Organizational Behavior and Management 11Th Edition Konopaske Test Bank Full Chapter PDF

Organizational Behavior and
Management 11th Edition Konopaske

Test Bank
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Chapter 06 Job Design and Performance Answer Key
True / False Questions
1. The term "job redesign" specifically refers to any instance in which management specifies the duties
and responsibilities of a job.
FALSE
Job design refers to the first instance in which management creates a job by specifying its duties and
responsibilities. Subsequent instances are called a redesign.
Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 06-01 Describe the relationship between job design and quality of work life.
Topic: Chapter Introduction
2. As used in the text, the term job design refers to a one-time, static process.
FALSE
Job design is an ongoing, dynamic process.

Learning Objective: 06-02 Summarize the key components in the general model of job design.
3. The trade-offs between the gains in human terms from improved quality of work life and the gains in
economic terms from revitalization aren't fully known.
TRUE
Topic: Job Design and Quality of Work Life
4. According to the "General Model of Job Design" perceived job content leads to job performance.
TRUE
Topic: A General Model of Job Design
5. Performing a job can sometimes result in health problems for the worker.
TRUE
Difficulty: 1 Easy
Learning Objective: 06-03 Identify the key elements linking job design and performance.
Topic: Job Performance Outcomes
6-1
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
6. Jobs can provide intrinsic or extrinsic outcomes, but not both.
FALSE
Most jobs provide opportunities for both intrinsic and extrinsic outcomes.

Difficulty: 1 Easy
7. Job satisfaction depends on the levels of intrinsic and extrinsic outcomes and how the job-holder views
those outcomes.
TRUE
8. It's generally held that extrinsic rewards reinforce intrinsic rewards in a positive direction when the
individual can attribute the source of the extrinsic reward to her own efforts.
TRUE
Difficulty: 1 Easy
9. Job depth reflects the amount of control that an individual has to alter or influence the job and the
surrounding environment.
TRUE
Learning Objective: 06-04 Compare the job design concepts of range and depth.
Topic: Job Designs: Range, Depth, and Relationships
10. Job depth reflects the number of operations that a job occupant performs to complete a task.
FALSE
The number of operations that a job occupant performs to complete a task is job range.

11. An employee with the same job title, who is at the same organizational level as another employee, may
possess more, less, or the same job depth.
TRUE
6-2
12. Without the opportunity to communicate, people will be unable to establish cohesive work groups.
TRUE
Difficulty: 1 Easy
13. Product, territory, and customer departments are comprised of jobs that are quite similar (homogenous).
FALSE
Jobs in product, territory, and customer departments are quite different (heterogeneous).

14. Job designs describe the objective characteristics of jobs.
TRUE
15. Managers cannot understand the causes of job performance without considering the social setting in
which the job is performed.
TRUE
Learning Objective: 06-05 Give examples of how managers can influence how employees perceive their jobs.
Topic: The Way People Perceive Their Jobs
16. Employees with relatively weak higher-order needs are more concerned with performing a variety of
tasks than are employees with relatively strong growth needs.
TRUE
Employees with relatively weak higher-order needs are less concerned with performing a variety of
tasks than are employees with strong growth needs.

Learning Objective: 06-06 Explain the differences between job rotation; job enlargement; and job enrichment.
Topic: Designing Job Range: Job Rotation and Job Enlargement
17. Managers expecting higher performance to result from increased task variety will be disappointed if the
jobholders do not have strong growth needs.
TRUE
Difficulty: 1 Easy
6-3
18. Performance will turn down as individuals reach the limits imposed by their abilities and time.
TRUE
19. If an individual perceives a job as boring, job performance will suffer.
TRUE
Difficulty: 1 Easy
20. The relationship between performance and task variety is likely to be linear.
FALSE
The relationship between performance and task variety (even for individuals with high growth needs) is
likely to be curvilinear.

Difficulty: 3 Hard
Topic: Increasing Range in Jobs: Job Rotation and Job Enlargement
21. Job enlargement strategies focus on dividing work into more specialized tasks.
FALSE
Job enlargement focuses on increasing the number of tasks a worker performs, not on dividing work.

22. Job enlargement is a necessary precondition for job enrichment.
TRUE
23. Job enrichment and job enlargement are competing strategies.
FALSE
Job enrichment necessarily involves job enlargement.

