Q&A Hero

Q: "We truly appreciate your hard work!" is an example of objective feedback.

Q: (p. 223) The legal component of corporate social responsibility argues that the law represents society's codification of right and wrong and must therefore be followed.

Q: Feedback is objective information about individual or collective performance.

Q: Goal commitment may be increased by assigning goals to employees.

Q: (p. 222) Economic exchanges are impersonal and resemble contractual agreements, such that employees agree to fulfill the duties in their job description in exchange for financial compensation.

Q: People with a high performance-avoid goal orientation focus on trying to avoid positive outcomes.

Q: Magnitude of consequences and concentration of effect are two components of moral intensity.

Q: People with a high learning goal orientation make efforts to achieve current tasks and to develop the ability to accomplish future tasks.

Q: (p. 221) In the context of trust and job performance, the ability to focus reflects the degree to which employees can devote their attention to work, as opposed to engaging in workplace politics or saving themselves from problems like abusive supervision.

Q: Goals should be impossible, to increase employee motivation.

Q: (p. 218-219) All individuals move through the preconventional and conventional stages and finally operate from the postconventional stage of moral development.

Q: Goals should be measurable to assess the extent to which they are accomplished.

Q: (p. 218) The four-component model of ethical decision making proposes that as people age and mature, they move through the preconventional, postconventional, and principled stages of moral development.

Q: Goals must be similar for employees performing the same job.

Q: (p. 213) Whistle-blowing occurs when former or current employees expose illegal or immoral actions by their organization.

Q: The three steps of the goal-setting process are setting goals, promoting goal commitment, and providing support and feedback.

Q: Management by objectives is a management system that incorporates participation into decision making, goal setting, and objective feedback.

Q: (p. 213) Descriptive ethics evolved with scholars in philosophy debating how people ought to act using various codes and principles.

Q: (p. 212) Low levels of informational justice can make an organization vulnerable to wrongful termination claims.

Q: When skills are lacking, a developmental process is needed wherein performance outcome goals precede learning goals.

Q: The purpose of a learning goal is to accomplish a specific end-result.

Q: (p. 211) Informational justice reflects the perceived fairness of the communications provided to employees from authorities.

Q: Employees with a clear line of sight understand the organization's strategic goals and know what actions they need to take, both individually and as team members.

Q: (p. 210) Interpersonal justice is fostered when authorities adhere to two particular rules: the justification rule and the truth rule.

Q: Persistent effort and job satisfaction are situational factors of the performance improvement cycle.

Q: (p. 210) Procedural justice tends to be a stronger driver of reactions to authorities than distributive justice.

Q: Job knowledge and quality of supervision are desired outcomes of the performance improvement cycle.

Q: (p. 210) Procedural justice is seen to be of enormous importance when outcomes are bad.

Q: Performance management is an organizationwide system whereby managers integrate the activities of goal setting, monitoring and evaluating, providing feedback and coaching, and rewarding employees on a continuous basis.

Q: (p. 208) Under the need norm, members of the group are rewarded in identical measures regardless of their individual productivity levels.

Q: Vertical loading consists of giving workers more responsibility, usually by taking on duties normally performed by their supervisors.

Q: Abigail is always very careful to award bonuses and other rewards based on each individual's performance and contribution. Abigail is concerned with interpersonal justice.

Q: Job enrichment characteristics are incorporated into a job through horizontal loading.

Q: (p. 208) The equity norm is typically judged to be the fairest choice in situations in which the goal is to maximize the productivity of individual employees.

Q: Job rotation increases flexibility of employees.

Q: (p. 208) Informational justice reflects the perceived fairness of decision-making outcomes.

Q: Jobs designed according to the principles of scientific management increase employee efficiency and productivity.

Q: (p. 208) Employees gauge procedural justice by asking whether decision outcomes, such as pay, rewards, evaluations, promotions, and work assignments, are allocated using proper norms.

Q: Job design refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on-the-job productivity.

Q: (p. 206) Affect-based trust is seen in a select few relationships.

