CH 14

CHAPTER 14JOBS AND THE DESIGN OF WORK
MULTIPLE CHOICE
1. An organizational position is dened as:
a.
an employee's specic work and task activities in an organization
b.
a job in relation to other parts of the organization
c.
the specic role and expectations with respect to a given job
d.
the title given to a certain level within an organization such as vice president
ANS: B PTS: 1 DIF: Easy REF: p. 229
OBJ: 1 NAT: AACSB Reective Thinking | Group Dynamics
TOP: Work in Organizations MSC: BLOOMS Level I Knowledge
2. Effortful, productive activity that results in a product or a service
denes:
a.
role outcomes
b.
role expectations
c.
a job
d.
work
ANS: D PTS: 1 DIF: Easy REF: p. 229
OBJ: 1 NAT: AACSB Reective Thinking | Individual Dynamics
TOP: Work in Organizations MSC: BLOOMS Level II Comprehension
3. A job is dened as:
a.
a sequence of experiences
b.
effortful, productive activity
c.
an activity where value comes from performance
d.
specic work and task activities
ANS: D PTS: 1 DIF: Moderate REF: p. 229
4. According to research on the meaning of work:
a.
pattern F people view work least favorably
b.
the United States has the largest percentage of people in the pattern F category
c.
in the Netherlands, work is dened least positively
d.
Japan tends to have the lowest percentage of pattern A persons
ANS: A PTS: 1 DIF: Hard REF: p. 230
TOP: The Meaning of Work MSC: BLOOMS Level II Comprehension
5. While there are differences in the meaning of work among
countries, similarities appear to exist in:
a.
job enrichment and satisfaction
b.
determinants of job involvement
c.
two common work dimensions: work content and job context
d.
two common motivators: positive feedback and valued rewards
ANS: C PTS: 1 DIF: Easy REF: p. 230
TOP: The Meaning of Work MSC: BLOOMS Level IV Analysis
6. The basic building blocks of an organization are:
a.
authority-responsibility relationships
b.
integration and differentiation
c.
power and inuence
d.
jobs
TOP: Jobs in Organizations MSC: BLOOMS Level I Knowledge
7. The process of subdividing and departmentalizing an organization
is _____; whereas, _____ is the process of linking jobs and departments into a
cohesive whole.
a.
differentiation; authority
b.
organizing; controlling
c.
differentiation; integration
d.
job design; performance
ANS: C PTS: 1 DIF: Moderate REF: p. 230
8. Contrary to the famous statement made by Harold Geneen, former
Chairman of ITT, "If I had enough arms and legs and time, I'd do it all myself," all
organizations must divide work. This quote reects the understanding that jobs
result from:
a.
integration
b.
differentiation
c.
goal setting
d.
specialization
ANS: B PTS: 1 DIF: Moderate REF: p. 231
OBJ: 1 NAT: AACSB Analytic | Individual Dynamics
TOP: Jobs in Organizations MSC: BLOOMS Level IV Analysis
9. The process of connecting jobs and departments into a
coordinated, cohesive whole is known as:
a.
structuring
b.
lines of authority
c.
differentiation
d.
integration
10. All of the following are approaches to job design that have been
developed over the past century except:
a.
robotics
b.
scientic management
c.
job enrichment
d.
job characteristics theory
ANS: A PTS: 1 DIF: Easy REF: p. 231-233
TOP: Traditional Approaches to Job Design
MSC: BLOOMS Level I Knowledge
11. Job enlargement was developed to overcome the problem of:
a.
complexity associated with job enrichment
b.
job ambiguity associated with the Job Characteristics Model
c.
boredom associated with scientic management's approach to jobs
d.
motivation associated with a lack of job rotation
TOP: Job Enlargement/Job Rotation MSC: BLOOMS Level I Knowledge
12. The standardization and the narrow, explicit specication of task
activities for workers denes:
a.
the job description
b.
work simplication
c.
job enlargement
d.
production efciency
TOP: Scientic Management MSC: BLOOMS Level I Knowledge
13. According to Frederick Taylor, the role of management and the
industrial engineer is to:
a.
provide the strategic direction of the organization
b.
set appropriate strategic and nancial goals for the organization
c.
insure that the organization adds economic value
d.
calibrate and dene each task carefully
TOP: Scientic Management MSC: BLOOMS Level II Comprehension
14. According to Frederick Taylor, the role of the worker is to:
a.
support the goals of the organization
b.
provide the necessary effort required in the exchange relationship
c.
act as an agent on behalf of the principal
d.
execute the task
15. Which of the following is an argument used to support the
standardized job approach of scientic management in the early days of the
American industrial revolution?
a.
