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Name:
Class:
Date:
Chapter 06—Motivating Behavior with Work and Rewards
True / False
1. Goal-setting theory assumes that individual behavior results from conscious goals and intentions.
a.
True
b.
False
2. For difficult goals to motivate behavior, they must be set at a reasonable level so they are possible to attain.
a.
True
b.
False
3. Goal difficulty is the clarity and precision of a goal.
a.
True
b.
False
4. A performance management system comprises the processes and activities involved in performance appraisals.
a.
True
b.
False
5. Performance measurement with a judgmental orientation focuses on the future and uses information to improve
performance.
a.
True
b.
False
6. In most measurement systems, the employee's primary evaluator is her supervisor's supervisor.
a.
True
b.
False
7. 360-degree feedback includes evaluations from a boss and peers, but not from subordinates.
a.
True
b.
False
8. Organizations can usually benefit from conducting performance appraisals on an annual basis.
a.
True
b.
False
9. Appraising performance at the individual level is acceptable in the United States.
a.
True
Name:
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Chapter 06—Motivating Behavior with Work and Rewards
b.
False
10. Individual performance measurement methods include behaviorally anchored rating scales and checklists.
a.
True
b.
False
11. The purpose of reward systems in most organizations is to attract, retain, and motivate qualified employees.
a.
True
b.
False
12. The surface value of a reward to an employee is its objective meaning of worth.
a.
True
b.
False
13. Base pay includes such compensation as gain-sharing and profit-sharing programs.
a.
True
b.
False
14. Employee stock option plans are incentive programs in which employees are given stock in the company at no charge.
a.
True
b.
False
15. Bonus systems and piecework programs are considered incentive-based compensation systems.
a.
True
b.
False
16. The IRS has begun to tax some perquisites given to employees.
a.
True
b.
False
17. An organization's social security, unemployment, and workers' compensation contributions are set by law.
a.
True
b.
False
18. An organization that uses a flexible reward system may allow employees to choose the combination of benefits they
prefer, but not how they receive their pay.
Name:
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Chapter 06—Motivating Behavior with Work and Rewards
a.
True
b.
False
19. A policy of pay secrecy can be expected to improve workers' motivation.
a.
True
b.
False
20. Expatriates should be paid differently from their domestic equivalent workers when there are cost-of-living
differences in their host areas.
a.
True
b.
False
21. Job design involves how organizations design work that is performed in a company, rather than how jobs are
structured.
a.
True
b.
False
22. On the whole, job specialization has produced disappointing results in the corporate setting.
a.
True
b.
False
23. Frederick Taylor's view of job specialization grew from the historical writing about division of labor advocated by
Scottish economist Adam Smith.
a.
True
b.
False
24. The foremost disadvantage of job specialization is the extreme monotony of highly specialized tasks.
a.
True
b.
False
25. Job rotation and job enlargement were developed as alternative ways to design jobs instead of through job
specialization.
a.
True
b.
False
26. Companies use job rotation as a training technique and rely on it to enhance employee motivation.
a.
True
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Chapter 06—Motivating Behavior with Work and Rewards
b.
False
27. Job rotation often produces narrowly-focused and routine jobs, which is a distinct limitation of the approach.
a.
True
b.
False
28. Job enrichment involves giving employees more control over the tasks they perform on the job.
a.
True
b.
False
29. A quality circle is a group of employees who are assigned to inspection teams that ensure production quality on an
assembly line.
a.
True
b.
False
30. Extended work schedules require employees to work extended periods of time followed by long periods of paid time
off.
a.
True
b.
False
Multiple Choice
31. Self-efficacy, as it relates to goals, is the extent to which an individual
a.
is willing to expend effort in order to attain a goal.
b.
believes he or she can accomplish goals even if he or she failed to do so in the past.
c.
is personally interested in reaching a goal.
d.
accepts a goal as his or her own.
e.
believes that a goal is worthwhile.
32. The research of Edwin Locke assumes that behavior is a result of
a.
the requirements established by the organization.
b.
the organizational culture.
c.
conscious goals and intentions.
d.
the internal organizational forces to increase profits.
e.
none of these
33. Goal specificity has been shown to be consistently related to ____
a.
job satisfaction.
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Chapter 06—Motivating Behavior with Work and Rewards
b.
company image.
c.
performance.
d.
social responsibility.
e.
ethical behavior.
