transferred or promoted. Tyra, who had visited a supermarket, discovered that her cell phone was missing when she returned home. When she called the supermarket to inquire, the store manager informed her that the cell phone had been found and that a delivery boy would bring it to her doorstep. This is an example of _____. • Customer-service culture • Technical culture • Employee-relations culture • Moral culture. When does the accommodation stage of the career stage model of socialization occur? • After an individual becomes a member of an organization • When an individual experiences work life conflict after many years in an organization. • Before an individual takes a new job or enters an organization. • When an individual moves up in an organization’s hierarchy but is unable to handle stress. Cultures serve to ward oƯ anxiety and sustain people throughout periods of diƯiculty by oƯering continuity and stability. • True • False Which of the following are the levels of an organization’s culture according to Edgar Schein? • Things or values that are of significance to individuals • The unconscious assumptions of individuals that guide their behavior. • Artifacts that are seen but often not understandable • The relationship of individuals with their organization • Specific rules, laws and procedures that favor low-risk decision-making. Identify a true statement about the role management stage of socialization in an organization. • Conflicts arise during this stage. • Employees acquire information about the new organization and new job. • Individuals adjust to the demands and expectations of their immediate work groups. • Employees learn the tasks of their job. ____ refers to the activities by which an individual comes to appreciate the abilities, values, social knowledge, and expected behaviors essential or assuming a organizational role and for participating as an organized member. Socialization The main purpose of anticipatory socialization in an organization is to _____. • Obtain information about the new organization or new job. • Ensure that new employees meet other employees only after they join the organization. • Eliminate the need for socialization after an employee gets used to the job. • Adjust to the demands and expectations of an immediate work group. The ___ stage of the career stage model of socialization is the breaking-in period that is usually stressful for an individual because of anxiety created by uncertainties pertaining to the job or organization. • Accommodation • Role Management • Firmament • Anticipatory Socialization Match the stages of socialization with the eƯective managerial practices suitable for each stage: Anticipatory Socialization = Providing detailed information about the company (history, milestones, success stories) Role Management Socialization = OƯering professional counseling and flexible job tasks Identify a research theme that discusses how to bring about significant culture change. • Cultures are so hidden and elusive that they cannot be adequately managed, diagnosed or changed. • Deliberate attempts at culture change are very practical • Cultural change in an already established organizational culture requires minimal resources. • People naturally welcome change to a new culture. • Cultures are so hidden and elusive that they cannot be adequately managed, diagnosed or changed. ____ is the designation for an experienced and trusted advisor in an organization who provides friendship, coaching, role modeling, and sponsorship to a younger, lessexperienced employee. • Mentor • Protégé • Delegate • Attendee In the context of the workplace, identify the true statements about spirituality. • It develops from an individual’s self-inquiry. • Some individuals use this term to describe the cultural features of a company. • It is a prescribed code of conduct and a set of doctrines and belief. • This term is synonymous with religion. Identify a type of conflict that arises specifically during the role management stage of socialization. • Conflict between an employee’s work and home life. • Conflict between employees and their supervisors about an organization’s policies • Conflict between an employee’s work and home life. • Conflict between an employee and a family member that does not aƯect job performance. • Conflict between two new employees at work. In socialization, the assumptions, values and attitudes of older employees are not transmitted to new hires. False Identify the true statements about individuals who seek information when entering a new job or organization. • They want to learn as much as possible about what it is like to work for the organization. • They wish to know whether they are suited to the jobs available in the organization. • They seek out information about a job only when it is their first time and not when they are transferred or promoted. • They are not receptive to information about jobs and organizations when faced with the necessity to make a decision. Identify the practices that can be used by managers to sustain eƯective accommodation socialization in organizations. • Provisions of accurate and supportive feedback • Employee induction using customized orientation programs. • Recruitment using realistic job previews • Provision or professional counseling. Identify the true statements about mentoring. • It helps mentors satisfy the need to make an impact on other employees’ careers. • It is used by some companies as a means of developing leaders in the new workplace. • It involves preventing the socialization of new employees. • It is used exclusively to develop managers. ____ means that