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a.
alphabetical order.
b.
numerical order.
c.
order of importance.
d.
sequential order.
ANSWER:
c
80. Josef is thinking about applying for a new job. When he reviews the job description, which of the following should he
expect to find in the job specifications section?
a.
The skills required to perform the job
b.
The location of the job
c.
The person to whom the jobholder reports
d.
The date of the job posting
ANSWER:
a
81. Which of the following is NOT a problem frequently associated with job descriptions?
a.
They tend to broaden the scope of activities of the jobholder.
b.
They may be vague or poorly written.
c.
They include illegal specifications.
d.
They require frequent updating.
ANSWER:
a
82. Why might a manager resist having his or her department restructured into an employee team?
a.
The manager may feel threatened by the resulting reduction in power.
b.
The manager may not trust the employees.
c.
The manager may prefer clear role assignments.
d.
The manager may be concerned about the potential for conflict.
ANSWER:
a
83. Before committing to creating a team, the organization should do a __________ analysis to evaluate the work and see
if a team is appropriate.
a.
task
b.
skill
c.
job
d.
process
ANSWER:
d
84. __________ is accomplished by adding more meaningful tasks and duties to make the work more rewarding and
satisfying.
a.
Job augmentation
b.
Job rotation
c.
Job enlargement
d.
Job enrichment
ANSWER:
d
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85. The goal of job __________ is to make the job intrinsically motivating so that employees take pride in their work and
want to do it well.
a.
enlargement
b.
augmentation
c.
enrichment
d.
rotation
ANSWER:
c
86. Job enrichment is promoted as a means of helping employees with
a.
job satisfaction.
b.
dissatisfaction with pay.
c.
employment security.
d.
dissatisfaction with benefits.
ANSWER:
a
87. Kate conducted a process analysis and determined that the upcoming project is highly complex and requires a lot of
interdependence among the staff that works on it. This project would be well-suited for what?
a.
Telecommuting
b.
A team
c.
Job rotation
d.
Workplace expansion
ANSWER:
b
88. According to Herzberg, managers can enrich the jobs of employees by
a.
adding more responsibility to jobs.
b.
increasing fringe benefits.
c.
improving the quality of employee supervision.
d.
removing safety hazards.
ANSWER:
a
89. According to the job characteristics model, what three psychological states of a jobholder result in motivated,
satisfied, and productive employees?
a.
Meaningfulness of the work, task significance, and autonomy
b.
Meaningfulness of the work, responsibility for completion of a whole identifiable piece of work, and task
significance
c.
Meaningfulness of the work, responsibility for outcomes, and knowledge of work results
d.
Meaningfulness of the work, responsibility for outcomes, and fair compensation
ANSWER:
c
90. Hackman and Oldham propose that the five characteristics in their job characteristics model lead to all of the
following EXCEPT
a.
work group synergy.
b.
improved work performance.
c.
internal motivation.
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d.
lower absenteeism and turnover.
ANSWER:
a
91. An analyst who asks an employee what he or she would do differently if the situation were to occur again is probably
using what technique?
a.
The critical incident method
b.
The position analysis questionnaire
c.
The functional job analysis system
d.
The competency-based approach
ANSWER:
a
92. Task identity refers to
a.
the degree to which a job entails a number of different activities, requiring the use of different skills and
talents.
b.
the degree to which a job requires completion of an identifiable piece of work with a visible outcome.
c.
the degree to which a job has impact on the work of other people.
d.
the degree to which a job provides independence and discretion to an individual in scheduling the work and
determining the procedures to use.
ANSWER:
b
93. For the most part, Elinor likes the work that she does. But she lacks a certain degree of motivation because she feels
that it has no task significance. What does Elinor want her job to provide?
a.
A variety of different activities, requiring the use of different skills and talents
b.
The completion of an identifiable piece of work with a visible outcome
c.
Impact on the lives or work of others
d.
Independence in scheduling the work and determining the procedures to use
ANSWER:
c
94. Peter was frustrated by his job because he did not have enough autonomy. What does Peter want his job to provide?
a.
A variety of different activities, requiring the use of different skills and talents
b.
The completion of an identifiable piece of work with a visible outcome
c.
An impact on the work of others
d.
Independence in scheduling the work and determining the procedures to use
ANSWER:
d
95. Clara is frustrated by her job because she does not get enough feedback. According to Clara, what is missing from her
job?
a.
The ability to perform different activities, requiring the use of different skills and talents
b.
The completion of an identifiable piece of work with a visible outcome
c.
Direct and clear information about the effectiveness of her performance
d.