Job clarity led to more satised workers.
b.
Workers were basically lazy and not prone to self-motivation.
c.
Workers needed the clarity of jobs provided during this period of time given the
complexity of the work.
d.
Simplifying work allowed workers of diverse ethnic backgrounds to work together
in a systematic way.
TOP: Scientic Management (Work Simplication)
MSC: BLOOMS Level II Comprehension
16. Scientic management includes all of the following elements
except:
a.
the integration of management and work such that workers had to exercise self-
management
b.
differential piece rate payment systems
c.
work simplication
d.
scientic selection and job placement of workers
ANS: A PTS: 1 DIF: Moderate REF: p. 231-232
17. A shortcoming of work simplication is that:
a.
it doesn't bring about a close match of worker capabilities and demands of the
job
b.
it removes or reduces managerial authority of supervisors
c.
it undervalues the human capacity for thought and creativity
d.
it only works in manufacturing settings
ANS: C PTS: 1 DIF: Hard REF: p. 232
TOP: Scientic Management (Work Simplication)
18. Scientic management focuses primarily on:
a.
work simplication
b.
denition of management authority
c.
worker training for increased job responsibilities
d.
standard hour wage payment systems
ANS: A PTS: 1 DIF: Easy REF: p. 231
19. Mass production jobs:
a.
tend to be nonrepetitive
b.
require minimal or surface mental attention
c.
are self-paced
d.
require craftsman level skills
20. The problem of overspecialization has been addressed by:
a.
increasing the variety in jobs
b.
increasing participation
c.
increasing authority at lower levels
d.
a renewed emphasis on integration
ANS: A PTS: 1 DIF: Moderate REF: p. 232
21. As an ofce manager, you are trying to nd ways to enlarge or
expand several clerical jobs that you supervise. One approach is to:
a.
reschedule work into a extime arrangement
b.
rotate employees among several positions
c.
increase the number of clerical tasks or duties performed by each individual
d.
more effectively match worker skills to job requirements
TOP: Job Enlargement/Job Rotation MSC: BLOOMS Level III Application
22. Job rotation and cross training are variations of:
a.
job enrichment
b.
job enlargement
c.
specialization
d.
work specialization
ANS: B PTS: 1 DIF: Moderate REF: p. 232-233
TOP: Job Enlargement/Job Rotation MSC: BLOOMS Level II
Comprehension
23. Both job enrichment and job enlargement were intended to
increase:
a.
the productivity of employees
b.
the commitment of employees to their job and work
c.
the involvement with employee's work
d.
job satisfaction for employees
ANS: D PTS: 1 DIF: Hard REF: p. 233
TOP: Job Enrichment MSC: BLOOMS Level II Comprehension
24. The job design method aimed at increasing the motivational factors
in a job is called:
a.
job enrichment
b.
job enlargement
c.
job rotation
d.
cross-training
ANS: A PTS: 1 DIF: Easy REF: p. 233
TOP: Job Enrichment MSC: BLOOMS Level I Knowledge
25. Job enrichment is based on:
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
26. A signicant difference between job enlargement and job
enrichment is that:
a.
enlargement has a minimal impact on employee motivation
b.
enrichment vertically loads a job whereas enlargement horizontally loads a job
c.
enrichment can only be successful with supervisory retraining
d.
enlargement empowers employees while enrichment does not
27. When a secretarial employee is given the responsibility and
authority to handle certain types of correspondence, the job has been:
a.
enriched
b.
enlarged
c.
horizontally loaded
d.
rotated
TOP: Job Enrichment MSC: BLOOMS Level III Application
28. A problem with job enrichment as a strategy for work design is:
a.
the overemphasis on individual differences
b.
that it is based on a complex motivational theory
c.
that increasing variety has its motivational limits
d.
that it is based on an oversimplied motivational theory
OBJ: 2
NAT: AACSB Reective Thinking | Individual Dynamics | Motivation Concepts
29. A major difference between the job characteristics theory and
earlier approaches to job design is:
a.
earlier approaches differentiated among individuals
b.
the job characteristic theory is a universal approach to the design of work
c.