6-4
24. Higher-level needs regain importance when the economy moves through periods of recession and high
inflation.
FALSE
During periods of recession and high inflation, lower-level needs, such as obtaining food and shelter,
regain importance.

Topic: Increasing Depth in Jobs: Job Enrichment
25. Self-managed teams (SMT) represent a job enrichment approach at the group level.
TRUE
Multiple Choice Questions
26. The impetus for designing job depth was provided by _____________ theory of motivation.
A. Vroom's
B. Locke's
C. Maslow's hierarchy
D. Herzberg's two-factor

27. The concept of quality of work life (QWL) is widely used to refer to a philosophy of management that
does all of the following except:
A. Streamlines and standardizes the job

B. Enhances the dignity of all workers
C. Introduces changes in an organization's culture
D. Improves the physical and emotional well-being of employees

6-5
28. Job design attempts to ______________.
A. identify the most important needs of employers and organization

B. remove employees in the workplace that frustrate the needs of the organization and employees
C. match applicants to positions
D. All of the choices are correct.

29. Perceived job content is influenced by:
A. Job design
B. Individual differences
C. Social setting differences
D. All of the above.

30. According to the "General Model of Job Design" job performance is influenced by:
A. perceived job content

B. personalized job content
C. extra-organizational job content

31. All of the following are typically thought of as "objective" measures except:
A. Output
B. Tardiness
C. Turnover
D. Job satisfaction

6-6
32. Contemporary job design theory defines intrinsic motivation in terms of the employee's
_______________ to achieve outcomes from the application of individual ability and talent.
A. potential
B. empowerment
C. incentives
D. directives

33. All of the following are considered extrinsic outcomes of a job except:
A. Pay
B. Co-workers
C. Feeling challenged
D. Working conditions

Difficulty: 1 Easy
34. People differ in the extent that _______________.
A. they view work is a central life interest

B. they perceive work as central to self-esteem
C. they perceive work as consistent with self-concept

Difficulty: 1 Easy
35. Job __________ has been defined as the feelings beliefs and attitudes that employees have regarding
their jobs.
A. satisfaction
B. depth
C. joy
D. EQ

6-7
36. An individual who executes eight tasks to perform a job has a wider job _______ than a person
executing four.
A. specification
B. range
C. diversity
D. richness

37. Mike's position requires the use of more discretion than Jack's. Mike's position could be characterized as
having greater job _______.
A. depth
B. range
C. diversity
D. "Q"

38. An employee with the same job title who's at the same organizational level as another employee may
possess __________ job depth because of personal influence.
A. more
B. less
C. the same amount of
D. All of the above

39. Job designs specify all of the following job characteristics except:
A. Range
B. Depth
C. Relationships
D. Specific duties

6-8
40. Which of the following jobs would have the highest job depth?
A. Assembly-line worker
B. Bookkeeper
C. Chief of surgery
D. Anesthesiologist

41. A management initiative is increasing the number of tasks jobholders perform. Management is
increasing _________.
A. job range
B. job depth
C. task diversity
D. task range

42. A management initiative is increasing the amount of discretion individuals have to decide job activities
and outcomes. Management is increasing _________.
A. job range
B. job depth
C. task diversity
D. task range

43. There are ____________ precise equations that managers can use to decide job range and depth.
A. multiple
B. specific
C. no
D. three

6-9
44. A position with a wider ______________ means it has more direct reports.
A. job depth
B. job span
C. span of control
D. control depth

45. It is easier for people with _______________ backgrounds, skills, and training to establish social
relationships that are satisfying with less stress.
A. university
B. heterogeneous
C. homogeneous
D. dissimilar

46. Individuals who work in __________ departments experience feelings of dissatisfaction and stress more
intensely than those in ________, functional departments.
A. heterogeneous, homogeneous
B. homogeneous, heterogeneous
C. heterogeneous, heterogenic
D. heterogenic, hologynic

Difficulty: 3 Hard
47. Highly specialized jobs are those having all of the following except:
A. Few tasks to accomplish

B. Job-specific rules
C. Job-specific procedures
D. Discretion over means and ends

6-10
48. In _______________ departments, people will be doing much the same specialty.
A. customer
B. functional
C. product
D. territory

49. Job design describes the _________ characteristics of jobs.
A. perceived
B. objective
C. true
D. All of the above

50. Taylor proposed that the way to improve work is to determine _________.
A. a variety of comparable methods to do a task

B. determine the standard time for the completion of tasks
C. incorporate social factors into work design
D. All of the responses are correct.

