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Student name:__________
1) Describe the background and the significance of QWL.
2) Describe the General Model of Job Design.
3) Job performance includes a number of outcomes, describe these outcomes.
4) Describe the RTAI and its uses.
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5) Describe the primary differences between and relative advantages of job enlargement and
job enrichment.
6) What actions would you suggest to management in order to facilitate greater
opportunities for employee discretion?
7) How do Six Sigma and TQM relate to each other?
8) Discuss how sociotechnical design and total quality management have been reported in
the literature.
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9) 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
10) 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
11) 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.
12) Perceived job content is influenced by:
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A) Job design
B) Individual differences
C) Social setting differences
D) All of the above.
13) 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
D) All of the above.
14) All of the following are typically thought of as “objective” measures except:
A) Output
B) Tardiness
C) Turnover
D) Job satisfaction
15) 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
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16) All of the following are considered extrinsic outcomes of a job except:
A) Pay
B) Co-workers
C) Feeling challenged
D) Working conditions
17) 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
D) All of the choices are correct.
18) Job __________ has been defined as the feelings beliefs and attitudes that employees
have regarding their jobs.
A) satisfaction
B) depth
C) joy
D) EQ
19) 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
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20) 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”
21) 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
22) Job designs specify all of the following job characteristics except:
A) Range
B) Depth
C) Relationships
D) Specific duties
23) Which of the following jobs would have the highest job depth?
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A) Assembly-line worker
B) Bookkeeper
C) Chief of surgery
D) Anesthesiologist
24) 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
25) 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
26) There are ____________ precise equations that managers can use to decide job range and
depth.
A) multiple
B) specific
C) no
D) three
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27) A position with a wider ______________ means it has more direct reports.
A) job depth
B) job span
C) span of control
D) control depth
28) 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
29) 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
30) Highly specialized jobs are those having all of the following except:
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A) Few tasks to accomplish
B) Job-specific rules
C) Job-specific procedures
D) Discretion over means and ends
31) In _______________ departments, people will be doing much the same specialty.
A) customer
B) functional
C) product
D) territory
32) Job design describes the _________ characteristics of jobs.
A) perceived
B) objective
C) true
D) All of the above
33) 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.
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34) 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
35) 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
36) 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
37) Variety, task identity, and feedback are perceptions of job _______________.
A) range
B) depth
C) relationships
D) autonomy
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38) Employees sharing similar _______________ should report similar job characteristics.
A) perceptions
B) job designs
C) social settings
D) All of the above.
39) 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
40) 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
41) A disadvantage of job enlargement is that it __________.
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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.
42) 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
D) All of the choices are correct.
43) 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
44) 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
D) All of the choices are correct.
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45) 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.
46) 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
47) 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
D) All of the choices are correct.
48) In the context of job design SMT is an acronym for _________.
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A) social media teams
B) situational mediated teams
C) self-managed teams
D) solo-man team
49) 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
50) One of the earliest forms of alternative work arrangements was _______________.
A) flex-time
B) telecommuting
C) the compressed work week
D) job sharing
51) In a __________ arrangement, employees can determine, within some limits, when they
work.
A) flex-time
B) telecommuting
C) compressed work week
D) job sharing
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52) A _______________ team relies on interactive technology to work together when
separated by physical distance.
A) self-directed
B) virtual
C) job sharing
D) All of the choices are correct.
53) 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
54) 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
55) Six sigma is a quality standard that specifies a goal of no more than _____ defects per
million opportunities.
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A) 1
B) 3.4
C) 7.3
D) 10
56) ________________ is a process in which best practices are monitored and adopted.
A) Six sigma
B) Benchmarking
C) TQA
D) Cloning
57) 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
58) _____________ 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
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59) Name three positive things that a job can provide for an individual.
60) Contrast job redesign and job design.
61) Name three work place indicators of quality of work life.
62) Management attempts to do two things when designing a job. What are they?
63) Describe the concept of QWL.
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64) What are intrinsic job outcomes?
65) Job satisfaction depends on how the job holder perceives two outcomes. What are these
outcomes?
66) What is meant by the terms job range and depth?
67) Is the level of a person’s job depth simply the result of the authority delegated to that
person’s position?
68) Managers can’t understand the causes of job performance without considering workers’
individual differences. Name two of those differences.
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69) 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.
70) What are the core dimensions in the job characteristics model? Which dimension do you
value most highly now, and why?
71) 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.
72) Why is job design sometimes resisted by labor unions?
73) What is telecommuting?
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74) Flexible work schedules are becoming more popular. Why?
75) As you understand the idea and practice of total quality management, do you believe that
it’s relevant to today’s American organizations? Explain.
76) What is the basis sociotechnical theory?
77) The term “job redesign” specifically refers to any instance in which management
specifies the duties and responsibilities of a job.
⊚ true
⊚ false
78) As used in the text, the term job design refers to a one-time, static process.
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⊚ true
⊚ false
79) 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
⊚ false
80) According to the “General Model of Job Design” perceived job content leads to job
performance.
⊚ true
⊚ false
81) Performing a job can sometimes result in health problems for the worker.
⊚ true
⊚ false
82) Jobs can provide intrinsic or extrinsic outcomes, but not both.
⊚ true
⊚ false
83) Job satisfaction depends on the levels of intrinsic and extrinsic outcomes and how the
job-holder views those outcomes.
⊚ true
⊚ false
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84) 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
⊚ false
85) Job depth reflects the amount of control that an individual has to alter or influence the job
and the surrounding environment.
⊚ true
⊚ false
86) Job depth reflects the number of operations that a job occupant performs to complete a
task.
⊚ true
⊚ false
87) 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
⊚ false
88) Without the opportunity to communicate, people will be unable to establish cohesive
work groups.
⊚ true
⊚ false
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89) Product, territory, and customer departments are comprised of jobs that are quite similar
(homogenous).
⊚ true
⊚ false
90) Job designs describe the objective characteristics of jobs.
⊚ true
⊚ false
91) Managers cannot understand the causes of job performance without considering the
social setting in which the job is performed.
⊚ true
⊚ false
92) 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
⊚ false
93) Managers expecting higher performance to result from increased task variety will be
disappointed if the jobholders do not have strong growth needs.
⊚ true
⊚ false
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94) Performance will turn down as individuals reach the limits imposed by their abilities and
time.
⊚ true
⊚ false
95) If an individual perceives a job as boring, job performance will suffer.
⊚ true
⊚ false
96) The relationship between performance and task variety is likely to be linear.
⊚ true
⊚ false
97) Job enlargement strategies focus on dividing work into more specialized tasks.
⊚ true
⊚ false
98) Job enlargement is a necessary precondition for job enrichment.
⊚ true
⊚ false
99) Job enrichment and job enlargement are competing strategies.
⊚ true
⊚ false
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100) Higher-level needs regain importance when the economy moves through periods of
recession and high inflation.
⊚ true
⊚ false
101) Self-managed teams (SMT) represent a job enrichment approach at the group level.
⊚ true
⊚ false
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Answer Key
Test name: chapter 6
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