employees have an inner or personal life that nourishes and is nourished by performing meaningful, challenging, and relevant work. • Workplace spiritually • Job embeddedness • Horizontal diƯerentiation • Cognitive dissonance Which of the following statements are true of individual diƯerences? • They are important in the study of management and organization behavior because they directly aƯect behavior. • They have an impact on the success of individuals and their organization. • They aƯect all areas of organizational activity except productivity and innovation. • They have an indirect eƯect on individual behavior. Identify the individual diƯerences that aƯect workplace behavior. • Personality • Perceptions • Skills and Abilities • Diversity • Also: Emotions and Attitudes • Working conditions • Organizational structure Identify the primary and stable dimensions of diversity • Physical attributes • Gender and age • Ethnicity and race • Sexual/aƯectional orientation • Educational background and work experience • Marital status BUSI240 Chapter 3 & 4 Questions and Answers 2026 Secondary (changeable) dimensions of diversity • Educational background and work experience • Marital status • Religious beliefs • Health An individual’s talent to perform a physical or mental task is called their _____? Ability A learned talent that a person has acquired to perform a task. • Skill An individual’s attitude toward an object, situation, or person has a certain influence on the individual’s response to that object, situation, or person. True Organizational activity remains unaƯected by individual diƯerences. False • There is virtually no area of organizational activity that is not aƯected by individual diƯerences. Which of the following should managers do to understand individual diƯerences among employees? • They should examine relationships among variables that aƯect individual behavior. • They should observe and acknowledge the diƯerences. • They should promote homogeneity in the workplace in terms of attitudes and abilities. • They should exclude cultural diƯerences when interacting with employees. A relatively stable set of behaviors and feelings that have been significantly formed by environmental and genetic factors is known as an individual’s ______ Personality Identify the secondary dimensions of diversity. • Religious beliefs • Work experience • Marital status • Educational background • Health • Physical attributes • AƯectional orientation Identify the primary emotions • Anger and disgust • Sadness and fear • Joy, anticipation, and surprise • Envy and passion • Pride, loneliness, and shame An individual’s ability generally changes over time. False • This is false. Abilities and skills play a major role in individual behavior and performance. An individual’s ability is generally stable over time. On the contrary, skills change as an individual’s training or experience occurs. Identify a true statement about perception. • It enables individuals to gain a better insight into their environment. • It is based on an individual's current experiences rather than prior experience. • It is nonempirical by nature. • It involves observing rather than selecting. Mental states of readiness that are learned and organized though experience are known as _____ attitudes Match the laws of perceptual grouping with their descriptions: The law of nearness - All other things being equal, the tendency of people to group together stimuli that are close to each other. The law of similarity - The tendency of people to group together stimuli that are alike in form, size, shape, and color. The law of closure - The tendency of people to complete a figure, so that it has a consistent overall form. The law of figure and ground - The tendency of people to group sensations into backgrounds and figures. Which of the following statements is true of schemas? • They help individuals think and prepare before taking actions. • They fail to aid managers in making better sense of information. • The process of creating schemas is immune to the potential for inaccuracies. • The process of creating schemas usually occurs without any distortions. Identify the true statements about personality: • It compromises both unique and common characteristics that explain the diƯerences and similarities in people. • It seems to be arranged in patterns that are, to some extent, measurable and observable. • It is relatively unstable set of feelings and behaviors of a person that are influenced by both genetic and environmental factors. • It lacks a deep core, such as sentiments about authority. Identify the true statements about stereotyping. • It is a way of classifying events, people or organizations based on limited observation or information. • It may occur as the consequences of a reaction to a name or label. • It is never productive or helpful even if people recognize its dangers and limitations. • It invariably occurs as a result of an indirect interaction with a person. A state of physiological arousal accompanied by changes in facial expressions, gestures, posture, or subjective feelings is called a(n) ______ Emotion Match the types of attention with their features: Selective attention -- Narrows the information channel that links the senses to perception. Divided attention -- Occurs when individuals are distracted by multiple demands The cognitive process by which an individual gives meaning to environmental stimuli by observing, selecting, and interpreting information known as _____. Perception When a person allows one noticeable or important characteristic of another person to bias the impression, evaluation, or