the job characteristic theory emphasizes the interaction between the individual
and attributes of the job
d.
the manner in which work was dened
TOP: Job Characteristics TheoryMSC: BLOOMS Level IVAnalysis
30. The Job Characteristics Model is a/an:
a.
job enrichment approach to job design
b.
person-job t approach to job design and employee job placement
c.
task specication approach to job design
d.
individual abilities approach to job design
TOP: Job Characteristics TheoryMSC: BLOOMS Level IV Analysis
31. The JDS refers to:
a.
job design satisfaction
b.
the survey instrument used to measure the elements in the Job Characteristics
Model
c.
the job design survey used to measure the degree of satisfaction with the job due
to redesign efforts consistent with the job characteristics theory
d.
job enrichment, design of job, and satisfaction with the job
TOP: Job Characteristics TheoryMSC: BLOOMS Level II Comprehension
32. The degree to which a job entails completion of a whole task or
complete sequence of tasks is:
a.
autonomy
b.
task signicance
c.
skill variety
d.
task identity
OBJ: 2
TOP: Job Characteristics Theory (Five Core Characteristics)
33. Enlarging a job is most closely associated with which of the
following core job characteristics?
a.
task signicance
b.
job autonomy
c.
task identity
d.
skill variety
ANS: D PTS: 1 DIF: Hard REF: p. 235
OBJ: 2
TOP: Job Characteristics Theory (Five Core Characteristics)
34. Selecting the textbook, formulating course objectives, specifying
course requirements, determining instructional methods, preparing exams, and
evaluating student performance provide the college professor with:
a.
skill heterogeneity
b.
task specicity
c.
autonomy
d.
feedback
ANS: C PTS: 1 DIF: Hard REF: p. 234-235
OBJ: 2 NAT: AACSB Analytic | Individual Dynamics | Motivation Concepts
TOP: Job Characteristics Theory (Five Core Job Characteristics)
MSC: BLOOMS Level III Applicaiton
35. People whose jobs are high on the ve core dimensions are
generally:
a.
managers
b.
those with high growth need strength
c.
those that have been reengineered
d.
more motivated, more satised, and more productive than others
ANS: D
See also Figure 14.1.
PTS: 1 DIF: Moderate REF: p. 234 OBJ: 2
36. According to a recent study conducted in Egypt aimed at the
disaggregation of the work autonomy component of job design theory, results
indicated which of the following were three facets of work autonomy?
a.
work method, schedule, and criteria autonomy
b.
skill variety, task identity, and task signicance
c.
work complexity, time constraints, and outcome measurement
d.
none of these
ANS: A PTS: 1 DIF: Hard REF: p. 234-235
OBJ: 2 NAT: AACSB Diversity | Individual Dynamics
37. When engaged in their work, people employ and express
themselves:
a.
physically
b.
cognitively
c.
emotionally
d.
all of these
TOP: Engagement MSC: BLOOMS Level I Knowledge
38. The harnessing of organizational members to their work roles is
known as:
a.
task identity
b.
job involvement
c.
job commitment
d.
engagement
TOP: Engagement MSC: BLOOMS Level I Knowledge
39. Which of the following is NOT a basic premise of the social
information processing model and the interpersonal aspects of work design?
a.
Other people help us judge what is important in our jobs.
b.
Other people tell us how they see our jobs.
c.
Other people's positive and negative feedback helps us understand our feelings
about our jobs.
d.
Other people's reactions to our job-related behaviors provide us with important
cognitive cues as to determine whether we t the overall culture.
TOP: Social Information Processing MSC: BLOOMS Level II
Comprehension
40. Research on the social information processing view of job design
supports the view that:
a.
while objective task complexity may be a motivator, social interaction may be an
important additional source of motivation
b.
group pressure as being more important in the denition of task complexity than
a objective measure
c.
daydreaming is more important than objective task complexity as being an
additional motivator
d.
an objective probability estimate is still the best estimate of a task's difculty and
consequently a good indicator of the potential motivational properties of a task
Comprehension
41. Ergonomics is used in the _____ approach to job designs.
a.
biological
b.
mechanistic
c.
perceptual/motor
d.
motivational
TOP: Ergonomics and Interdisciplinary Framework
42. The interdisciplinary approach to job design by Michael Campion
and Paul Thayer does not emphasize social aspects of the work environment
because:
a.
social dimensions are too difcult to measure accurately
b.