34. Goal specificity is defined as
a.
the extent to which a goal is challenging and requires effort.
b.
the extent to which a person accepts a goal as her own.
c.
the extent to which a person is personally interested in reaching the goal.
d.
the justification for the goal's existence.
e.
the clarity and precision of a goal.
35. Expansions on goal-setting theory argue that goal-directed effort is a function of four goal attributes: goal acceptance,
goal commitment, goal specificity and
a.
goal clarity.
b.
goal prevalence.
c.
goal importance.
d.
goal difficulty.
e.
goal attainability.
36. ____ is defined as the extent to which a person is interested in reaching a goal.
a.
Goal difficulty
b.
Goal commitment
c.
Goal acceptance
d.
Goal attachment
e.
Goal specificity
37. According to goal-setting theory, actual performance is determined by the interaction of
a.
organizational support, goal-directed effort, and individual abilities.
b.
availability of resources, employee attitudes, and goal clarity.
c.
goal-directed effort, employee motivation, and goal specificity.
d.
goal difficulty, employee attitudes, and organizational support.
e.
goal importance, goal attachment, and goal specificity.
38. All of the following statements are true about MBO EXCEPT
a.
It is a collaborative goal-setting process.
b.
Goals systematically cascade down through the organization.
c.
It is the same as the 360-degree feedback system.
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Chapter 06—Motivating Behavior with Work and Rewards
d.
Top managers establish overall goals.
e.
The manager acts as a counselor.
39. Goal-setting theory has been tested in a variety of settings. Which of the following statements is not true regarding the
findings of these studies?
a.
Goal setting is an important way for managers to convert motivation into improved job performance.
b.
Goal difficulty and goal specificity are closely related to performance.
c.
Little is currently known about how individuals accept and become committed to goals.
d.
Goal setting may focus too much on the short-term at the expense of long-term issues.
e.
Goals set for organizations as a whole are typically more effective than goals set for individual employees.
40. Which of the following is NOT part of the performance measurement process?
a.
Comparing an employee's work behavior with previously established standards
b.
Communicating the results to the employee
c.
Rewarding the employee according to his or her performance
d.
Evaluating an employee's work behavior by measurement
e.
Documenting the results
41. What is the primary use of performance appraisal information?
a.
To provide job performance feedback
b.
To develop training and development programs
c.
To provide support for human resource decision making
d.
To provide human resource planning information
e.
To allocate organizational rewards
42. Which of the following statements about performance measurement with a developmental orientation is true?
a.
A developmental orientation entails a focus on past performance.
b.
Developmental performance measurement focuses on the employees' growth since the last appraisal.
c.
Developmental performance appraisals are used to determine wages and pay raises.
d.
Performance appraisals with a developmental orientation provide information for future performance
improvement.
e.
A developmental orientation helps managers punish undesirable behaviors and demote low-performing
employees.
43. Two of the most important issues regarding how to conduct a performance appraisal are
a.
whether the appraiser takes a judgmental or developmental orientation and whether pay is linked to
performance.
b.
where the appraisal takes place and who is present at the time.
c.
who does the appraisal and the frequency of the appraisal.
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Chapter 06—Motivating Behavior with Work and Rewards
d.
how long the appraisal lasts and how often it occurs.
e.
whether the appraisal uses past or current information and whether one or many raters are used.
44. What can supervisors do to avoid measurement problems when they have only limited knowledge of the employee's
performance?
a.
Prevent the employee from working with the supervisor in the appraisal
b.
Avoid allowing employees to evaluate themselves
c.
Use a multiple-rater system
d.
Perform the evaluation with the information currently available to the supervisor
e.
Plan training programs to improve observation and categorization skills
45. Which of the following reasons explains why 360-degree feedback is very beneficial to managers?
a.
It gives managers a much wider range of feedback than traditional performance appraisals do.
b.
This type of feedback is performed more frequently than traditional methods of feedback.
c.
This form of feedback is the easiest to administer and is the most cost-efficient form of appraisal.
d.
It helps managers to be more aware of their employees' day-to- day performance.
e.
The feedback focuses on objective performance criteria.
46. Which of the following is true about 360-degree feedback?
a.
Very few companies have adopted 360-degree systems.
b.
Traditional evaluations are usually more effective than 360-degree systems.
c.
Evaluators in a 360-degree system tend to focus on objective performance.
d.
Managers are likely to hear some personal comments on sensitive topics.
e.
Using 360-degree feedback has several key advantages, and virtually no disadvantages.