51. The pioneering effort to measure perceived job content through employee responses to a questionnaire
resulted in the identification of __________ characteristics.
A. two
B. three
C. five
D. six

6-11
52. RTAI is an acronym for _____________.
A. Requisite Task Attribute Index

B. Revised Task Attribute Index
C. Revised Task and Authority Index
D. Relationship Task and Authority Index

53. Organization behavior researchers have attempted to measure perceived job content in a variety of work
settings, primarily through _______________.
A. face-to-face interviews
B. observation
C. questionnaires
D. time and motion studies

54. Variety, task identity, and feedback are perceptions of job _______________.
A. range
B. depth
C. relationships
D. autonomy

Difficulty: 3 Hard
55. Employees sharing similar _______________ should report similar job characteristics.
A. perceptions
B. job designs
C. social settings

6-12
56. Managers of General Electric, Ford, and Deloitte Services LP all utilized different forms of the
_______________ strategy.
A. job enlargement
B. job rotation
C. job redesign
D. job enhancement

Difficulty: 3 Hard
57. Research studies have pointed out, how one perceives a job is _______ affected by what other people
say about it.
A. generally not
B. weakly
C. inversely
D. greatly

58. A disadvantage of job enlargement is that it __________.
A. may increase employee training requirements

B. typically leads to neutral to negative change in productivity
C. diminishes the work satisfaction of managers
D. All of the above are correct.

59. A pioneering Walker and Guest study found that many workers were dissatisfied with their highly
specialized jobs. In particular, they disliked:
A. Mechanical pacing
B. Repetitiveness of operations
C. A lack of a sense of accomplishment

Learning Objective: 06-07 Discuss how quality is being designed into jobs today.
6-13
60. Increasing task variety should, according to recent studies, do all of the following except:
A. Increase employee satisfaction

B. Increase mental overload
C. Decrease the number of errors due to fatigue
D. Reduce the number of on-the-job injuries

61. If employees are amenable to job enlargement and have the requisite ability, then job enlargement
should _______________.
A. increase product quality

B. decrease absenteeism
C. decrease turnover

62. Job specialization is generally associated with _______________.
A. a low range and significant depth

B. a moderate amount of range and depth
C. a low depth and generally low range
D. None of the above, as there is no specific relationship between the constructs.

63. If employees are able to carry out enriched jobs and managers are willing to delegate authority,
performance gains can be expected. This positive outcome is the result of all of the following except:
A. Employees' increased expectations that efforts lead to performance

B. Employees' increased expectations that jobs will be further enriched
C. Employees' increased expectations that performance lead in rewards
D. Employees' expectations that the achieved rewards will lead to satisfied needs

6-14
64. Employees with a strong need for _______________ will respond more positively to job redesign
efforts than those with relatively weak growth needs.
A. accomplishment
B. learning
C. challenge

65. In the context of job design SMT is an acronym for _________.
A. social media teams

B. situational mediated teams
C. self-managed teams
D. solo-man team

Difficulty: 1 Easy
66. When switching from a traditional hierarchy structure to work teams, two notable barriers are resistance
and _______________.
A. misunderstanding
B. distrust
C. increased personnel needs
D. insufficient communication

67. One of the earliest forms of alternative work arrangements was _______________.
A. flex-time
B. telecommuting
C. the compressed work week
D. job sharing

6-15
68. In a __________ arrangement, employees can determine, within some limits, when they work.
A. flex-time
B. telecommuting
C. compressed work week
D. job sharing

69. A _______________ team relies on interactive technology to work together when separated by physical
distance.
A. self-directed
B. virtual
C. job sharing

70. Best practice for virtual teams suggests that face to face time and team-building exercises should be
used _______________ to facilitate the development of trust.
A. during the initial periods of team formation

B. every meeting
C. after teams have solidified
D. as conflicts arise

71. The text presented all of the following as tips for creating a flextime schedule except:
A. Survey employees to determine their scheduling needs

B. Assign manageable workloads
C. Evaluate flexible arrangements on a regular basis
D. Assess job performance based on hours worked