Independence in scheduling the work and determining the procedures to use
ANSWER:
c
96. __________ is a naturally occurring phenomenon whereby employees mold their tasks to fit their individual strengths,
passions, and motives better.
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a.
Job development
b.
Dejobbing
c.
Employee engagement
d.
Job crafting
ANSWER:
d
97. Susan works at DachsCorp. Rather than doing the same job every week, she basically has three different jobs and
cycles between them on a weekly basis. This is an example of job
a.
rotation.
b.
enlargement.
c.
empowerment.
d.
feedback.
ANSWER:
a
98. Jakob is analyzing the elements in a work cycle that make up a particular job activity. He wants to determine the time
required to complete each element and then see if any can be modified in a way that will reduce the time needed to
complete the full work cycle for that activity. Jakob is involved in
a.
job analysis.
b.
industrial engineering.
c.
human engineering.
d.
job design.
ANSWER:
b
99. __________ refers to the process of structuring organizations not around jobs but around projects that are constantly
changing.
a.
Employee engagement
b.
Dejobbing
c.
Job crafting
d.
Ergonomics
ANSWER:
b
100. The employees at UniTel are enthusiastic and immersed in their work to such an extent that it clearly has improved
the performance of the company. This situation is called
a.
dejobbing.
b.
job crafting.
c.
employee engagement.
d.
employee empowerment.
ANSWER:
c
101. Management at UniTel discovered that each production associate was able to produce five units a day. However,
when those same people were put into a team in which they worked together and took on different roles, the team was
able to produce seven units a day. This team achieved
a.
autonomy.
b.
teamwork.
c.
ergonomics.
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d.
synergy.
ANSWER:
d
102. Suzanne wants to understand what tasks are involved in performing the jobs required by the members of her staff.
What tool will help her uncover that information?
a.
The functional job analysis system
b.
The position analysis questionnaire
c.
The competency-based approach
d.
The critical incident method
ANSWER:
b
103. __________ are groups of highly trained individuals performing a set of interdependent job tasks within a natural
work unit. The team members rely on consensus-type decision-making to perform their work duties, solve problems, or
deal with internal or external customers.
a.
Cross-functional teams
b.
Self-directed teams
c.
Project teams
d.
Task-force teams
ANSWER:
b
104. Complete training for teams should cover each of the following skills, EXCEPT
a.
leadership.
b.
goal setting.
c.
conflict resolution.
d.
etiquette.
ANSWER:
d
105. What would you expect to find when using the critical incident method of job analysis?
a.
Most incidents are neutral
b.
Most incidents are very positive
c.
Most incidents are very negative
d.
More incidents are positive than negative
ANSWER:
a
106. A compressed work week provides all of the following EXCEPT
a.
improved recruitment of employees.
b.
improved retention of employees.
c.
reduced stress on employees.
d.
reduced absenteeism.
ANSWER:
c
107. Telecommuting is fairly common in states like California because
a.
cars are expensive.
b.
Internet access is free.
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c.
commute times are long.
d.
personal computers are provided by employers.
ANSWER:
c
108. Susan would like to achieve a better balance between her work and personal lives. Her job duties do not require that
she actually be in the office in order to complete them, and she has the self-discipline necessary to work alone with little
supervision. Which nontraditional work option would be most suitable for Susan to pursue?
a.
Flextime
b.
Telecommuting
c.
Compressed workweek
d.
Job sharing
ANSWER:
b
109. What occurs when the interaction and outcome of team members is greater than the sum of their individual efforts?
a.
Unanimity
b.
Dejobbing
c.
Synergy
d.
Ergonomics
ANSWER:
c
110. Team synergy is heightened when team members engage in behaviors such as support, active listening, consensus
decision-making, and
a.
unanimity.
b.
prioritizing options.
c.
conformity.
d.
disagreements.
ANSWER:
d
111. Individuals from the marketing, production, and manufacturing departments at UniTel have been assigned to a team
in order to accomplish a specific objective. This is an example of a __________ team.
a.
self-directed
b.
project
c.
cross-functional
d.
process-improvement
ANSWER:
c
112. Jana, Randy, Elaine, and Malcolm have been assigned to a(n) __________ to design a new product. This is a short-
term assignment, and the group will be disbanded once it has achieved its goal.
a.
self-directed team
b.
project team
c.
cross-functional team
d.
employee rotation unit
ANSWER:
b
113. UniTel is receiving a lot of complaints regarding the functionality of one of the elements of a key product with
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serious ramifications on sales. The company has assigned a group of employees to a __________ to investigate the
problem and find a resolution.
a.
self-directed team
b.
task force team
c.
cross-functional team
d.
employee rotation unit
ANSWER:
b
114. A group of experienced people from different departments appointed by management and charged with improving
productivity and decreasing waste in processes that affect all departments involved is called a(n)
a.
self-directed team.
b.
process-improvement team.
c.
cross-functional team.
d.
employee rotation unit.