47. Organizations typically conduct performance appraisals
a.
when the employee asks for one.
b.
when the manager asks for one.
c.
quarterly.
d.
once a year.
e.
more frequently for older employees than for younger ones.
48. In a highly collectivist culture such as Japan, performance appraisals almost always need to be focused more on
a.
individual effort and results.
b.
group performance and feedback.
c.
competitive analysis with coworkers.
d.
accurate collection of information.
e.
360-degree feedback.
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Chapter 06—Motivating Behavior with Work and Rewards
49. The courts and Equal Employment Opportunity guidelines have mandated that performance measurements be based
on
a.
age and sex.
b.
race and national origin.
c.
industry standards.
d.
job-related criteria.
e.
competitive benchmarks.
50. One of the most popular methods for evaluating individual performance involves
a.
graphic rating scales.
b.
bell curve ratings.
c.
forced distributions.
d.
rankings.
e.
paired comparisons.
51. The organization's compensation structure should be which of the following?
a.
equitable.
b.
open to the public.
c.
established outside of legal constraints
d.
below the external labor market.
e.
be based on interview data.
52. The choice of which behaviors to reward is a function of the
a.
compensation system.
b.
performance measurement system.
c.
performance management system.
d.
managerial system.
e.
total quality management system.
53. When a few employees are given a small reward to show that they are appreciated, the reward carries ____ value.
a.
symbolic
b.
tangible
c.
surface
d.
compensation
e.
intangible
54. Alfredo was one of many employees who received a generous Christmas bonus, which carried ____ value for Alfredo.
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Chapter 06—Motivating Behavior with Work and Rewards
a.
symbolic
b.
tangible
c.
surface
d.
compensation
e.
intangible
55. In exchange for employee contributions, an organization provides rewards such as pay and insurance benefits. These
kinds of rewards are combined to create
a.
compensation packages.
b.
intangible compensation.
c.
symbolic rewards.
d.
system rewards.
e.
resource exchanges.
56. Plans in which employees can earn additional compensation in return for certain types of performance are called
a.
performance management systems.
b.
performance appraisal systems.
c.
incentive systems.
d.
compensation packages.
e.
base pay.
57. Which of the following ties a worker's earnings to the number of units produced?
a.
Merit pay plan
b.
Gain-sharing program
c.
Profit-sharing program
d.
Employee stock option plan
e.
Piecework program
58. Which of the following distributes a portion of the company's profits to all employees at a predetermined rate?
a.
Merit pay plan
b.
Gain-sharing program
c.
Profit-sharing program
d.
Employee stock option plan
e.
Piecework program
59. All of the following are true about employee benefits EXCEPT
a.
some organizations pay the entire cost of benefits.
b.
offering benefits became a standard component of compensation during World War II.
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Chapter 06—Motivating Behavior with Work and Rewards
c.
some employees demand benefits through union bargaining.
d.
providing employee benefits is easier for firms in the United States than for firms in other countries.
e.
organizations are required by law to offer certain benefits.
60. What is the likely impact of perquisites on the employees who receive them?
a.
A lowered sense of commitment toward the organization
b.
An elevated sense of status in the organization
c.
A perceived leveling out of special privileges among employees
d.
Increased turnover due to lower restrictions on travel
e.
Reduced job satisfaction since perquisites can be taxed
61. Why are flexible reward systems becoming an increasingly popular form of compensation systems?
a.
Employees value flexible reward systems and may develop strong loyalty and attachment to an employer who
provides them.
b.
The flexible reward system allows the organization to trade off salary increases for benefit increases as ways
of rewarding the employee.
c.
Flexible reward systems allow the organization to standardize the benefits package for all employees.
d.
Organizations get fewer benefits for their dollar than they do with standard approaches, but their employees
are more satisfied.
e.
Flexible systems require less administrative time to develop and maintain than do conventional approaches.
62. Which of the following best describes a reward system that involves employees in its design and administration?
a.
Open pay system
b.
Bonus systems
c.
Participative pay system
d.
Merit pay plans
e.
Flexible reward system
63. The National Labor Relations Board (NLRB) recently upheld a decision regarding pay secrecy that states that
a.
discussion of salaries is not a right protected under the National Labor Relations Act.
b.
employers cannot enforce a rule that forbids employees from discussing their salaries.
c.
state governments may not publicize the salaries of their employees.
d.
employers must keep all salary information secret.
e.
employers but not employees may openly discuss salary information.
