Chapter 8

Honest feedback is a two edge sword. Telling employees truthfully how they are performing alienates the strong performers and has a negative effect on the organization's culture. True/False?

Ans. False Response: See page 297

Performance evaluations have little effect on employee performance so evaluating employee performance once every 18 months is sufficient. True/False?

Ans.: False Response: See page 296

Turkey farming is the fine art of placing poor performers alongside strong performers so that the organization benefits. True/False?

Ans.: False Response: See page 298

Compliments are just that, compliments, and employees too sensitive to accept them should receive sensitivity training. True/False?

Ans.: False Response: See page 306

According to management experts, "Management by walking around" is passé in the Internet age where managers can easily communicate with employees using technology. True/False?

Ans.: False Response: See page 312

Actively engaged employees help an organization by keeping turnover and absenteeism low, while promoting higher customer loyalty. True/False?

Ans.: True Response: See page 293

Discipline is important to ensure worker productivity, set standards of acceptable behaviors, and meet the requirements of the U. S. Sentencing Guidelines. True/False?

Ans.: True Response: See page 299

To make it easy to terminate a subordinate, ensure that you are being fair, that you deliver the news in a way that is aligned with your organization's values, and allow the employee to maintain his personal dignity. True/False?

Ans.: True Response: See page 302

The Equal Employment Opportunity Commission (EEOC) received more than 93,000 workplace discrimination complaints in 2009, and monetary relief for victims totaled more than $376 million. True/False?

Ans.: True Response: See page 303

Employees who perceive that they have been unfairly treated are less satisfied, less likely to go the extra mile, and more likely to steal from the organization. True/False?

Ans.: True Response: See page 304

Managers earn their subordinates' credibility and respect by setting clear standards, deliberately communicating those standards, and insisting that all adhere to the standards. True/False?

Ans.: True Response: See page 311

Framing business decisions in ethical terms goes a long way toward increasing moral awareness, communicating your standards, and emphasizing the importance of ethical behavior. True/False?

Ans.: True Response: See page 313

If your manager asks you to betray your ethical standards, respond politely but firmly that you will not compromise your standards. True/False?

Ans.: True Response: See page 316

Those who survive company layoffs rarely exhibit negative behaviors; such as decreased productivity or low morale. True/False?

Ans: False Response: See page 302.

People do not want to believe that the world operates on the principles of fairness. True/False?

Ans: False Response: See page 303

The intention of most dress codes is to restrict individuality and project the company image. True/False?

Ans: False Response: See page 306.

Managers play a limited role in increasing employee engagement and building an ethical culture. True/False?

Ans: False Response: See pages 293-294.

Research has shown that the best way to encourage ethical behavior is to create an organizational culture that is built to enhance employee engagement. True/False?

Ans: True Response: See page 293.

One of a manager's most important responsibilities is to bring good people into the organization. True/False?

Ans: True Response: See page 295.

According to a survey of executives, most respondents would rather lie to employees about performance than confront them about performance problems. True/False?

Ans: True Response: See page 297.

The best way to ensure that you are not going to be asked to compromise your values is to clearly communicate what people can expect from you. True/False?

Ans: True Response: See page 316.

Lucy is passionate and enthusiastic about her work. She is eager to go the extra mile. a) Actively engaged b) Not engaged c) Actively disengaged

Ans: a Response: See page 293.

This driver of engagement, __________, refers to the fact that employees should understand the company's strategic direction and how their individual efforts play a role in the company's revenue-generating enterprise. a) Line of sight b) Involvement c) Information sharing d) Rewards and recognition

Ans: a Response: See page 294

David is willing to put in his time at work, but he exhibits no passion or no energy for what he does. a) Actively engaged b) Not engaged c) Actively disengaged

Ans: b Response: See page 293.

Don is sometime willing to go the "extra mile," but generally comes to work to do what needs to be done and to go home. a) Actively engaged b) Not engaged c) Actively disengaged

Ans: b Response: See page 293.

Jane frequently refuses to do work that "is not her job." a) Actively engaged b) Not engaged c) Actively disengaged

Ans: c Response: See page 293

One of the higher performing employees in your group has recently had family troubles. These personal issues caused him to be less flexible with his work schedule. For example, he has come in late some mornings and missed several late afternoon meetings. However, he continues to be productive when he is at work. As his manager, what should you do? a) Reprimand the employee and put him on notice immediately. b) Ignore the situation because he is generally a high performer and the situation is temporary. c) Institute flexible work hours for all employees in your group and arrange meetings when everyone can be available. d) At the next group meeting, make an example out of him and his unethical behavior to deter other employees' misbehavior.

Ans: c Response: See page 308.

Which of the following is false? a) Employee engagement is how committed employees are to their work. b) Actively disengaged employees have lower turnover and absenteeism. c) Actively disengaged employees cost the US economy billions each year. d) Engaged employees are more productive.

Ans: b Response: See page 293.

Because of a family emergency, John was unable to complete a report for his boss. Instead, he asks a coworker to finish it for him and in the morning, John tells his boss that he did the report. Is there anything wrong with John's action? a) No, because John's coworker only finished what John had started. b) No, because John had a family emergency and his boss don't need the details. The report is done. c) Yes, because John told a lie to his boss and put his reputation on the line. d) Yes, because John is indebted to his coworker now.

Ans: c Response: See page 315.

Federal law prohibits discrimination against individuals with specific characteristics. Which of the following characteristics is not on that list (i.e. not protected under Federal law)? a) Religion b) Gender c) Pregnancy d) Mental ability

Ans: d Response: See page 295.

Continuous performance evaluation is categorized under which of the four drivers of employee engagement? a) Line of sight b) Involvement c) Information sharing d) Rewards and recognition

Ans: d Response: See page 297.

You are a manager forced to layoff certain employees. What is the primary objective that should guide your treatment of these individuals? a) To make the process as quick and painless to the company as possible. b) To ensure the grapevine is passing truthful information. c) To ensure layoff survivors understand why they were not chosen. d) To allow the terminated employee to maintain personal dignity.

Ans: d Response: See page 302.

Which of the following is not an effective way to discipline employees? a) Discipline must be constructive and done in a professional manner. b) Discipline should be done privately. c) Employees should be encouraged to explain their side of the story. d) Discipline should be consistent with what other employees at the same level or position received.

Ans: d Response: To be effective, discipline must be consistent across all levels of employees—from top management to factory worker. See page 300.

How does culture get "baked in" to an organization?

Ethical standards have to be demonstrated by the manager and enforced or employees will not believe them. It is what is meant by "walking the talk." Employees figure out what really matters to an organization by observing manager behavior. See page 312.

List the four drivers of engagement

Line of sight, involvement, information sharing, and rewards and recognition. Response: See page 294.