MG 464 - Final

Which of the following methods of succession planning involves leaders providing performance and potential ratings for their followers?

9-box matrices

Which of the following is a useful tool to determine how an organization defines winning?

Balanced scorecards

Absentee leaders tend to assign to the followers many tasks that are detrimental to the overall performance of the team.

False

According to Brockner, fairness in the workplace makes intuitive sense and is present in most organizations.

False

According to Daniel Pink, mastery involves being involved in something bigger than oneself.

False

According to Daniel Pink, rewards and punishment are unhelpful in motivating employees doing routine, assembly line work but work well when it comes to performing complex tasks or creating new products.

False

According to Groysberg, employees who are considered the high flyers of a team should be micromanaged or they may leave the organization.

False

According to Herzberg's theory, followers will exert additional effort if leaders improve working conditions and pay.

False

According to Herzberg's two-factor theory, job security is a motivator that leads to job satisfaction.

False

According to the Pygmalion effect, leaders who have little faith in their followers' ability to accomplish a goal are rarely disappointed.

False

Criterion contamination occurs when the effectiveness measures implemented by leaders in an organization are affected by factors related to follower performance.

False

Dysfunctional turnover occurs when experienced executives retire or substandard performers are fired.

False

Employee engagement is the extent to which people enjoy coming to work or are happy with their pay and benefits, and job satisfaction is the extent to which people are absorbed with, committed to, and enthusiastic about their assigned work tasks.

False

Employee satisfaction surveys tend to focus on the attitudes of followers about the tasks and activities they do at work.

False

Herzberg's two-factor theory is based on the premise that people who are treated unfairly are less productive, less satisfied, and less committed to their organizations than people who are treated fairly.

False

In context of the performance management cycle, absentee leaders are more likely to base the evaluations of their followers on their performance than on their loyalty to the leader.

False

In the context of approaches to motivation, an empowered worker will have fewer choices in how and when to accomplish high work demands and as such will suffer from more stress than will an unempowered worker.

False

In the context of job dissatisfaction at work, role ambiguity occurs when leaders and followers are given incompatible goals to accomplish.

False

In the context of managing team effectiveness, team scorecards usually provide feedback on goal progress on a monthly or quarterly basis, whereas balanced scorecards provide feedback on a daily, weekly, or monthly basis.

False

Performance differs from effectiveness in that performance generally involves making judgments about the adequacy of behavior with respect to certain criteria such as work group or organizational goals.

False

Research shows that meritocracy does not work when a person's performance at work is directly linked to the organizational outcomes.

False

Research shows that the likelihood of survival of a family-owned business in the second generation is as high as 70 percent.

False

Role conflict occurs whenever leaders or followers are unclear about what they need to do and how they should do it.

False

The evaluation phase is the most time-consuming component of the performance management cycle.

False

Which of the following statements defines the term "succession planning"?

It is the procedure organizations employ to make leadership potential and readiness decisions about followers.

In the context of job satisfaction, which of the following best defines the term "employee engagement"?

It pertains to followers' attitudes about the organization and their work activities.

_____ can be defined as a follower's ability to move forward one or more levels within an organization.

Leadership potential

_____ are internal states of tension or arousal, or uncomfortable states of deficiency that people are motivated to change.

Needs

_____ refers to what individual followers achieve and the behaviors displayed to achieve results.

Performance

Which of the following components of the performance management cycle involves gaining an in-depth understanding of a team or an organization's goals, the role of the followers in the goal accomplishment, and the context in which the followers operate?

Planning

_____ occurs when leaders insist that the followers spend long hours at work.

Presenteeism

_____ is a person's ability to build a group of followers who are loyal and work effectively together to achieve team goals.

Team effectiveness quotient

According to Daniel Pink, the three fundamental needs that drive employees who create new products or services or perform complex, non-routine work are autonomy, mastery, and meaning.

True

According to Herzberg's two-factor theory, factors that lead to satisfaction at work are called motivators and factors that lead to dissatisfaction at work are known as hygiene factors.

True

According to McClelland, differences in achievement orientation are a key reason why people differ in the levels of effort they exert to accomplish assignments, objectives, or goals.

True

According to research, a strong correlation exists between the amount of money an organization spends on motivational programs and motivational speakers and its revenues, profitability, and market share.

True

According to the 9-box matrix, a "key player" is someone who is a moderate performer and has moderate potential.

True

According to the engagement-shareholder value chain, high employee engagement drives high customer satisfaction, which in turn results in high customer loyalty, sales, profitability, and share price.

True

An individual's tendency to exert effort toward task accomplishment depends partly on the strength of his or her motivation to achieve success. This concept is called

achievement orientation

Which of the following is most likely an example of a noncontingent reward?

annual salary

Performance is best described as

behaviors directed toward an organization's mission.

According to Daniel Pink, autonomy refers to

being able to make choices

Which of the following is included in the traditional approach for determining the leadership potential of an employee?

boss ratings

In the context of organizational justice, which of the following is concerned with followers' perceptions of whether the level of reward or punishment is commensurate with an individual's performance or infraction?

distributive justice

Which of the following involves making judgments about the adequacy of behavior with respect to certain criteria such as work group or organizational goals?

effectiveness

In the context of job satisfaction surveys, _____ assess the degree to which employees are satisfied with different aspects of work, such as pay, benefits, promotion policies, working hours and conditions, and the like.

facet satisfaction items

In terms of the 9-box matrix, an employee who has high potential but is a moderate performer is called a

future star.