6-16
72. Six sigma is a quality standard that specifies a goal of no more than _____ defects per million
opportunities.
A. 1
B. 3.4
C. 7.3
D. 10

Topic: Total Quality Management and Job Design
73. ________________ is a process in which best practices are monitored and adopted.
A. Six sigma
B. Benchmarking
C. TQA
D. Cloning

Difficulty: 3 Hard
74. Total quality management (TQM) refers to a(n) _______________ that is dedicated to continuous
improvement and the production of high-quality products and services, ultimately resulting in higher
levels of customer satisfaction.
A. organizational culture
B. job design
C. job philosophy
D. organized ethos

75. _____________ theory emphasizes that too great an emphasis on the technical system in the manner of
scientific management or too great an emphasis on the social system in the manner of human relations
will lead to poor job design.
A. Human relations
B. Social impact
C. Sociotechnical
D. Technical minimization

6-17
Short Answer Questions
76. Name three positive things that a job can provide for an individual.
Per the text, any three of the following: (a) Income, (b) Meaningful life experiences, (c) Self-esteem, (d)
Esteem from others, (e) Regulation of our lives, (f) Association with others.
77. Contrast job redesign and job design.
In contrast to job redesign, job design refers to the first instance in which management creates a job by
specifying its duties and responsibilities. But with the passage of time and the development of new tools
and processes, management's expectations for that job will change (i.e., it will be redesigned). We
should understand job design to be an ongoing, dynamic process.
Difficulty: 3 Hard
78. Name three work place indicators of quality of work life.
Per the text, any three of the following: (1) accident rates, (2) sick leave usage, (3) employee turnover,
(4) stress, and (5) number of grievances filed.
79. Management attempts to do two things when designing a job. What are they?
First, to identify the most important needs of employees and the organization. Second, to remove
obstacles in the workplace that impede those needs.
Difficulty: 3 Hard
6-18
80. Describe the concept of QWL.
The concept of quality of work life (QWL) is widely used to refer to "a philosophy of management that
enhances the dignity of all workers; introduces changes in an organization's culture; and improves the
physical and emotional well-being of employees (e.g., providing opportunities for growth and
development)."
Difficulty: 3 Hard
81. What are intrinsic job outcomes?
In a general sense, an intrinsic outcome is an object or event that follows from the worker's own efforts
and doesn't require the involvement of any other person. More simply, it's an outcome clearly related to
action on the worker's part.
82. Job satisfaction depends on how the job holder perceives two outcomes. What are these outcomes?
Job satisfaction depends on the levels of intrinsic and extrinsic outcomes and how the jobholder views
those outcomes. These outcomes have different values for different people.
83. What is meant by the terms job range and depth?
Job range refers to the number of tasks a jobholder performs. Job depth, the amount of discretion an
individual has to decide job activities and job outcomes.
6-19
84. Is the level of a person's job depth simply the result of the authority delegated to that person's position?
In many instances, job depth relates to personal influence as well as delegated authority. Thus, an
employee with the same job title who's at the same organizational level as another employee may
possess more, less, or the same amount of job depth because of personal influence.
85. Managers can't understand the causes of job performance without considering workers' individual
differences. Name two of those differences.
Per the text, any two of the following: (a) Personality, (b) Needs, (c) Span of attention. Other answers
may also be correct, such as age, culture, language, education level, and so on.
86. Identify five steps that management can take to increase the core dimensions of a job, which will, in
turn, increase task variety, identity, and significance.
(1) Combining task elements. (2) Assigning whole pieces of work. (3) Allowing discretion in selection
of work methods. (4) Permitting self-paced control. (5) Opening feedback channels.
Difficulty: 3 Hard
87. What are the core dimensions in the job characteristics model? Which dimension do you value most
highly now, and why?
The core dimensions in the job characteristics model are: skill variety, task identity, task significance,
autonomy, and feedback. Because people perceive these job characteristics differently, and they have
differing levels of need, student answers will vary.
Difficulty: 3 Hard
6-20
88. Employees who lack either the need strength or the ability to perform designed jobs may experience a
number of negative physiological symptoms or behaviors. Name four of them.