perception of that person, it leads to the ______. • Halo eƯect • Pygmalion eƯect • Chameleon eƯect • Golem eƯect Which of the following are the laws of perceptual grouping? • The law of nearness • The law of closure • The law of figure and ground • The law of similarity • The law of distance • The law of dissimilarity Which people use themselves as benchmarks against which they judge others, it gives rise to ____. • Similar-to-me errors • The halo eƯect • The chameleon eƯect • Fundamental attribution errors Schemas or perceptual frameworks are often used by managers to _____. • Prepare for a situation or think about a problem. • Reduce the actual number of pay grades to a relatively few broadly based pay grades. • Overview the most important information in a business plan. • Order supplies to ship to a given amount of an item or items at a given quality and price. _____ _____ views the process by which individuals interpret events around them as being caused by, or attributed to, a relatively stable portion of their environment. Attribution Theory A translation step in the perceptual process that is used to help people in dealing with massive demands of information processing is known as _____. Stereotyping Match the types of attention with their descriptions: Selective attention - It describes the fact that individuals attach importance to some messages and lay aside others for later reference. Divided attention - It occurs when an individual needs to split up his or her mental eƯorts among tasks that require some amount of attention. The use of excessive impression management techniques increases the eƯectiveness of employee selection decisions. False • This is false. During an interview process, most people try to present themselves in a favorable light. However, candidates who use excessive impression management techniques may decrease the eƯectiveness of employee selection decisions. Identify a scenario that exemplifies the halo eƯect. • Ken is considered ineligible for the position of manager because he is from a backward selection of society. Incorrect • Reita is often seen browsing social websites, rather than working, in oƯice. • Ken is considered ineligible for the position of manager because he is from a backward selection of society. • Cathy sets high targets for her subordinates and motivates them because she trusts her employees. • Max’s subordinates perform poorly because he often abuses them. According to GoƯman, impression management is a type of _____ process. • Theatrical • Metaphysical • Political • Cultural Identify a true statement about similar-to-me errors. • People’s characteristics may aƯect the characteristics identified as lacking or present in others. • They occur when a person believes that certain biases are highly possible than general ones. • They occur when a person behaves in a negative manner to meet low expectations. • Research suggests that knowing oneself well cannot make one capable of seeing others accurately. Identify the true statements about attribution theory. • It oƯers a basis for comprehending the relationship between behavior and perception. • It strives to explain the why of individuals’ behavior. • It classifies individuals and organizations on the basis of limited information. • It states that the actual events themselves, not the perceived causes of events, influence, impact, or modify people’s behavior. According to Jones and Pittman, match the impression management tactics used by individuals with their descriptions. Ingratiation   Individuals oƯer favors or flatter others so that others view them positively. Self-promotion   Individuals tout their own competence and abilities. Exemplification   Individuals seek to be viewed as dedicated by exceeding the call of duty. Supplication   Individuals seek to be viewed as requiring help due to limitations. Intimidation   Individuals require others to view them as threatening and powerful. The attempt to influence others’ perceptions of oneself is called ____ ____. impression management According to GoƯman, which of the following statements is true of impression management? • An individual can mobilize style, creativity, and resources in others’ presence to make a positive impression. • An individual uses impression management only at first contact. • The process of impression management never occurs over the course of a long-term relationship. • The process of impression management is not theatrical in nature. When people use themselves as benchmarks against which they judge others, it gives rise to ____. • Similar-to-me errors • The chameleon eƯect • Fundamental attribution errors • The halo eƯect _____ _____ views the process by which individuals interpret events around them as being caused by, or attributed to, a relatively stable portion of their environment. Attribution Theory Identify the impression management tactics oƯered by Jones and Pittman. • Ingratiation and supplication • Self-promotion • Exemplification and intimidation • Noningratiation • Complication and complacency BUSI240 - Chapters 5, 6, & 7 Identify the components of motivation • Direction • Persistence • Intensity • Distribution • Specificity Identify the true statements about needs Correct • They are regarded as triggers of behavioral responses • They make employees vulnerable to managers’ motivational eƯorts Incorrect • The result from the behavioral responses of individuals. • They are invariably extrinsic rather than intrinsic in nature. Rank needs identified by Abraham Maslow in the order in which they appear in the needs hierarchy. (Place the lowest-level needs at the bottom and