social dimensions have not been able to predict very accurately how individuals
respond to job characteristics
c.
no one approach can solve all performance problems caused by poorly designed
jobs
d.
poorly designed jobs need a biological approach and the emphasis on the
physical aspect of the job
ANS: C PTS: 1 DIF: Easy REF: p. 236
43. The mechanistic and motivational approaches to job design are
most similar to:
a.
job enlargement and the Job Characteristics Model, respectively
b.
scientic management's work simplication and social information processing
approaches to job design, respectively
c.
scientic management's work simplication and the Job Characteristics Model,
respectively
d.
scientic management's work simplication and the Job Enrichment Model,
respectively
ANS: C PTS: 1 DIF: Hard REF: p. 236-237
OBJ: 3
MSC: BLOOMS Level IV Analysis
44. The interdisciplinary approach to job design emphasizing the
person's interaction with physical aspects of the work environment and concern
with physical exertion is the:
a.
biological approach
b.
mechanistic approach
c.
perceptual/motor approach
d.
motivational approach
45. An analysis of medical claims at Chaparral Steel Co. identied
lower back problems as the most common problem experienced by steelworkers
and managers alike. The interdisciplinary approach most appropriate for this
problem would be:
a.
mechanistic
b.
biological
c.
perceptual/motor
d.
motivational
MSC: BLOOMS Level III Application
46. Within the interdisciplinary approach to job design, the motivational
approach is grounded in:
a.
developmental psychology
b.
sociology
c.
social psychology
d.
industrial psychology
ANS: D
See also Table 14.2.
47. Lower job satisfaction, motivation, and higher absenteeism will be
negative outcomes that should be anticipated with which one of the following
interdisciplinary approaches to job design?
a.
perceptual/motor approach
b.
biological approach
c.
d.
ANS: D
PTS: 1 DIF: Easy REF: p. 237 OBJ: 3
NAT: AACSB Analytic | Individual Dynamics
48. All of the following are important components or approaches to the
interdisciplinary approach to job design except:
a.
social aspects of the work environment
b.
biological aspects of the work environment
c.
d.
ANS: A
NAT: AACSB Reective Thinking | Individual Dynamics
49. The sociotechnical system gives:
a.
equal attention to technical and social considerations in job design
b.
technology and engineering the most weight in job design decisions
c.
human considerations the most importance in job design decisions
d.
industrial efciency the greatest weight and is used most often in Scandinavia
TOP: International Perspectives on the Design of Work
50. A negative outcome of the mechanistic approach to job design is:
a.
higher absenteeism
b.
greater chance of errors
c.
greater chance of mental overload and stress
d.
signicantly greater nancial resources required
ANS: A
51. The anthropocentric job design approach places:
a.
engineering considerations rst in specifying job tasks
b.
emphasis on union-management cooperation in designing jobs
c.
emphasis on individual worker skills
d.
human considerations at the center of job design decision
52. In the design of jobs and work organizations, Germans:
a.
emphasize personal identity and social benets of work
b.
value hierarchy and authority relationships
c.
focus on collectivism
d.
strongly endorse unionism
ANS: B PTS: 1 DIF: Hard REF: p. 238
OBJ: 3 NAT: AACSB Diversity | Individual Dynamics
53. If you were to redesign jobs to increase the health and well-being of
your workforce, similar to Scandinavian concerns, which of the following set of
job characteristics would be the most benecial?
a.
increase worker control, job enlargement, and job enrichment
b.
reduce worker uncertainty, increase worker control, and job enlargement
c.
reduce worker uncertainty, increase worker control, and manage conict
d.
increase pay, reduce worker uncertainty, and job enlargement
ANS: C PTS: 1 DIF: Moderate REF: p. 238-239
54. Which of the following statements regarding telecommuting is most
accurate?
a.
Telecommuting is neither a cure-all nor a universally feasible alternative.
b.
The Real World feature describing job sharing and exibility at Baxter Export
Corp. used telecommuting extensively.
c.
Many telecommuters have not felt a sense of social isolation as frequently
predicted.
d.
Telecommuting does not have the potential to create sweatshops of the 21st
century.