ANSWER:
b
115. __________ use advanced computer and telecommunications technology to link team members who are
geographically dispersed.
a.
Content teams
b.
Whole teams
c.
Advanced teams
d.
Virtual teams
ANSWER:
d
116. Work arrangement programs involving a work schedule that differs from normal workweek schedules of 9 to 5, five
days a week, include all of the following EXCEPT
a.
the compressed workweek.
b.
flextime.
c.
job sharing.
d.
job enrichment.
ANSWER:
d
117. Jana has a two-week work schedule. During week one, she works from 8 to 5, or nine hours a day. During week two,
she works Monday through Thursday from 8 to 4:45, or 8.75 hours a day. She does not work at all the Friday of week
two. Jana’s work schedule is known as a(n)
a.
compressed workweek.
b.
enriched workweek.
c.
flextime arrangement.
d.
adaptable schedule.
ANSWER:
a
118. Jana has a two-week work schedule. During week one, she works from 8 to 5, or nine hours a day. During week two,
she works Monday through Thursday from 8 to 4:45, or 8.75 hours a day. She does not work at all the Friday of week
two. The Fair Labor Standards Act requires that Jana be paid overtime
a.
both weeks because she works more than 8 hours in a day.
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b.
for week one because she works more than 40 hours in a week.
c.
for both weeks because she begins work before 9:00 a.m.
d.
for week one because she works 9 or more hours in a day.
ANSWER:
b
119. Randolph is a single parent of three young children. His children do not start school until 9:30 in the morning, and he
has not been able to find a suitable caregiver to watch them in the morning. In addition, he really wants to be the person to
get them out to school. He does have a reliable person to be with them in the late afternoon or early evening. In order to
accommodate his childcare needs, which nontraditional work option would be most suitable for Randolph to pursue?
a.
Compressed workweek
b.
Job sharing
c.
Flextime
d.
Telecommuting
ANSWER:
c
120. When employees can adjust their daily starting and quitting times, provided they work a certain number of hours per
day or week, their work schedule is known as
a.
a compressed workweek.
b.
an enriched workweek.
c.
a flextime arrangement.
d.
an adaptable schedule.
ANSWER:
c
121. Which of the following is NOT a disadvantage of flextime schedules?
a.
Flextime is difficult to implement in situations where workstations must be staffed at all times.
b.
Flextime makes scheduling meetings more difficult.
c.
Flextime makes it difficult to recruit and retain personnel.
d.
Flextime makes it difficult for managers to supervise employees who work different hours than the manager
does.
ANSWER:
c
122. The advantages of flextime schedules include all of the following EXCEPT
a.
improved ease of scheduling meetings.
b.
reduced absenteeism.
c.
improved employee job satisfaction.
d.
reduced traffic congestion.
ANSWER:
a
123. Employers favor job sharing since it serves to
a.
reduce labor costs.
b.
reduce layoffs.
c.
reduce training costs.
d.
reduce employee appraisals.
ANSWER:
b
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124. Job sharing is suited to all of the following EXCEPT
a.
people who only wish to work part-time.
b.
people seeking a shorter workweek.
c.
people who need full-time work to satisfy all of their obligations.
d.
older workers who wish to phase into retirement.
ANSWER:
c
125. Stephen is not ready to retire yet, but he is starting to think about it. At this stage in his life, he can afford a reduction
in pay, and he would like to have more time to explore other hobbies and interests while still working at the job that he
really enjoys. Which nontraditional work option would be most suitable for Stephen to pursue?
a.
Telecommuting
b.
Flextime
c.
Job sharing
d.
Compressed workweek
ANSWER:
c
126. Which of the following is an advantage of telecommuting?
a.
Employees develop high self-discipline while working alone at home.
b.
Communication within an organization improves as telecommuting is unambiguous in comparison with face-
to-face communication.
c.
Line managers accustomed to managing by observation may find supervising distributed employees easy.
d.
It reduces overhead costs and office space of a company.
ANSWER:
d
127. Virtual teams
a.
have their problems as well as benefits.
b.
have not been successfully implemented internationally.
c.
are applied within an organization.
d.
began with the invention of color TV.
ANSWER:
a
128. What is the role of job analysis in HRM, and how does it relate to other HRM functions?
ANSWER:
Job analysis involves a systematic process of obtaining information about jobs to determine the duties, tasks,
and activities involved in the job. This information is useful in a variety of HRM functions including
recruitment, selection, training, development, performance appraisal, compensation, and labor relations.