the highest-level needs at the top.) • Self-Actualization needs • Esteem needs • Belongingness, love, and social needs • Security and safety needs • Physiological needs Which of the following are the needs identified by Clayton Alderfer in his ERG theory of motivation? • Growth needs • RELATEDNESS NEEDS • EXISTENCE NEEDS • SAFETY AND SECURITY NEEDS • PHYSIOLOGICAL NEEDS According to Helzberg’s two factor theory of motivation, hygiene factors are ____. • Extrinsic conditions related to a job • Intrinsic conditionals related to a job • Esteem needs • Physiological needs Match the components of motivation with their descriptions. • Direction  What a person chooses to do when presented with many possible alternatives. • Intensity  The strength of an individual’s response once a choice is made • Persistence  How long an individual will continue to devote eƯort to a chosen task Match the needs identified in McClelland’s learned needs theory with their descriptions. The need for achievement  It indicates a tendency to set challenging goals and work hard toward them using the required skills and abilities. The need for aƯiliation  It indicates a desire to communicate socially with people. The need for power  It identifies a desire to obtain and exercise authority. ____ are best described as the deficiencies experienced by an individual at a particular point in time. • Needs • Alternatives • Conflicts • Boundaries ____ is a theory of motivation that suggests employees are more likely to be motivated when they believe that their eƯorts will result in successful performance and desired outcomes and rewards. • Expectancy theory • Trait theory • Attribution theory • Classical design theory According to Maslow’s needs hierarchy, the lowest-level needs are the self-actualization needs, and the highest-level needs are physiological needs. False Match the needs identified by Clayton Alderfer in the ERG theory of motivation with their descriptions: • Existence needs  Need satisfied by factors such as air, food, water, working conditions and pay • Relatedness needs  Needs satisfied by meaningful interpersonal and social relationships. • Growth needs  Needs satisfied by making productive or creative contributions The equity theory of motivation is based on the assumption that ____. • Employees are motivated by a desire to be fairly treated at work • Social interaction is the strongest motivating factor • Employees do not work in exchange for rewards from their organizations • Employees do not compare their eƯorts with those of others in similar work situations. According to Herzberg’s two-factor theory of motivation, when hygiene factors are present, employees _____. • Reach a stage where they are not discussed with their jobs. • Find their jobs meaningful and fulfilling • Are highly motivated to perform well • Reach a point where they do not feel the need for more benefits. Identify the components of organizational justice. (more than one answer may be correct) • Procedural justice • Interpersonal justice • Distributive justice • Informational justice Incorrect • Security justice • Advancement justice According to McClelland’s needs theory of motivation, which of the following are learned needs obtained from culture? • The need for aƯiliation • The need for power • The need for achievement • The need for food and shelter • The need for fairness A(n) ____ is a particular target that an individual is trying to achieve. Goal Identify the most important components of expectancy theory. • Instrumentality • Expectancy • Valence • Outcomes • Hierarchy • Equity Which of the following statements are true of psychological contract between an individual and an organization? • It may place emphasis on exchanges involving loyalty, fair treatment, satisfaction, challenging work and chance to be creative. • It is not static because the expectations of either party and the ability of either party to continue meeting expectations can change. Incorrect • It is a written agreement that specifies what each party expects to give to and receive from the other. • It is independent of and unrelated to employees’ health, job satisfaction, and citizenship behavior. According to Abraham Maslow’s theory of motivation, needs _____. • Are arranged in a hierarchy • Must be acquired from culture • Are irrelevant to motivation • Must be satisfied to motivate Identify a feature of the content theories of motivation • They focus on the characteristics of individuals. • They focus on the relationship between attitudes toward inputs and outputs • They focus on desired outcomes and valence. • They focus on organizational justice. Which theory of motivation explains how individuals’ perception of how fairly they are treated in social exchanges at work can influence their motivation. • Equity theory • Need-hierarchy theory • Expectancy theory • Goal-setting theory Which of the following does job design attempt to do? • It attempts to eliminate obstacles in the work environment that obstruct the most significant needs of an organization and its employees. It attempts to identify the most significant needs of an organization and its employees. • It attempts to identify the most significant needs of an organization and its employees. • It attempts to increase opportunities in the work environment that obstruct the most significant needs of an organization and its employees. • It attempts to enhance employee turnover to meet the most significant needs of the organization and its employees. ____ focuses on employees’ perceptions and judgements regarding the fairness of their organizations’ decisions and