OBJ: 4 NAT: AACSB Technology | Information Technologies
TOP: Telecommuting MSC: BLOOMS Level I Knowledge
55. An alternative work arrangement in which employees must be
present to perform job duties during a required core time but starting and ending
work times can vary is:
a.
job sharing
b.
compressed workweek scheduling
c.
task restructuring
d.
extime
ANS: D PTS: 1 DIF: Moderate REF: p. 241-242
OBJ: 4
NAT: AACSB Reective Thinking | Individual Dynamics | Information
Technologies
TOP: Alternative Work Patterns MSC: BLOOMS Level II Comprehension
56. The J.A. Counter & Associates rm has implemented a ROWEing
work environment which is a reection of:
a.
job sharing
b.
the four day work week
c.
extime
d.
telecommuting
TOP: Alternative Work Patterns | Hot Trend: Rowe
57. Which of the following IS NOT a key to the successful execution of
a ROWE?
a.
360 degree evaluations
b.
set measurable goals
c.
eradicate toxic language
d.
leaders set positive examples
TOP: Alternative Work Patterns | Hot Trend: Rowe
58. Employees may experience technostress when:
a.
extime is used
b.
electronic performance monitoring is used
c.
job tasks are certain
d.
job enrichment is successful
TOP: Technology at Work MSC: BLOOMS Level II Comprehension
59. A mobile platform of computer, telecommunication, and information
technology and services is called:
a.
a network
b.
a virtual ofce
c.
exible technology
d.
an intranet
TOP: Technology at Work MSC: BLOOMS Level I Knowledge
60. The following are guidelines which can help make electronic
workplace monitoring of performance less distressful except:
a.
using performance records to improve performance
b.
having employees participate in the introduction of workplace monitoring
c.
using state-of-the-art monitoring equipment
d.
insuring performance are perceived as fair
ANS: C PTS: 1 DIF: Easy REF: p. 242-243
TRUE/FALSE
1. Work is meaningful only when someone is paid for performing job
tasks.
ANS: F
Work is meaningful because through work people become securely attached to
reality and securely connected in human relationships.
NAT: AACSB Reective Thinking | Individual Dynamics TOP: Work in
Organizations
2. The meaning of work is the way a person interprets and
understands the value of work as part of life.
ANS: T PTS: 1 DIF: Easy REF: p. 229
TOP: The Meaning of Work MSC: BLOOMS Level I Knowledge
3. Job context is determined by the amount of responsibility in the job.
ANS: F
Job content is determined by the amount of responsibility in the job.
NAT: AACSB Reective Thinking | Group Dynamics TOP: Jobs in
Organizations
4. Jobs in an assembly line manufacturing operation are highly
interdependent.
ANS: T PTS: 1 DIF: Moderate REF: p. 231
5. A fundamental limitation of scientic management is that it
undervalues the human capacity for thought and ingenuity.
ANS: T PTS: 1 DIF: Moderate REF: p. 231-232
6. Scientic management involves enriching job tasks and demands.
ANS: F
Scientic management involves work simplication, the standardization and
narrow, explicit specication of task activities.
PTS: 1 DIF: Easy REF: p. 231-232 OBJ: 2
NAT: AACSB Reective Thinking | Individual Dynamics TOP: Scientic
Management
7. W. Edward Deming founded and developed scientic management.
ANS: F
Frederick Taylor founded and developed scientic management.
PTS: 1 DIF: Easy REF: p. 231 OBJ: 2
NAT: AACSB Reective Thinking | Individual Dynamics TOP: Scientic
Management
8. Job enlargement proposes to overcome the limitations of
overspecialized work, such as boredom.
9. Job rotation and cross-training are variations of job enrichment.
ANS: F
Job rotation and cross-training are variations of job enlargement.
TOP: Job Enlargement/Job Rotation MSC: BLOOMS Level II
Comprehension
10. Herzberg suggested that only certain jobs should be enriched and
that the rst step is to select the jobs appropriate for job enrichment.
11. The Job Characteristics Model generally takes a person-job t
approach to the design of work.
TOP: Job Characteristics TheoryMSC: BLOOMS Level I Knowledge
12. Task signicance in the Job Characteristics Model is the degree to
which one's job requires completion of a whole task.
ANS: F
Task identity in the Job Characteristics Model is the degree to which one's job
requires completion of a whole task.
TOP: Job Characteristics Theory | Five Core Characteristics
13. Jobs that exhibit skill variety, task identity and signicance,
autonomy, and experience feedback are more likely to be satisfying.
TOP: Job Characteristics Theory | Five Core Characteristics
14. Work schedule has been found to be a separate facet of work
autonomy.