Job analysis permits HR managers to identify job specifications or qualifications required for the job. This
information enables recruiters to target sources that are most likely to generate qualified candidates. It also
allows HR managers to design appropriate selection programs.
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129. Compare and contrast two approaches to job analysis: (1) the position analysis questionnaire (PAQ); and (2) the
critical incident technique (CIT).
ANSWER:
PAQ is a worker-oriented approach. The questionnaire covers approximately 300 tasks and asks the analyst to
indicate the degree to which each task is involved in performing a particular job.
CIT seeks to identify critical job tasks that lead to job success. These data are collected through interviews
with employees and supervisors or through self-report statements written by job incumbents. After data are
collected, the job analyst will analyze the data to pinpoint important behaviors for a job analysis.
130. Identify and explain the various sections of a job description.
ANSWER:
Although there is no standard format for job descriptions, typically they contain:
• Job Title: The job title identifies the job and gives some indication of the duties entailed in the job. It
is also of psychological value to the employee, providing status and “worth.“
• Job Identification Section: This section includes the department in which the job is organizationally
connected, to whom the jobholder reports, and the date of the last revision. It may also contain a
payroll code or other relevant information having to do with where the job fits within the organization.
• Tasks, Duties, and Responsibilities Section: This section arranges statements of job duties, typically in
their order of importance. Statements indicate the responsibilities and results expected from the duties.
The section may only contain duties and responsibilities essential to performance of the job.
• Job Specifications Section: This section contains the personal qualifications an individual must
possess to perform the job, including education or experience, special training, personal traits, etc. It
also describes the physical demands of the job, such as walking, standing, and lifting, and the
condition of the physical work environment, such as hazards encountered or unusual climactic
exposure.
131. Discuss the different forms of employee teams.
ANSWER:
1. Cross-functional team: A group staffed with a mix of employees from an organization’s marketing,
production, and engineering departments, for example, that is formed to accomplish a specific
objective.
2. Project team: A group formed specifically to design a new product or service. Members are assigned
by their managers on the basis of their ability to contribute to the team’s success. The group normally
disbands after the task is completed.
3. Self-directed team: A group of highly trained individuals performing a set of interdependent job tasks
within a natural work unit. The team members rely on consensus type decision-making to perform
their work duties, solve problems, or deal with internal or external customers.
4. Task force team: This group is formed by management to immediately resolve a major problem.
5. Process-improvement team: A group made up of experienced people from different departments or
functions. The group is charged with improving quality, decreasing waste, or enhancing the
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• Skill variety: the degree to which a job entails a variety of activities and the use of different skills or
talents by the jobholder.
• Task identity: the degree to which a job requires the completion of a whole, identifiable piece of work.
• Task significance: the degree to which a job has an impact on the lives or work of other people.
• Autonomy: the degree to which a job provides freedom, independence, and discretion to the jobholder
in scheduling and completing the work.
• Feedback: the degree to which a jobholder is given clear information about the effectiveness of his or
her performance.
133. Explain the characteristics of synergistic teams.
ANSWER:
Synergy occurs when the interaction and outcome of team members is greater than the sum of their individual
efforts. Synergy in teams does not automatically happen. The following behaviors help a team develop
synergy.
• Support. The team exhibits an atmosphere of inclusion. All team members speak up and feel free to
offer constructive comments.
• Listening and clarification. Members honestly listen to others and seek clarification on discussion
points. The team members summarize discussions held.
• Disagreement. Disagreements are seen as natural and are expected. The members’ comments are
nonjudgmental and focus on factual issues rather than personality differences.
• Consensus. The team’s members reach agreements through consensus. Proposals that are acceptable
to all team members are adopted, even if they are not the first choice of some of the individual
members. Common ground among ideas is sought.
• Acceptance. The team members value one another as individuals. They recognize that each person
brings a valuable mix of skills and abilities to the team.
• Quality. Each team member is committed to excellence. There is emphasis on continuous
improvement and attention to detail.
134. What are the different types of work schedules firms are offering their employees? Give an advantage and a
disadvantage to each.
ANSWER:
Flextime, or flexible working hours, gives employees the option of choosing daily starting and quitting times,
provided they work a certain number of hours per day or week. One advantage is reduced tardiness. A
disadvantage is the difficulty in scheduling meetings.
A compressed workweek is one in which the number of days in the workweek is shortened by lengthening the
number of hours worked per day. An advantage to employees is less time spent commuting. A disadvantage is