In the context of a job satisfaction survey, which of the following assesses the overall degree to which employees are satisfied with their organization and their job?

global satisfaction item

Which of the following is the most powerful determinant of task behavior according to Locke and Latham?

goals

According to the seven theories of satisfaction, which of the following theories or approaches focuses on giving employees work that they find meaningful?

herzberg's two-factor theory

In the context of understanding follower satisfaction, the tendency for people with longer tenure or in higher positions to have higher global and facet satisfaction ratings than those newer to or lower in the organization is known as the

hierarchy effect.

Which of the following is not a macro psychological component that underlies empowerment?

influence

Which of the following reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect?

interactional justice

In the context of group roles, which of the following occurs when someone receives inconsistent signals from several others about expected behavior?

intersender role conflict

In the context of factors that affect worker motivation, which of the following is a macro psychological component that underlies empowerment?

learning

In the context of the nature of groups, _____ are the informal rules groups adopt to regulate and regularize group members' behaviors.

norms

In the context of organizational justice, perceptions of _____ involve the process by which rewards or punishments are administered.

procedural justice

The inefficiencies created by more and more people working together are called

process losses.

In the context of job satisfaction, which of the following occurs when leaders or followers are unclear about what they need to do and how they should do it?

role ambiguity

According to the 9-box matrix, the term used for employees who are low performers but have high potential is _____.

rough diamond

According to Herzberg's two-factor theory, which of the following is a hygiene factor?

supervision

In the context of job satisfaction, which of the following methods are most commonly used to assess followers' engagement levels?

surveys

Which of the following most likely occurs when leaders articulate high expectations for followers?

the Pygmalion effect

Which of the following is one of the motivators described in Herzberg's two-factor theory?

the work itself

In the context of the seven theories of job satisfaction, which of the following is the underlying principle of the theory of organizational justice?

treating people fairly

In the context of organizational justice theory, distributive justice reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect.

False

In the context of organizational justice theory, perceptions of distributive justice involve the process by which rewards or punishments are administered.

False

In the context of team effectiveness, a team killer is an individual makes the rest of the team look better.

False

In the context of the operant approach, noncontingent rewards or punishments are administered as consequences of a particular behavior.

False

In the context of the performance management cycle, it is seen that high-performing organizations tend to engage in talent hoarding more than poor-performing organizations.

False

In the context of the what and the how of performance, task and goal accomplishment are important criteria to understand the "how" of a follower's performance.

False

Job satisfaction survey results are most useful when compared with those from a dissimilar reference group, such as an organization of a different size or one in another industry.

False

Leaders that use operant principles to motivate workers should limit themselves to administering organizationally sanctioned rewards and punishments.

False

Leadership potential is an evaluation of a follower's immediate chances of promotability.

False

Organizational citizenship behaviors can be defined as those behaviors that are directly related to a person's job but not helpful to others at work.

False

Companies that spend a considerable amount of time and effort attracting, developing, and retaining the best people often report superior financial results.

True

Design is often the most frequently omitted step in teamwork in traditional organizations.

True

During the planning stage of a performance management cycle, it is necessary for a leader to differentiate between the aspects of a follower's role that require high levels of performance and the aspects that need to be done only well enough.

True

Groups are characterized by mutual interaction and reciprocal influence.

True

Research shows that workers who are satisfied with their jobs tend to stay longer in their organizations.

True

Worker productivity and job dissatisfaction in the United States are at an all-time high.

True

Employees who are satisfied with their jobs are more likely to work on reducing the stress of their co-workers.

True

In context of the components of a performance management cycle, monitoring involves providing feedback to a follower about his or her progress toward a set goal.

True

In surveys of job satisfaction, a facet satisfaction item asks about particular aspects of the job such as pay or working conditions.

True

In the context of the what and the how of performance, the "how" examines the behaviors exhibited by a follower in accomplishing team or organizational goals.

True

In the context of understanding and improving employee engagement, presenteeism is the notion of being at work while one's brain is not fully engaged.

True

Job satisfaction is not how hard one works or how well one works, but rather how much one likes a specific kind of job or work activity.

True

Most of the causes of employee satisfaction or dissatisfaction are within a leader's immediate control.

True

Motivation can be defined as anything that provides direction, intensity, and persistence to behavior.

True

Motivation, learning, and stress are the three macro psychological components of empowerment.

True

One of the contentious issues involved in the evaluation of a follower's performance is the difficulty faced by a leader in evaluating a follower when clear goals and expectations are not set for the follower in the planning phase of the performance management cycle.

True

Perceptions of procedural justice involve the process by which rewards or punishments are administered.

True

Performance appraisals provide a documentation of a follower's overall performance over a defined period.

True

Studies suggest that if firms could get almost 4 percent more work out of each employee, the GDP in the United States would increase by $355 billion.

True

The Dunning-Kruger effect refers to how people systematically overestimate their own performance in areas where they don't have competency and readily disregard any information to the contrary.

True

The concept of motivation helps explain differences seen among people in terms of the energy and direction of their behavior.

True

The hierarchy effect occurs when upper-level employees have higher global and facet satisfaction ratings than lower-level employees in an organization.

True

The term "cookie licking" refers to the time-wasting leaders' behavior of spending time on actions and decisions that can be delegated to the followers.

True

Volunteering to help another employee with a task or project is an example of organizational citizenship behavior.

True

Which of the following factors causes an employee to leave an organization?

compensation