procedures. • Organizational justice • A gain-sharing plan • An intrinsic reward • Expectancy theory Identify the various outcomes of job performance that are important to the individual and to the organization. • Behavioral outcomes • Objective outcomes • Instrumentality outcomes • Valence outcomes Persons, teams, and groups attempt to accomplish goals through _____. • Actions and behaviors • Centralization • Instrumentality • Cognitive dissonance Identify a feature of an intrinsic outcome. • It is an event or object that results from an employee’s own eƯorts. • It is an outcome derived from personal interactions with others. • It involves objects in the workplace such as working conditions that are a basic part of an employee’s work. • It requires the involvement of a manager or supervisor. Identify a feature of a psychological contract between an individual and an organization. • It is an implied agreement between the individual and the organization. • It never takes precedence over an employment agreement. • It acts as a formal agreement between two or more individuals. • It is a written agreement between the individual and the organization. Match the process theories of motivation with their descriptions. Expectancy Theory  It focuses on individual, environmental and job variables, Equity Theory  It focuses on the relationship between reward practices and attitudes toward inputs and outputs. Goal-setting Theory  It focuses on the cognitive processes and the part played by intentional behavior in motivation. In the context of job performance outcomes, ___ ___ refers to attitudes, beliefs, and feelings that employees have with regard to their jobs. job satisfaction Identify a feature of job design. • It is a dynamic, ongoing process. • It is a schedule designed to reinforce behavior. • It is a method of focusing on positive opportunities. • It helps increase the perceived power of manager’s positions. In the context of job range, in most instances, the greater the number of tasks to be performed, the longer it will take to finish the job. True Match the outcomes of job performance with their features. Objective outcomes  They include tardiness, turnover, absenteeism, and quality and quantity of output. Behavioral outcomes  They include physiological problems and stress that can result from job performance. Identify a feature of an extrinsic outcome. • It is an object that is the result of a worker’s eƯorts in conjunction with factors not directly involved in a job. • It results from job characteristics like variety, autonomy, identity and significance. • It requires managers to make strategic plans. • It is solely in the province of technical and professional jobs. Which of the following factors determine job relationships? • The decisions of managers regarding spans of control • The decisions of managers regarding the basis for departmentalization • The decisions of managers regarding corporate social responsibility. • The decisions of managers regarding quality management Which of the following statements are true of a psychological contract between an individual and an organization? • It is not static because the expectations of either party and the ability of either party to continue meeting expectations can change. • It may place emphasis on exchanges involving loyalty, fair treatment, satisfaction, challenging work, and chance to be creative. • It is a written agreement that specifies what each party expects to give and to receive from the other. • It is independent of and unrelated to employees’ health, job satisfaction, and citizenship behavior. ____ refers to features of a job that define its general nature as seen by a jobholder. • Perceived job content • Job description • Job definition • Perceived remuneration In the context of job performance outcomes, _____ depends on the levels of intrinsic and extrinsic outcomes and how the jobholder views those outcomes. • Job satisfaction • Job context • Job rotation • Job specification Match the job characteristics with their features. Variety  It is the perception of job range. Autonomy  It reflects the perception of job depth. Dealing with others  It is the perception of job relationships. What does job range refer to? • The number of tasks performed by a jobholder. • The amount of control that an individual has to alter a job • The factors that define the general nature of a job. • The description of how one job diƯers from another. In job rotation, individuals are expected to _____. • Engage in multiple job activities • Work long hours • Travel indefinitely • Share jobs with other employees Identify the various outcomes of job performance that are important to the individual and to the organization. • Objective outcomes • Behavioral outcomes • Valence outcomes • Instrumentality outcomes Notes: Valence = the perceived value or attractiveness of an outcome/reward to the individual. Instrumentality = the perceived link between performance and receiving that outcome. Identify the consequences of job enlargement. • Long training periods are usually required • Performance outcomes improve. • Job satisfaction usually decreases • Employee boredom increases Identify the true statements in the context of job relationships. • It is easier for individuals with homogeneous backgrounds to form social relationships that are satisfying with less stress than for individuals with heterogeneous backgrounds. • Individuals in larger groups are less likely to interact adequately to build interpersonal relationships than individuals in smaller groups. • Individuals who work in product and customer departments experience feelings