64. The first widespread model of how individual work should be designed was
a.
job enrichment.
b.
job rotation.
c.
job enlargement.
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Chapter 06—Motivating Behavior with Work and Rewards
d.
motivational design.
e.
job specialization.
65. Which of the following methods can be used to enhance individual performance at work?
a.
job design
b.
employee participation
c.
goal setting
d.
performance management
e.
all of these
66. Which of the following is the primary problem associated with the specialization of jobs?
a.
Involvement in too much of the production cycle
b.
Slow pace of work
c.
Boredom
d.
Lower efficiency
e.
Frequent social interaction with others
67. The problems encountered when implementing job rotation in the workplace include all of the following EXCEPT
a.
it is ineffective for training purposes
b.
it doesn't increase workers' motivation
c.
its increases in workers' interest are short-lived
d.
it reduces efficiency
e.
it maintains narrowly defined and routine work
68. One of the earliest alternatives to job specialization used by managers was
a.
automation.
b.
autonomous work groups.
c.
job expectancy.
d.
job loading.
e.
job rotation.
69. Which of the following is an example of a job design technique?
a.
job enlargement
b.
job realization
c.
job creation
d.
job equity
e.
job expectancy
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Chapter 06—Motivating Behavior with Work and Rewards
70. Job enlargement involves the process of horizontal job loading, meaning that
a.
the employee is assigned more tasks to perform.
b.
the jobs are broken into small, component parts.
c.
each employee is given a specialized task to perform.
d.
the employee is assigned less monotonous and routine tasks.
e.
the employee is assigned tasks with more responsibility.
71. Which theory serves as the basis for job enrichment?
a.
Equity theory
b.
Need theory
c.
Expectancy theory
d.
Maslow's hierarchy of needs
e.
None of these
72. Vertical job loading differs from job enlargement in that
a.
the employee has more control over the job.
b.
the employee's job satisfaction receives more attention.
c.
more tasks are added to a job.
d.
workers feel as though they are doing something worthwhile.
e.
managers strive to motivate employees by maximizing intrinsic factors.
73. Which of the following best describes the current view of job enrichment?
a.
Job enrichment continues to be a highly successful job design.
b.
Nearly all Fortune 500 companies use some form of job enrichment program.
c.
Job enrichment has been proven to increase performance, but at the cost of lower satisfaction.
d.
Job enrichment has been proven to increase satisfaction, but at the cost of lower performance.
e.
Job enrichment has recently fallen into disfavor among managers.
74. The critical psychological states of the job characteristics theory include all of the following EXCEPT
a.
knowledge of results.
b.
individual perceptions that the job is valuable and worthwhile.
c.
experienced meaningfulness of the work.
d.
individual perceptions of accountability and responsibility.
e.
recognition for work outcomes.
75. The degree to which the job allows an individual substantial freedom and independence is called
a.
autonomy.
b.
task significance.
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Chapter 06—Motivating Behavior with Work and Rewards
c.
feedback
d.
job integration.
e.
job description.
76. In the job characteristics theory, which of the following is not a factor presumed to cause the emergence of
psychological states?
a.
Task identity
b.
Experienced responsibility
c.
Task significance
d.
Feedback
e.
Autonomy
77. ____ is the degree to which a job requires completion of a whole and identifiable piece of work.
a.
Task identity
b.
Task meaningfulness
c.
Task visibility
d.
Task recognition
e.
Task significance
78. The degree to which the job activities give a person information about the effectiveness of performance is called
a.
skill variety.
b.
feedback.
c.
task identity.
d.
skill identity.
e.
task variety.
79. All of the following statements about the key outcomes expected to result from the psychological states detailed in the
job characteristics theory are true EXCEPT
a.
low absenteeism and turnover.
b.
high satisfaction with work.
c.
high-quality work performance.
d.
high profits for stockholders.
e.
high internal work motivation.
80. Which one of the following statements has been cited as a weakness of the job characteristics theory?
a.
Guidelines for implementation are too specific.
b.
All changes to a job must occur simultaneously.
c.
The role of individual differences frequently has not been supported by scientific research.
d.
The theory assumes that job characteristics are unpredictable and inconsistent.
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Chapter 06—Motivating Behavior with Work and Rewards
e.
One application of the theory found that absenteeism and turnover actually increased.