Any four of the following: (1) stress (2) anxiety (3) adjustment problems (4) erratic performance, (5)
turnover, (6) absenteeism. Other answers may also be correct, such as headaches, upset stomach, and an
inability to focus.
89. Why is job design sometimes resisted by labor unions?
Labor unions sometimes resist efforts at job redesign because they see the effort as an attempt to get
more work for the same pay.
90. What is telecommuting?
Telecommuting involves working from home while being linked to the office via a computer, phone, or
fax machine.
Difficulty: 1 Easy
91. Flexible work schedules are becoming more popular. Why?
Flexible work schedules are the number-one most desired benefit in job surveys. This is likely due to an
increased emphasis in recent years in work-life balance, as both men and women try to juggle work,
relationships, family, health, leisure, and much more.
6-21
92. As you understand the idea and practice of total quality management, do you believe that it's relevant to
today's American organizations? Explain.
Total quality management (TQM) refers to an organizational culture that is dedicated to continuous
levels of customer satisfaction. In today's world of increased domestic and global competition, where
Japanese companies have already gained dominance through TQM methods, I believe that all
companies will have to follow this path.
93. What is the basis sociotechnical theory?
Sociotechnical theory focuses on interactions between the technical demands of the job and the social
demands of the people doing the job.
Essay Questions
94. Describe the background and the significance of QWL.
QWL embodies the theories and ideas of the human relations movement of the 1950s and the job
enrichment efforts of the 60s and 70s. It was also partially responsible for the research and interest in
work-family conflict issues from the 1980s to today. Some believe that QWL must be deferred in order
to make the American economy more productive and efficient. Others feel that the urgency to become
more competitive in domestic and global trade presents opportunities to combine quality of life and
reindustrialization efforts.
Difficulty: 3 Hard
6-22
95. Describe the General Model of Job Design.
The model is depicted in figure 6.1 and indicates that job design, social setting differences and
individual differences influence perceives job content which in turn influences job performance.
96. Job performance includes a number of outcomes, describe these outcomes.
Job performance includes a number of outcomes. Objective Outcomes: Quantity and quality of output,
absenteeism, tardiness, and turnover are objective outcomes that can be measured in quantitative terms.
For each job, implicit or explicit standards exist for each of these objective outcomes. Industrial
engineering studies establish standards for daily quantity, and quality control specialists establish
tolerance limits for acceptable quality. These aspects of job performance account for characteristics of
the product, client, or service for which the jobholder is responsible. But job performance includes other
outcomes. Personal Behavior Outcomes: The jobholder reacts to the work itself. She reacts by either
attending regularly or being absent, by staying with the job or by quitting. Moreover, physiological and
health-related problems can ensue as a consequence of job performance. Stress related to job
performance can contribute to physical and mental impairment; accidents and occupation-related
disease can also result. Intrinsic and Extrinsic Outcomes: Job outcomes include intrinsic and extrinsic
work outcomes. The distinction between intrinsic and extrinsic outcomes is important for understanding
people's reactions to their jobs. In a general sense, an intrinsic outcome is an object or event that follows
from the worker's own efforts and doesn't require the involvement of any other person.
Difficulty: 3 Hard
97. Describe the RTAI and its uses.
The pioneering effort to measure perceived job content through employee responses to a questionnaire
resulted in the identification of six characteristics: variety, autonomy, required interaction, optional
interaction, knowledge and skill required, and responsibility. The index of these six characteristics is
termed the Requisite Task Attribute Index (RTAI). The original RTAI has been extensively reviewed
and analyzed. One important development was the review by Hackman and Lawler, who revised the
index to include six characteristics. Variety, task identity, and feedback are perceptions of job range.
Autonomy is the perception of job depth; dealing with others and friendship opportunities reflect
perceptions of job relationships. Employees sharing similar perceptions, job designs, and social settings
should report similar job characteristics. Employees with different perceptions, however, report
different job characteristics of the same job.
Difficulty: 3 Hard
6-23