of dissatisfaction less intensely than those who work in functional departments. • It is easier to establish friendships and interest relationships when the span of control is wider rather than narrower. What can managers do if they wish to increase job performance by changing perceived job content? • Change job design • Decrease job evaluation • Change job context • Decrease job embeddedness Job enrichment can be implemented through direct changes in _____. • Job depth • Job rotation • Job context • Job embeddedness Identify the job characteristics included in the Requisite Task Attribute Index (RTAI). • Variety • Responsibility • Optional interaction • Knowledge and skill required • Required interaction • Autonomy • Diversity • Instrumentality and valence Identify the true statement about self-managed teams (SMTs). • They usually work with little or no outside direction. • They are typically responsible for an entire process from beginning to completion. • They can take several forms, including virtual teams, project teams, task forces, and quality circles. • They work on assignments that are typically determined by higher management. • They invariably lack the authority to evaluate their own performance. Identify the true statements about job rotation. • It involves rotating employees from one job to another. • It involves enhancing job range and the sense of variety in the job content. • It changes the basic characteristics of the assigned jobs. • It involves rotating employees who work in shift-based jobs. Identify a true statement about compressed workweeks. • They oƯer workers more leisure time than regular workweeks. • They make it necessary for workers to travel to and from work in rush-hour traƯic. • They ensure that employees are on diƯerent schedules. • They require employees to be present during common core hours every day. What do job enlargement strategies focus on? • Despecialization • Hardiness • Decentralization • Extroversion Which of the following factors determine job relationships? • The decisions of managers regarding the basis of departmentalization. • The decisions of managers regarding spans of control. • The decisions of managers regarding corporate social responsibility. • The decisions of managers regarding quality management. Identify the features of total quality management (TQM). • It combines human knowledge with technical knowledge. • It combines human knowledge with technical knowledge. • It refers to the steps taken to ensure fair treatment of employees by authorities. • It is a design that superimposes a project-based design on an existing functionbased design. • It is an organizational culture that leads to increased customer satisfaction. What can managers do to give employees greater opportunities to exercise discretion? • Provide direct and timely feedback • OƯer learning opportunities • Make employees accountable for each other’s work • OƯer learning opportunities • Give employees the freedom to schedule each other’s work Management philosophy and practice that introduce cultural change, enhance employee dignity, and provide opportunities for growth and development are referred to as ____. • Quality of work life (QWL) • Fixed-interval reinforcement • Attraction-selection-attrition (ASA) frameworks • Employee assistance programs A job enrichment approach to redesign at the group level is represented by ____. • Self-managed teams • Virtual teams • Sales teams • Culturally diverse teams The information provided by performance evaluation serves several purposes. Identify the purposes that have a judgmental orientation. • To aid in the identification of employees who have high potential. • To provide a basis for the allocation of rewards • To validate the eƯicacy of the procedures for employee selection. • To assess older training programs. • To identify training and development opportunities • To stimulate performance management. In a popular form of the alternative work arrangement known as ____, employees are permitted to work four 10-hour days instead of the standard five 8-hour days. • The compressed workweek • Flextime • The common core • Job sharing Match the questions that are associated with performance evaluations with their features. • Is a task being done eƯectively?  It tends toward a judgmental orientation. • Are employee abilities and skills being fully used?  It is developmental in nature. Identify the consequences of job enlargement. • Long training periods are usually required. • Performance outcomes improve. • Job satisfaction usually decreases • Employee boredom increases. ___ ___ ___ (TQM) is an organization-wide management system that uses statistical process control and group problem-solving processes and strives for continuous improvement to achieve high quality. • Total Quality Management Identify the ways in which performance evaluation systems can be made eƯective. • Performance results should be regularly communicated to employees. • Managers should receive training in evaluating subordinates’ performance. • Employees should be encouraged to participate in the evaluation process. • Performance evaluation feedback should focus solely on problem areas. • General, not specific, performance goals that have to be met should be set. Identify the indicators of quality of work life (QWL). • Sick leave usage • Stress • Employee turnover • Accident rates • Profit margins • Return on investment Match the categories of performance evaluation feedback with their examples: Instructional feedback  A trainee employee is asked to follow the appropriate project guidelines to avoid errors. Motivational feedback  