81. Participation occurs when employees
a.
work together in teams.
b.
have a voice in decisions about their own work.
c.
work closely with a mentor or supervisor.
d.
join a labor union or other employee association.
e.
become fully vested in a benefits program.
82. Organizations may benefit from allowing employee participation in all of the following areas except
a.
what material to use.
b.
what tools to use.
c.
work schedules.
d.
product quality.
e.
corporate investment decisions.
83. Quality circles are an example of organizational attempts at
a.
applying reinforcement theory.
b.
OB modification.
c.
behavior modification.
d.
empowerment.
e.
motivational training.
84. All of the following statements about the use of quality circles are true EXCEPT
a.
Employees meet regularly to identify problems.
b.
Employees are empowered to control their work.
c.
The use of a question/answer period is important.
d.
Employees can propose solutions to problems.
e.
All of the above are true of quality circles.
85. Empowerment will enhance organizational effectiveness under all the following conditions except
a.
sincere efforts to spread power and autonomy to lower levels.
b.
commitment to maintain participation and empowerment.
c.
systematic efforts to empower workers.
d.
renewed concentration of authority in the hands of top managers.
e.
increased commitment to training.
86. Alternative work arrangements are intended to
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Chapter 06—Motivating Behavior with Work and Rewards
a.
enhance employee motivation and performance.
b.
limit the flexibility employees have in scheduling work.
c.
accommodate a narrower range of the potential workforce.
d.
increase company profits.
e.
reduce dependence on key customers.
87. Which of the following statements about variable work schedules is true?
a.
employees can learn new skills
b.
employees recognize the value of motivation
c.
employees have a say in critical decisions in the organization
d.
employees grow resentful and powerless
e.
employees can organize their work behaviors
88. Which of the following is an alternative work arrangement in which an employee is given more control over the times
worked on a typical workday?
a.
Flextime
b.
Variable work schedules
c.
Compressed work week
d.
Job sharing
e.
Telecommuting
89. Ending the workday shortly after lunch on Friday because an individual reported to work early is most likely an
example of
a.
a shortened workweek.
b.
telecommuting.
c.
flextime.
d.
a compressed workweek.
e.
job sharing.
90. All of the following statements are true about the traditional work schedule, EXCEPT
a.
long days that start at 8:00 or 9:00 in the morning
b.
managers work many additional hours
c.
it is hard for employees to take care of personal business
d.
people can take off work when they need to
e.
people feel powerless because of their work schedules
91. When a construction worker decides to work additional hours on a typical workday so that he can have a three-day
weekend, he is likely taking advantage of a ____ program.
a.
shortened workweek.
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Chapter 06—Motivating Behavior with Work and Rewards
b.
telecommuting.
c.
flextime.
d.
compressed workweek.
e.
job sharing.
92. All of the following statements regarding flextime are true EXCEPT
a.
it gives employees less say about what days they work
b.
it gives employees more personal control over times they work
c.
it is desirable for people who want to work part-time
d.
all employees must be at work during core time
e.
the workday is broken down into two categories
93. Flextime is a work schedule arrangement that
a.
gives employees more personal control over the hours they work each day.
b.
allows workers to work a full forty-hour week in less than five days.
c.
allows workers to miss more than their normally allotted sick days.
d.
gives employees a say in deciding what hours to remain open for business.
e.
lets employees choose their days off in advance.
94. The benefits of job sharing include all of the following EXCEPT
a.
a way to entice more workers to the organization
b.
there are cost benefits to the organization
c.
the organization does not have to offer benefits.
d.
organizations are concerned about worker safety
e.
the organization can tap into a wider array of skills
95. Two people are needed to fill a position for a company that remains open for business from 9:00 a.m. to 5:00 p.m.,
five days a week. Which of the following alternative work arrangements might best suit this position?
a.
Job sharing
b.
Flextime
c.
Telecommuting
d.
Job characteristics approach
e.
Compressed work week
96. Telecommuting involves all of the following EXCEPT
a.
using e-mail and other technologies to stay in touch with the workplace.
b.
employees spending one or two days a week at home.
c.
reductions in absenteeism and turnover.
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Chapter 06—Motivating Behavior with Work and Rewards
d.
organization savings on facilities such as parking.
e.
higher pay for working under special conditions.