98. Describe the primary differences between and relative advantages of job enlargement and job
enrichment.
The difference between job enlargement and job enrichment: (1) Job enlargement increases the number
of tasks an employee performs. For example, rather than merely measuring and cutting the materials
needed for the work and passing those materials onto the next worker who would do the first part of the
assembly, each employee would measure, cut, and assemble the final product. For some employees this
increased complexity is too challenging, making job enlargement an unrealistic approach. (2) Job
enrichment is realized through direct changes in job depth. Employees are encouraged to behave like
managers, and their jobs are designed to make such behavior feasible. This includes giving workers
greater authority to make decisions, set goals, and evaluate their (and their work group's) performance.
99. What actions would you suggest to management in order to facilitate greater opportunities for employee
discretion?
Managers can provide employees with greater opportunities to exercise discretion by: (1) Giving
workers direct feedback. (2) Allowing continuous opportunities for new learning. (3) Allowing workers
to schedule at least some part of their work. (4) Ensuring that each job contains some unique quality or
feature. (5) Giving workers some control over job tasks. (6) Holding workers accountable for the work
they do.
6-24
100. How do Six Sigma and TQM relate to each other?
Total quality management (TQM) refers to an organizational culture that is dedicated to continuous
levels of customer satisfaction. 73 TQM, according to those who espouse and practice it, combines
technical knowledge and human knowledge. To deal with the inherent complexity and variability of
production and service delivery technology, people must be empowered with authority to make
necessary decisions and must be enabled with knowledge to know when to exercise that authority.
Two common techniques used in the implementation of TQM include benchmarking and Six Sigma.
Benchmarking is the process in which organizations monitor and adapt the best practices of their
competitors in order to make continuous improvements. Another popular TQM technique developed by
Motorola in the mid-1980s, Six Sigma, is a quality standard and management process that specifies a
goal of no more than 3.4 defects per million opportunities. At six sigma, a product or process has
reached a high level of quality meaning that it is defect-free over 99 percent of the time. Six Sigma can
be used to analyze any product or service defects—errors on billing statements, poor customer service,
or faulty brake systems on automobiles—that result in customer dissatisfaction. Six Sigma has been
used in many organizations, including General Electric, Raytheon, and Xerox.
Difficulty: 3 Hard
101. Discuss how sociotechnical design and total quality management have been reported in the literature.
Numerous applications of sociotechnical design and total quality management are reported in the
literature. Some notable American examples include the Sherwin-Williams paint factory in Richmond,
Kentucky, and the Quaker Oats pet food factory in Topeka, Kansas. Both factories were constructed
from the ground up to include and allow for specific types of jobs embodying basic elements of
autonomy and empowerment. Firms that don't have the luxury of building the plant from scratch must
find ways to renovate both their technology and their job designs to utilize the best technology and
people. Some of the most influential industrial and service organizations have confronted the necessity
to design jobs to take advantage of the rapid pace of technological advance. In the contemporary global
environment, sociotechnical system design has been incorporated in the total quality management
approach to management.
Difficulty: 3 Hard
6-25
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Philipstown
Phillips
Philo
philologist
philosopher
philosophic
philosophical
philosophies
philosophy
Phineas
phlegmatic
Phocaeans
Phoenicia
Phoenician
Phoenicians
Phoenix
phonograph
Photiades
photograph
photographed
photographer
photographing
photographs
Photography
Phrabang
phrase
phrases
physical
physically
physician
physicians
physicist
physicists
physics
physiognomy
physiological
physiologist
Physiology
physique
PHŒNICIANS
Phœnician
pianist
Piazzi
Picard
Pichon
pick
pickax
picked
Pickersgill
picket
picking
picnic
Picquart
pictorial
picture
pictures
picturesque
piece
pieced
piecemeal
pieces
Piedras
pien
pier
pierced
pierces
Pierola
Pierre
piers
Piet
Pietersburg
Pietrus
piety
pig
pigeon
pigment
pigmy
pigs
pigtail
pigtails
Pike
pikes
Pilar
pile
piled
piles
Pileser
pilgrim
pilgrimage
pilgrimages
Pilgrims
piling
pill
Pillage
pillaged
PILLAGER
pillaging
pillar
pillars
pillows
Pillsbury
pilot
pin
Pinar
pinch
pinchbeck
Pinckney
Pincus
pine
Pines
ping
Pinney
Pinto
Pioneer
pioneers
pious
pipage
Pipe
pipes
piracies
piracy