An experienced employee is recognized for the eƯort and innovative ideas. Which of the following statements are true of performance evaluations that have a judgmental orientation? • They primarily concentrate on past performance. • They oƯer a basis for making decisions related to which employee should be rewarded. • They help in evaluating the eƯectiveness of organizational programs. • They encourage supervisor-employee disagreement on performance expectations. • They are primarily concerned with eliminating employee transfers and layoƯs. Identify the tips for providing performance feedback. • Goals, results, and goals accomplished should be addressed. • Positive reinforcement should be combined with constructive criticism. • Feedback should be given as often as possible. • An evaluator telling method, not a problem-solving approach, should be adopted. • The characteristics of performers should be addressed. Identify the true statements about performance evaluation. • It is a continuous and ongoing process. • It should emphasize job performance. • It should focus on individuals • It is a static and intermittent process. Identify the best practices that are being used by organizations in an attempt to improve the impact of their 360-degree feedback programs. • Senior management should be made mentors or role models. • The 360-degree feedback program should be primarily used for individual development. • Highly trained in-house coaches should be used to help employees develop action plans for improvement. • Every aspect of 360-degree approach should be free from administrative control. • The feedback process should be kept separate from the organization’s overall strategy. What do job enlargement strategies focus on? • Despecialization • Extroversion • Decentralization • Hardiness Behaviors that can be controlled by altering the consequences that follow them are called ____. Operants The eƯectiveness of performance evaluation systems can be improved by ____. • Establishing specific performance goals • Limiting or minimizing employee participation in the evaluation process. • Ensuring that evaluation feedback focuses solely on problem areas • Overlooking relevant employee behavior. Match the types of reinforcers with their features. A positive reinforcer  It is a stimulus that strengthens the probability of a behavioral response when added to a situation. A negative reinforcer  It refers to an increase in a response’s frequency following removal of an undesirable reinforcer soon after the response. Match the types of performance evaluation feedback with their descriptions. Instructional feedback  It teaches new behavior and points out areas of improvement. Motivational feedback  It promises a reward or provides a reward Presenting an unwanted or uncomfortable consequence for a particular behavioral response is known as _____. Punishment While providing performance feedback, managers should _____. • Refrain from discussing or attacking employees’ attitudes, values, or personality. • Focus solely on ineƯective performance or problems of subordinates. • Address performer characteristics, not results, goals, and goals accomplished. • Adopt an evaluator telling method or a one-way exchange method. In an organizational context, the decline and eventual cessation of a response rate is known as ____. extinction Identify a true statement about 360-degree feedback programs. • Anybody in an individual’s full domain can act as an evaluator. • The concern about fairness and credibility in evaluation is questionable. • The observation frequency across evaluators remains the same. • Managers are barred from sharing assessment results with others. Identify the workplace behaviors that are operants. • Carrying out job-related tasks • Completing sales reports • Coming to work punctually • Laying oƯ incompetent employees • Applying for job vacancies The timing of the punishment or rewards used in an organization is called ____. • Reinforcement scheduling • Path clarification • Horizontal diƯerentiation • Social loafing Identify a true statement about reinforcers. • They are instrumental in increasing the rate of behavior. • They obstruct the flow of messages from senders to receivers. • They define the general nature of a job or task. • They are mental states of readiness learned through experience. One of the main objectives of reward programs is ______. • Attracting eligible candidates to be part of an organization. • Increasing a response’s strength through punishment consequences • Achieving higher response rates with interval schedules • Preventing all forms of discrimination at workplaces. Identify the work-related factors that can be considered punishments. More than one answer may be correct. • The criticism from a superior • The demotion of an employee. • The obligation to come to work on time. • The requirement to complete sales reports. Unlike an intrinsic reward, an extrinsic reward _____. • Is initiated from outside a person. • Is self-administered by a person • Cannot be initiated by someone other than the person receiving the reward. • Cannot have any critical value to the person receiving the reward. Identify a true statement about extinction in an organizational context. • It means decreasing undesirable or unwanted behavior. • It is the process of settling conflicts through third-party interventions. • It is the process by which one gives meaning to environmental stimuli. • It presents an unwanted output for a behaviorial response. When a positive reinforcement program is administered, the focus is on ______. • The expected behavior that leads to job