Đề cương trắc nghiệm Hành Vi Tổ Chức (Organizational Behavior) CHƯƠNG 4

Trọn bộ câu hỏi trắc nghiệm môn HÀNH VI TỔ CHỨC bao gồm câu hỏi trắc nghiệm thông thường và trắc nghiệm đúng sai (True or False). Chapter 4: Applied Motivation Practices. After reading this chapter, you should be able to: 1. Explain how money and other financial rewards affect our needs and emotions. 2. Discuss the advantages and disadvantages of the four types of rewards. 3. Identify four commonly applied team or organizationallevel performancebased rewards. 4. Describe five ways to improve reward effectiveness. 5. Discuss the advantages and disadvantages of job specialization. 6. Diagram the job characteristics model of job design. 7. Identify three strategies to enrich jobs. 8. Describe the five elements of selfleadership. 9. Explain how mental imagery improves employee motivation.

Chapter 4: Applied Motivation Practices

4-1 People who believe that money is evil and should be

squandered:

a have a strong preference for gainsharing plans

b have a strong need for status

c have a strong preference for competency-based

rewards

d tend to define themselves in terms of their wealth

e Have a weak money ethic.

4-2 Which of the following is most likely to be a type of

membership or seniority-based reward?

a Employee benefits

b Pay increase resulting from a promotion

c Employee share ownership plan

d Royalities

e Gainsharing

4-3 Which of the following is a competency-based reward?

a Gainsharing

b Pay increase resulting from a promotion

c Skill-based pay plan

d Merit increase based on performance appraisal results

e Additional week of paid vacation after completing five years of service with the company

4-4 Membership-based pay practices:

a encourage poor performers to voluntarily leave the organization

b are difficult to apply in organizational settings

c increase the probability that good performers are lured to other organizations.

d directly motivate job performance

e do all of the above

4-5 Job evaluation systems try to maintain:

a internal equity.

b pay surveys

c competencies

d performance-based rewards

e seniority

4-6 Which of these rewards is consistent with the emerging view that people are hired into organizations, not specific jobs?

a Seniority-based

b Competency-based

c Job status-based

d Membership-based

e Performance-based

4-7 Which of these is not typically an individual performance-based reward?

a Royalties

b Commissions

c Gainsharing

d Piece rate

e Merit pay

4-8 Which of these is a team reward that motivates team

members to reduce costs and increase labour efficiency in their work process?

a profit-sharing

b royalities

c ESOP

d Share options

e gainsharing

4-9 Merit pay increases:

a Are becoming less common in organizations.

b Are similar to ESOPs

c Have replaced job evaluation plans in most

organizations

d Represent the most common form of competency-based reward

e Are all of the above

4-10 Scientific management is most closely related to the process of:

a Self-leadership

b Job evaluation

c Job specialization.

d Constructive thought patterns

e Job enrichment

4-11 Skill variety, task identity, and task significance:

a Are the main outcomes of job enlargement

b Represent the first three steps in self-leadership

c Mainly affect the experienced meaningfulness of work.

d Are the feelings that people experience when they have a strong money ethic

e Are the main outcomes of scientific management 4-12 In job design, autonomy is increased mainly through:

a Empowerment.

b Job rotation

c Job specialization

d Job feedback

e None of the above has any effect on autonomy

4-13 Which of the following practices relies on constructive thought patterns?

a scientific management

b self-leadership

c job rotation

d Job status-based rewards

e job enrichment

4-14 Mental imagery

a Is a core job characteristics that leads to job

specialization

b occurs after self-reinforcement in the self-leadership model

c involves visualizing successful completion of the task

d Is the first step in job rotation

e Occurs if a person fails to engage in self-talk.

4-15 Research on self-leadership has concluded that:

a Employees rarely apply any component of the model

b These practices generally improve self-efficacy and motivation.

c People with a high degree of conscientiousness are less likely to use self-leadership

d All of the above are true

e Only 'a' and 'b' are true

TRUE or FALSE

4-1 Employees with a strong money ethic believe that money is not inherently evil and should be carefully budgeted

True

False 4-2 The largest portion of most paycheques is based on membership and seniority

True

False 4-3 Job evaluation is mainly used to calculate performance-based rewards

True

False

4-4 Membership-based rewards have been praised for

developing a better-skilled and more flexible workforce

True

False

4-5 Gainsharing plans create a reasonably strong performance-to-outcome expectancy because much of the cost reduction and labour efficiency is within the team's control

True

False 4-6 The trend toward employability means that organizations today are moving toward offering life-long employment to employees to ensure their loyalty

True

False

4-7 Perhaps the most important reason why job specialization has been more successful than expected is that it incorporates the motivational potential of jobs

True

False

4-8 According to the Job Characteristic Model, skill variety, task identity, and task significance directly contribute to the feeling of experienced responsibility

True

False

4-9 Job enlargement combines tasks into one job

True

False 4-10 One way to enrich jobs is to organize tasks into a natural grouping, such as completing a whole product

True

False 4-11 Given its high success rate, job design interventions face practically no resistance to change

False

4-12 Self-leadership involves finding ways to reduce horizontal and vertical job specialization

True

False

4-13 The practice of anticipating and working out solutions to potential obstacles in our work is called mental imagery

True

False 4-14 Employees with a high degree of conscientiousness have a more natural tendency to apply self-leadership strategies

compared to people with lower conscientiousness scores

False