pirates
Pistoia
pistol
piston
pit
Pitcairn
pitch
pitched
pitching
piteously
pith
Pithole
pitiable
pitiful
pitiless
Pitlogo
pits
Pitsani
Pitt
pittance
Pittsburg
Pittsburgh
pity
Pius
pivot
pivoted
pièce
placard
placarded
placards
placated
Place
placed
places
placing
PLAGUE
plain
plaine
plainer
Plaines
plainly
plains
plaintiff
plaintiffs
plaited
plan
plane
planet
plank
planless
planned
planning
plans
plant
plantations
planted
planter
planters
planting
plants
plasm
plastering
plastic
Plate
plateau
plateaux
plates
platform
Platforms
plating
platino
platinum
Platt
plausibility
Plausible
play
Playa
played
Playfair
playgrounds
playing
plays
plea
plead
pleaded
pleading
pleasant
please
pleased
pleases
pleasing
pleasure
pleasures
plebiscitary
plebiscite
plebs
pledge
pledged
Pledges
pledging
plenary
plenipotentiaries
Plenipotentiary
plenitude
plentiful
plenty
pliable
plied
plodding
plot
plots
plotters
plotting
plough
plow
plum
plumage
Plumer
plumes
plunder
plundered
plunderers
plundering
plunged
plungers
plunging
Plunkett
Plural
plurality
plus
plutocracy
Pluton
plying
PLYMOUTH
Plébiscite
pneumatic
pneumonia
Po
Pobedonostzeff
Pobiedonostzeff
Poblacion
pocket
pocketed
pockets
poems
poet
poetic
poetical
poetry
Poets
Point
pointed
pointedly
pointing
points
poison
poisoned
poisoning
poisonous
poked
POLAND
polar
Polare
Polaveja
Polavieja
pole
poles
Police
policeman
policemen
policies
Policy
Polillo
POLISH
polished
polite
politely
politeness
politic
political
politically
politician
Politicians
POLITICO
politics
polity
poll
polled
polling
Pollock
polls
polluted
polluting
polychromatic
polygamist
polygamous
polygamy
polygonal
polyphase
polyphased
polytechnic
pomp
Pompey
Ponce
ponchos
Pond
ponder
Pondoland
ponds
ponies
Ponson
Pont
Pontiff
Pontiffs
Pontifical
Pontificate
pony
pood
Pool
Poole
pooling
pools
Poona
Poor
poorer
poorest
poorly
Poort
POP
Pope
Popham
poppy
populace
Popular
popularity
popularly
populated
population
populations
Populist
populistic
Populists
populous
porch
Porcupine
Porfirio
Poro
porphyry
Porritt
PORT
portable
Portal
portant
Porte
portend
portentous
porter
porters
portfolio
portfolios
portion
portions
Portland
Porto
portrait
portraits
Ports
Portsmouth
PORTUGAL
Portuguese
posed
Posen
Poshan
position
positions
positive
positively
positiveness
Poso
possess
possessed
possesses
possessing
Possession
possessions
possessors
possibilities
possibility
possible
possibly
possumus
post
POSTAGE
Postal
posted
posterity
posters
posthumous
posting
postmaster
postmasters
postmasterships
postpone
postponed
postponement
Posts
postscript
posture
pot
potable
Potato
potatoes
Potchefstrom
Potchefstroom
potent
potentates
potential
potentiality
potentially
potently
pots
Potsdam
potted
potter
pottery
pouch
poultry
pounced
pound
pounder
pounders
pounding
pounds
pour
poured
pouring
pours
pouvoir
Poverty
powder
powdered
Powders
POWELL
Power
powerful
powerfully
powerless
Powers
pox
Pozo
Pozorrubio
practicability
practicable
practical
Practically
practice
practiced
practices
practicing
practise
practised
practising
practitioner
Pragmatic
Prague
prairie
praise
praised
praises
praiseworthy
praising
prandial
PRATT
Praxedes
pray
prayed
prayer

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Organizational Behavior and

Management 11th Edition Konopaske

True / False Questions

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14. Job designs describe the objective characteristics of jobs.

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19. If an individual perceives a job as boring, job performance will suffer.

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22. Job enlargement is a necessary precondition for job enrichment.

23. Job enrichment and job enlargement are competing strategies.

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Multiple Choice Questions

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A. Streamlines and standardizes the job

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A. identify the most important needs of employers and organization

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29. Perceived job content is influenced by:

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A. perceived job content

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34. People differ in the extent that _______________.

A. they view work is a central life interest

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A. Few tasks to accomplish

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49. Job design describes the _________ characteristics of jobs.

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A. a variety of comparable methods to do a task

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A. Requisite Task Attribute Index

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58. A disadvantage of job enlargement is that it __________.

A. may increase employee training requirements

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