TOP: Job Characteristics TheoryMSC: LOOMS Level I Knowledge
15. The harnessing of organizational members to their work roles is
called psychological connection.
ANS: F
The harnessing of organizational members to their work roles is called
engagement.
NAT: AACSB Reective Thinking | Individual Dynamics TOP: Job
Characteristics Theory
16. A persons response to job characteristics and work design is
equally as important as the design of the work.
TOP: Job Characteristics TheoryMSC: BLOOMS Level I Knowledge
17. The social information processing model emphasizes objective core
job characteristics.
ANS: F
The traditional approaches to the design of work emphasize objective core job
characteristics.
Comprehension
18. The interdisciplinary perceptual/motor approach is more relevant to
managerial, administrative, and custodial jobs.
ANS: F
The interdisciplinary perceptual/motor approach is more relevant to technical
work, such as keyboard operations and data entry jobs that tax a persons
concentration and attention, than to managerial, administrative, and custodial
jobs which are less likely to strain concentration and attention.
19. The biological approach to job design emphasizes the job
incumbent's interaction with physical aspects of work.
20. Mechanistic and perceptual/motor approaches to job design result
in higher personnel utilization levels.
ANS: T PTS: 1 DIF: Hard REF: p. 237
21. In dening work, the Japanese emphasize the positive effect,
personal identity, and social benets.
ANS: F
In dening work, the Japanese emphasize performance, accountability, and
other- or self-directedness.
NAT: AACSB Diversity | Individual Dynamics
22. The anthropocentric approach places human considerations at the
center of job design decisions.
23. Work design and well-being include increasing worker control and
managing conict and task/job demands.
TOP: Work Design and Well-Being MSC: BLOOMS Level I Knowledge
24. Telecommuting has been around since the 1970s.
OBJ: 4 NAT: AACSB Technology | Individual Dynamics
TOP: Work Design and Well-Being MSC: BLOOMS Level I Knowledge
25. The use of blogs may be a source of technostress.
OBJ: 4 NAT: AACSB Technology | Individual Dynamics
TOP: Alternative Work Patterns MSC: BLOOMS Level I Knowledge
MATCHING
Match the following:
a.
A designated set of tasks and work activities.
b.
Purposeful activity in manufacturing a product or providing a service.
c.
Detailed task specication and narrow job scope.
d.
Vertical and horizontal job expansion.
e.
A job design strategy requiring cross-training.
1. Work
2. Job enrichment
3. Job rotation
4. Job
5. Work simplication
1. ANS: B PTS: 1 DIF: Easy REF: p. 229
2. ANS: D PTS: 1 DIF: Easy REF: p. 232
TOP: Job Enlargement MSC: BLOOMS Level I Knowledge
3. ANS: E PTS: 1 DIF: Easy REF: p. 232
4. ANS: A PTS: 1 DIF: Easy REF: p. 229
5. ANS: C PTS: 1 DIF: Easy REF: p. 231
a.
Completion of 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.
Importance of job to organization.
6. Feedback
7. Task signicance
8. Task identity
9. Autonomy
10. Skill variety
6. ANS: D PTS: 1 DIF: Moderate REF: p. 234
OBJ: 2
7. ANS: E PTS: 1 DIF: Moderate REF: p. 234
OBJ: 2
8. ANS: A PTS: 1 DIF: Moderate REF: p. 234
OBJ: 2
9. ANS: C PTS: 1 DIF: Moderate REF: p. 234
OBJ: 2
10. ANS: B PTS: 1 DIF: Moderate REF: p. 234
OBJ: 2
a.
Measures of core job characteristics.
b.
Desire to grow and fully develop one's abilities.
c.
Good feeling about one's job.
d.
Job importance factors determined in part by social context of job.
e.
Study of physical work environment.
11. Social information processing
12. Job satisfaction
13. Ergonomics
14. Job diagnostic survey
15. Growth need strength
Comprehension
a.
Human factors of engineering, ergonomics, and experimental psychology used in
an approach to job design.
b.
Technology and engineering as central to job design.
c.
Human considerations as central to job design.
d.
Tension associated with new and advancing technologies.
e.
Modication of incorrectly specied roles or jobs.
16. Anthropocentric
17. Task revision
18. Perceptual/motor approach
19. Technostress
20. Technocentric
OBJ: 3 NAT: AACSB Diversity |AACSB Reective Thinking | Individual
Dynamics
Dynamics
TOP: Work Design and Well Being MSC: BLOOMS Level II
Comprehension
Dynamics
Dynamics
Dynamics
a.
