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gj4 tif07

gj4 tif07

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Published by machevallie

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Published by: machevallie on Jul 03, 2008
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06/29/2013

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CHAPTER 7Creating a Motivating Work Setting
True/False QuestionsOpening Case – Motivating Employees at Hydro
1.Norsk Hydro has a holistic approach to job design and emphasizes the significanceof the work employees perform for the company as a whole as well as for societyin general.
True (page 202, moderate, recall)
2.At Norsk Hydro in Norway, employees are given the autonomy to decide whenand where they work.
True (page 202, moderate, recall)
3.In spite of longer work hours, Norsk Hydro employees exhibit job satisfaction andorganizational commitment.
False (page 202, moderate, understanding)Norsk Hydro realizes that allowing employees to have balance in their lives(between work and family) helps them perform better and contributes totheir job satisfaction and organizational commitment.
4.The Hydroflex program at Norsk Hydro is an on-the-job exercise programdesigned to boost company morale and increase productivity.
False (page 202, difficult, recall)Key to Norsk Hydro’s approach to flexibility is there Hydroflex programwhich provides flexibility in when and where one works, flexibility in the useof one’s skills, and flexibility in the kinds of contributions one makes on the job.Job Design: Early Approaches
5.Job design is the process of linking specific tasks to specific jobs and decidingwhat techniques, equipment, and procedures should be used to perform thosetasks.
True (page 203, easy, recall)
6.Job design does not influence the motivation of employees and their input levels.
162
 
False (page 203, moderate, understanding)Managers try to design jobs to motivate employees to perform well, enjoytheir work, and receive the outcomes they deserve. Job design also influencesthe motivation of employees and their input levels. When employees aremotivated to contribute inputs at a high level and perform their jobs moreeffectively, organizational effectiveness increases. 
7. The scientific management method was developed out of the U.S. war effort inWorld War II.
False (page 204, moderate, recall)In 1911, Frederick Taylor published one of the earliest approaches to jobdesign, The Principles of Scientific Management. Scientific management wasdeveloped by Taylor to increase the performance of individual employees.
8. The determination of the exact types of body movements that are most efficient for  performing certain tasks is done through a process called “time and motionstudies.”
True (page 205, easy, recall)
9.In the scientific management approach to job design, pay is the principal outcomeused to motivate employees to contribute their inputs.
True (Page 205, moderate, understanding)
10. Jobs that were designed under scientific management principles tended to bemonotonous and dehumanizing.
True (page 205, moderate, understanding)
11.Maslow’s hierarchy of needs theory was a driving force in the movement to enrich jobs.
False (page 206, moderate, analysis)Herzberg’s motivator-hygiene theory was a driving force in the movement toenrich jobs. Herzberg’s theory suggested that employees’ motivator needsare satisfied by things such as having autonomy on the job and beingresponsible for one’s work, and that employees are satisfied with their jobsonly when these needs are met.
12.Job enlargement is referred to as horizontal job loading.
True (page 206, easy, recall)
13. Job enlargement programs tended to have mixed success.
163
 
True (page 206, moderate, recall)
14. Job enlargement is also referred to as vertical job loading.
False (page 206, easy, recall)Job enlargement is often referred to as horizontal job loading because thecontent of a job is expanded, but the difficulty remains constant.
15.When an assembly line worker is given some of the responsibility for checking thequality of work that the supervisor used to do, his job has been enriched.
True (page 206, moderate, analysis)
16.General Mills was able to cut costs and increase efficiency by enriching jobs.
True (page 207, moderate, recall)
17. Workers whose jobs have been enriched are more motivated and generally performat a higher level, according to general findings of job enrichment research.
False (pages 207-208 , difficult, recall)Not all employees want the additional responsibility that job enrichmentbrings, and it can sometimes have disadvantages for the organization as awhole. Enriching some jobs may result in loss of efficiency. Researchevidence on the effects of enrichment has been mixed. Although employeesseem to be more satisfied with enriched jobs, it is not clear whetheremployees with enriched jobs are actually more motivated and perform at ahigher level.Job Design: The Job Characteristics Model
18. According to the job characteristics model, when workers think their jobs havemore impact on the people inside and outside the organization than other jobs,their intrinsic motivation should be higher.
True (page 208, moderate, understanding)
19.When employees are intrinsically motivated, they feel good, motivating them tocontinue to perform at a high level, so good performance becomes self-reinforcing.
True (page 208, moderate, analysis)
20.The higher a job scores on each core job dimension, according to the jobcharacteristics model, the higher the level of extrinsic motivation.
False (page 208, moderate, recall)
164

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