97. The problems with telecommuting include all of the following EXCEPT
a.
a feeling of isolation
b.
lack of self-control
c.
workplace safety
d.
have to be at work during core time
e.
coordination difficulties in scheduling meetings
98. All of the following are benefits of telecommuting EXCEPT
a.
it provides added flexibility
b.
employees can manage personal activities
c.
employees can get more work done
d.
employees miss the interaction of the workplace
e.
it reduces absenteeism and turnover
99. Allowing an employee to spend part of their time working off-site, usually at home is called ____.
a.
compressed work week
b.
flextime
c.
job sharing
d.
off-shoring
e.
none of these
Multiple Response
100. Which of the following are examples of incentive programs? Select ALL that apply.
a.
piecework programs
b.
gain-sharing programs
c.
health insurance programs
d.
collateral programs
e.
stock option plans
Completion
101. The extent to which a person recognizes a goal as his or her own is called goal ____________________.
102. _____________ is essentially a collaborative goal-setting process through which organizational goals systematically
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Chapter 06—Motivating Behavior with Work and Rewards
cascade down through the organization.
103. If a manager determines a wage increase by comparing an employee's current behavior with her or his past behavior,
the manager is conducting a performance appraisal with a(n) ____________________ orientation.
104. Appraisals with a(n) ____________________ orientation focus on the future and use information from evaluations to
improve performance.
105. A performance management system in which people receive feedback from those on all "sides" of them is called
___________________________________.
106. Employees who feel their salaries convey a message of how much they are worth to the organization are interpreting
the ____________________ value of that reward.
107. Top managers are often given special privileges known as ____________________.
108. Employers who allow their workers to choose "cafeteria-style" from a variety of benefits packages are following a(n)
___________________________________ system.
109. ___________________________________ programs grant additional earnings to employees or work groups for
cost-reduction ideas.
110. An American citizen who is an employee of a U.S. company, but who works in a different country, is called a(n)
____________________.
Matching
Joey, Konrad, and Susan work at a small café. Match each of the following scenarios with the job design concept it most
clearly illustrates.
a.
Joey takes the customers' orders, Kondrad makes their drinks, and Susan makes the sandwiches.
b.
To break up the monotony of the long days, Joey, Konrad, and Susan switch jobs at regular intervals.
c.
After Konrad leaves the company, Susan's job is modified so that she makes drinks as well as sandwiches.
d.
Susan, the designated sandwich-maker, is given control over what sandwiches appear on the menu, where the café
gets its ingredients, and how the café's food supplies are stocked.
111. job rotation
112. job enrichment
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Chapter 06—Motivating Behavior with Work and Rewards
113. job enlargement
114. job specialization
Match each of the following scenarios with the flexible work arrangement it illustrates.
a.
Diego, an accountant, doesn't mind working long days and really likes 3-day weekends. He works Monday through
Thursday, 10 hours a day, so that he has every Friday off yet still works 40 hours a week.
b.
Svetlana, an electrician, works Monday through Friday, 8 hours a day, every odd week, and Monday through
Thursday, 10 hours a day, every even week.
c.
Gustav, an Alaskan crab fisherman, is paid a premium salary to work 5 weeks straight without a day off, followed
by 2 weeks of paid vacation.
d.
George and Jerry work as bellboys at a fancy hotel. George works from 8 am to noon Monday through Friday, and
as soon as he leaves, Jerry arrives and works at the same position from noon to 4, such that each of them works a
20-hour week.
e.
Liza, a journalist, works Monday through Friday, 8 hours a day, like at a normal job. However, she works from 8
am to noon, takes four hours off, then finishes her work day by working 4 pm to 8pm.
f.
Boris, a content developer, can do the entirety of his job from any place that has an internet connection. He does
not come into the office at all and does all of his work from home.
115. job sharing
116. extended work schedule
117. compressed work schedule
118. nine-eighty schedule
119. telecommuting
Essay
121. Edwin Locke's expanded model of goal-setting theory assumes that goal-directed behavior is a function of four goal
attributes: goal difficulty, goal specificity, goal acceptance, and goal commitment. Define these attributes and discuss how
they relate to motivated work behaviors.
Name:
Class:
Date:
Chapter 06—Motivating Behavior with Work and Rewards
122. Discuss the issues that arise when developing a compensation package for expatriate employees. What issues must
managers be sure to address?
123. Discuss the general purpose of a reward system. Give specific examples for the surface and symbolic value.
124. Describe, discuss, and give examples of and the pros and cons of job rotation.
125. Compare and contrast three alternative approaches to work scheduling discussed in your text. How will each
approach affect organizational efficiency?