Working at home or from a remote location through a data/communication
system.
b.
Scheduling 40 hours of work in less than ve days.
c.
Core work time with variable start and quit time.
d.
Two persons working less than full time in the same job but at different times.
e.
Job restudy and analysis for purposes of engineering job modication.
21. Flextime
22. Compressed workweek
23. Job redesign
24. Job sharing
25. Telecommuting
21. ANS: C PTS: 1 DIF: Easy REF: p. 241
OBJ: 4
Technologies
22. ANS: B PTS: 1 DIF: Easy REF: p. 241
OBJ: 4
Technologies
23. ANS: E PTS: 1 DIF: Easy REF: p. 233
OBJ: 2
Technologies
24. ANS: D PTS: 1 DIF: Easy REF: p. 241
OBJ: 4
Technologies
25. ANS: A PTS: 1 DIF: Easy REF: p. 240
OBJ: 4
Technologies
TOP: Telecommuting MSC: BLOOMS Level I Knowledge
ESSAY
1. Distinguish between job enlargement and job enrichment, and
provide an example showing any differences in these two job design approaches.
ANS:
Job enlargement involves expanding the job horizontally or adding more tasks of
a similar nature but possibly more difcult. 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.
PTS: 1 DIF: Easy REF: p. 232-233 OBJ: 2
NAT: AACSB Analytic | Individual Dynamics
TOP: Job Enlargement/Job Rotation and Job Enrichment
2. What are the important, basic elements of scientic management
as developed by Frederick Taylor?
ANS:
Taylor's focus was on job tasks; he used concepts of industrial engineering to
enhance efciency of task performance. He broke a job down into its simplest
tasks, determined through time and motion analyses the most efcient method
for performing each simple task, and then carefully trained each worker to
perform the task to achieve peak efciency. He clearly delineated the roles of
supervisor and worker, experimented with numerous pay incentive systems, and
correctly matched workers to jobs.
PTS: 1 DIF: Moderate REF: p. 231-232 OBJ: 2
NAT: AACSB Analytic | Individual Dynamics TOP: Scientic
Management
3. Briey identify core job dimensions of the Job Characteristics Model
and describe aspects of the model.
ANS:
The ve core job characteristics are skill variety, task identity, task signicance,
autonomy, and feedback from the job itself. If there is a high degree of skill
variety, an opportunity to start and complete the whole task or entire job (task
identity), and job tasks are important for organizational success, the job
incumbent will more likely experience meaningfulness of the work. Job autonomy,
or freedom to decide, can produce a feeling of personal accountability and
responsibility for results in the job incumbent. Feedback, or knowledge of results,
gives the job incumbent performance information and an understanding about
whether the job is being properly performed. The three psychological states of
meaningful work, ownership and responsibility, and sense of a job well done can
lead to enhanced work motivation, high job satisfaction, and low levels of job
absenteeism and employee turnover.
PTS: 1 DIF: Hard REF: p. 234 OBJ: 2
NAT: AACSB Reective Thinking | Individual Dynamics TOP: Job
Characteristics Theory
4. How have the Americans, Germans, and Japanese approached job
design in recent years?
ANS:
For many years (decades), Americans have focused on task specication and
careful matching of the person to the job. More recently, Americans have begun
to emphasize cross-training, mastery of multiple skills, and vertical job
expansion, in part through empowerment. The Japanese since WWII have
focused more strongly on the work group and cooperative working relationships.
Multiple skills and job competencies and attention to the collective detail are
emphasized. For decades, the Germans adopted a technology and engineering
approach and focused strongly on precision and high quality. More recently,
Germans have combined their technocentric job design approach with a stronger
concern for human factors and the social context of work.
NAT: AACSB Analytic | AACSB Diversity | Individual Dynamics
5. Identify and briey describe several recently developed alternative
work patterns.
ANS:
The workweek has been altered from the standard ve-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 less
than ve days. Two alternatives are four ten-hour days or three twelve-hour work
days. Job sharing is another new arrangement where two persons may occupy
one job. One individual works in the morning and the other in the afternoon.
NAT: AACSB Technology | Information Technologies | Individual Dynamics
TOP: Alternative Work Patterns MSC: BLOOMS Level IV Analysis

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CHAPTER 14JOBS AND THE DESIGN OF WORK

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