performance. • The job performance of employees alone. • Overlooking the relationship between behavior and its consequences. • Motivating the maximum number of employees to participate. Identify the best practices that are being used by organizations in an attempt to improve the impact of their 360-degree feedback programs. • Senior management should be made mentors or role models. • Highly trained inhouse coaches should be used to help employees develop action plans for improvement. • The 360-degree feedback program should be primarily used for individual development. • Every aspect of the 360-degree approach should be free from administrative control. • The feedback process should be kept separate from the organization’s overall strategy. Managers are unable to influence attendance behavior. False ***This is false. Managers appear to have some influence over attendance behavior. They have the ability to punish, establish bonus systems, and allow employee participation in developing plans. Match the types of reinforcement scheduling with their descriptions: Continuous reinforcement  It involves reinforcing a response every time it occurs. Intermittent reinforcement  It occurs only after a few instances of a response. In the context of job performance, the outcome of each behavior has a(n) ____ or value to an individual. valence Which of the following are the main objectives of reward programs? • Encouraging employees to attain higher performance levels. • Ensuring that employees continue coming to work. • Maintaining heterogeneity in organizations. • Increasing the strength of organizations. Identify the attitudes involved in commitment to an organization. • A feeling of identification with the goals of the organization • A sense of allegiance to the organization • A sense of involvement in organizational duties. • A determination to keep individual and organization goals separate. • A preference for rigid monitoring control processes. Unlike an extrinsic reward, an intrinsic reward ______. • Is self-administered by an individual • Is initiated from outside an individual • Cannot have any significance to the person receiving the reward • Does not provide a sense of gratification to the person receiving the reward The basic foundation of rewarding employees through positive reinforcement is ____. • The association between behavior and its consequences. • The overlooking of the desired behavior that leads to job performance • The emphasis on employee job performance alone • The administering of fixed-ratio schedules independent of employee response. Identify the true statements about a skill-based pay plan. • The skills learned by employees are the key pay determinants. • Employees receive pay at a rate based on the ability to learn and apply personal skills • Pay raises are given at a specific time because of seniority. • Employees receive pay on the basis of their jobs rather than their skills Match the problems associated with absenteeism with their consequences It is expensive  Reduces output It is disruptive  Requires the modification of programs and schedules A pay system that reduces the actual number of pay grades to a relatively few broadly based pay grades is known as _____. broadbanding or banding In the context of job performance, the strength of an individual’s preference for a particular outcome is called a(n) _______. Valence In the context of team-based reward systems, match the types of teams with the rewards suitable for the teams. Independent teams  The accomplishment of goals can be the basis of rewards. Interdependent teams  An area, plant, or division reward plan may work the best. In an organizational context, a sense of involvement, loyalty, and identification expressed by an employee toward the company in which he or she works is known as _______. Commitment A true statement about a gain-sharing plan is that ____. • Organizations share financial benefits with all employees in a single plant or location by using a formula. • It refers to group incentive programs that reward employees for meeting specific goals or objectives. • Companies make contributions of stock, or cash to purchase stock, to employees. • It can provide a substantial nest egg for employees upon retiring or leaving a company. Unlike an intrinsic reward, an extrinsic reward ____. • Is initiated from outside a person • Cannot be initiated by someone other than the person receiving the reward • Is self-administered by a person • Cannot have any critical value to the person receiving the reward Identify a true statement about employee stock ownership plans (ESOPs). • Companies contribute stock, or cash to purchase stock, to employees. • Organizations conduct group incentive programs to reward employees for meeting specific goals • Organizations use a formula to share financial gains with all employees in a single plant • Individual employees’ stock allocation is aways based upon seniority. Skill-based pay systems diƯer from conventional pay systems in the sense that in skillbased pay systems _____. • The employees receive a raise when they demonstrate their skills to perform specific jobs. • Pay rates and ranges are determined by jobs • The tasks performed by employees, rather than the skills developed by them, are the key pay determinants • Pay increased are given at any specific time because of seniority Which of the following factors can act as motivators if the line of sight between what an employee is doing and a reward is clear? • Increased pay and promotions • Appreciation for a job well done • The permission to practice pay secrecy • The chance to own an entire or