Q: The use of monetary incentives enhances the positive effects of goal setting, especially for difficult goals.

Q: (p. 206) Affect-based trust is more rational than emotional.

Q: (p. 205) Integrity is defined as the perception that the authority adheres to a set of values and principles that the trustor finds acceptable.

Q: Difficult goals are hypothesized to lead to lower performance when people are not committed to their goals.

Q: Feedback enhances the effect of specific, difficult goals.

Q: (p. 205) Ability is defined as the belief that the authority wants to do good for the trustor, apart from any selfish or profit-centered motives.

Q: (p. 205) People gauge the track record of an authority along three dimensions: ability, skills, and knowledge.

Q: Persistent people tend to see obstacles as reasons to fail.

Q: Danny has just started a new job. His coworkers tell him that their manager is is very unselfish and always keeps her promises. In addition, she is the leading expert in the company on product development. As a result of this information, Danny is likely to develop cognition-based trust in his manager. TRUE

Q: Goal-setting directs attention, regulates effort, increases persistence, and fosters strategies and action plans.

Q: Valence refers to the positive or negative value people place on outcomes.

Q: (p. 205) Cognition-based trust is driven by the trustor's faith in human nature.

Q: (p. 204) Disposition-based trust guides us in the absence of data about a particular authority.

Q: An instrumentality of -1.0 indicates attainment of a particular outcome is totally dependent on task performance.

Q: An instrumentality of zero indicates there is no relationship between effort and performance.

Q: (p. 203) The importance of trust propensity is most obvious in interactions with family, in which any acceptance of vulnerability would amount to "blind trust."

Q: (p. 202) When trust is cognition-based, it means that trust depends on feelings toward the authority that go beyond any rational assessment.

Q: Instrumentalities range from 0 to -1.0.

Q: A person's expectancy perceptions are influenced by his or her self-esteem.

Q: (p. 201) Justice reflects the actual fairness of an authority's decision making.

Q: Jocylyn met Bryan at the apartment pool and agreed to go dancing with him that evening. Her agreement to go out with him when she just met him demonstrates affect-based trust.

Q: According to Vroom's expectancy theory, expectancy ranges from zero to one.

Q: According to Vroom, expectancy represents a person's belief that a particular outcome is contingent on accomplishing a specific level of performance.

Q: (p. 200) Trust is defined as the willingness to be vulnerable to a trustee based on positive expectations about the trustee's actions and intentions.

Q: Expectancy theory can be used to predict behavior in any situation in which a choice between two or more alternatives must be made.

Q: (p. 200) Reputation is a tangible asset that depends heavily on a company's ability to generate trust among its employees and customers.

Q: Interactional justice refers to the perceived fairness of the process and procedures used to make allocation decisions.

Q: (p. 200) An organization's reputation reflects the prominence of its brand in the minds of the public and the perceived quality of its goods and services.

Q: Distributive justice reflects the perceived fairness of how resources and rewards are distributed.

Q: Which of the following are elements of procedural justice rules? (Check all that apply.) __ voice __ accuracy __ equity __ truthfulness __ propriety

Q: A person can alter his/her sense of equity either behaviorally or cognitively.

Q: (p. 223-224) Differentiate between the ethical and legal components of corporate social responsibility.

Q: A person will experience negative inequity when his or her outcome to input ratio is greater than that of a relevant coworker.

Q: (p. 222) Discuss how relationships based on the economic and social exchange play an important role in the employee-authority relationships.

Q: When making equity judgments, people tend to compare themselves to similar others rather than dissimilar others.

Q: (p. 214) What is moral intensity? Briefly explain the factors that drive moral intensity.

Q: According to equity theory, job security is an outcome in the individual-organization exchange relationship.

Q: (p. 210) Describe interpersonal justice and its significance. Explain the two rules that foster interpersonal justice.

Q: According to equity theory, participation in important decisions is an input in the individual-organization exchange relationship.

Q: (p. 209) What are the rules under procedural justice that serve to create equal employment opportunity? Explain.