151. Managers who believe job enrichment can effectively improve motivation would try to
give employees a significant degree of freedom and flexibility in scheduling their work and in
determining the procedures they use.
152. The key to achieving task identity is to design jobs that demand the use of many different
skills.
153. Job simplification is an extension of the ideas of Frederick Herzberg.
154. Feedback helps enrich a job by satisfying an employee’s esteem needs.
155. One way for a firm to improve motivation of employees is to establish special rest rooms,
dining areas, and parking areas for top executives.
156. If managers want to retain their employees, a good strategy may involve mentoring them
for more senior roles in the organization and provide opportunities for job advancement.
157. According to the
Adapting to Change
box, one out of five workplaces blocks access to
Facebook on company computers, citing a waste of company time.
158. The
Spotlight on Small Business
box asserts that it is impossible for small businesses to
offer intangible benefits for its employees.
159. Fast Track Corporation moves employees from one job to another on a regular basis in
order to improve motivation. Fast Track’s strategy is
job enlargement
.
160. Management at the local Hottie Potatee, a potato bar with all the fixings, is trying to
improve task efficiency by breaking down jobs into simple steps and assigning each step to a
different worker. The key benefit of this approach is that it is one of the most effective ways to
achieve job enrichment.
161. Ellen supervises several employees in the accounting department of a large corporation.
She makes it a priority to give her subordinates direct and clear information about their job
performance. Ellen’s efforts are likely to improve worker motivation.
162. David is the president and chief executive officer of Baxter National Bank. He wants to
encourage more open two-way communication among the bank’s employees and managers. One
of the most important things David can do to achieve this goal is to become a good listener.
163. During the first year at the Millennium Company, management trainees spend two
months in each of six different departments, where they have the opportunity to learn skills in
each functional area, and also to decide where they have the best match. Job rotation is a
motivational strategy used by contemporary organizations.
164. At Blastoff.com, a web-based auction headquartered in upstate New York, when
employees are at the company’s main office, they do not expect to necessarily sit at the same
desk everyday. They may decide to situate in a projection room, in a temporary soundproof room,
or in one of several lounge areas in the building. They may locate next to someone outside of
their functional area. Blastoff management believes that breaking down barriers fosters more
communication and innovation, and makes jobs more interesting.
165. Brandon’s manager often tells his employees “there isn’t a lot of time for chit-chat on the
job. If you want to give us your opinion, as a believer in open communication, I’ll gladly give you
your chance to speak your mind, on your way out!” This manager is up to date on the purpose of
the exit interview, as an important source of feedback for companies. Open communication
always begins at this juncture.
166. Regardless of cultural background, most employees respond the same way to motivational
approaches.
167. High-context cultures tend to jump right in and get work done without worrying about
developing close work relationships.
168. In a high-context culture, relationship building is motivational.
169. In a low-context culture, employees are less likely to place emphasis on relationship
building. They want to jump right in and get the job done.
170. Even if there are cultural differences across the globe, reward preferences do not vary
across cultures.
171. If rewards are an important part of an international firm’s motivational strategy,
consideration should be given to adjusting rewards for cultural preferences.
172. Most Gen X managers are likely to be flexible and good at collaboration.
173. Members of Generation X tend to be more independent and need less feedback than
members of older generations.
174. As a group, Gen Yers tend to be impatient, skeptical and image driven.
175. Members of Generation Y tend to be adaptable, tech savvy, and tolerant.
176. Gen Xers are difficult to motivate because they lack ambition.
177. Gen Xers and Gen Yers will be more tolerant of change than Baby Boomers.
178. Motivation is largely the result of external rewards and punishments.
179. Gen Zers grew up post-9/11, in the wake of the Great Recession and amid countless
reports of school violence.
180. Gen Xers, Millennials, and Gen Zers often expect change and may find the lack of change
questionable.
181. It is important when dealing with today’s culturally diverse workforce that managers
maintain a consistent motivational approach for everyone.
182. If you want to understand what motivates Gen X workers, it might be a good idea to study
the personal experiences that this group shared, such as stay-at-home moms and dads that
worked very steady nine–to-five jobs, with hardly any fear of layoffs.
183. When studying the differences in generations, it is fair to say that many ideas that each
group shares result from common experiences during the first 10 years of life.
184. As Gen Zers are starting to enter the workforce, they are likely to be less cautious and
unmotivated to make improvements in the world around them.
185. As indicated in the
Reaching Beyond Our Borders
box, the pool of employees is more
diverse than ever. Therefore, it is essential that companies must strive to develop cultural
intelligence among its management staff to avoid possible culture clashes.
186. Lisa is a Gen Xer who has just been promoted to a management position. If she is like
many of her generation, one of Lisa’s biggest problems is likely to be her inflexibility and difficulty
at working collaboratively with other employees.
187. Anthony is putting together an employee group to help add new technology to his
company’s existing products. He is seeking employees who are comfortable with new
technologies, and who are flexible, adaptable, and have a strong sense of commitment to their
work. Many of his company’s Millennial employees probably would meet these criteria.
188. Blake was asked by his team leader to explore and evaluate the best ways to
communicate with customers online. Although Blake is relatively new to the company, and is not
well versed on the entire product line, he is a Millennial, which makes him overall well suited to
knowing how people find things in common with others in an online environment.
189. The personal satisfaction people feel when they have done a job well is a(n) __________
reward.
190. Rewards that come from someone else in recognition of good work are _________
rewards.
191. _________________ was the father of scientific management.
192. One of the elements essential to Frederick Taylor’s approach to improving worker
productivity was:
193. Frank and Lillian Gilbreth developed the principle of _________, which said that every job
could be broken down into a series of elementary motions.
194. ______________ was the dominant strategy for improving worker productivity during the
early 1900s.
195. A basic idea of ___________ was to conduct time-motion studies to find the best way to
perform each task, then teach people to use these methods.