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Human Resource
Q:
Cross-cultural management explains the behavior of people in organizations around the world and shows people how to work in organizations with employee and client populations from many cultures.
Q:
(p. 51) Social networking applications can be used to monitor employee performance. How true is this statement? Explain with an example.
Q:
Continuity is the most important work-related value for Muslims.
Q:
(p. 49-50) Explain the forced ranking method using Jack Welch's "vitality curve."
Q:
Among those with no religious preference, professional challenge is the most important work-related value.
Q:
(p. 47-50) Discuss briefly the four types of job performance management techniques.
Q:
Consideration is the most important work-related value for Protestants.
Q:
(p. 46-47) Given the increase in service jobs, explain the implications for job performance.
Q:
Proxemics is the study of cultural expectations about interpersonal space.
Q:
(p. 46) Describe some of the trends that affect job performance in the contemporary workplace.
Q:
People from low-context cultures typically desire a lower amount of interpersonal space than do people from high-context cultures.
Q:
(p. 45-47) What is counterproductive behavior? What are the different types of counterproductive behavior? Provide examples of each.
Q:
People with a polychronic perception view time as flexible, fluid, and multidimensional.
Q:
(p. 38) Ms. Kate is a very friendly and helpful person. She goes out of her way to help her coworkers who struggle with their tasks. Kate attends the optional meetings that are scheduled for the employees. She also maintains a good attitude with everyone even in trying times. Which behavior relevant to job performance is Ms. Kate demonstrating? Elaborate on this behavior and its types with examples.
Q:
High-context cultures tend to run on monochronic time.
Q:
(p. 36) Define job analysis, explain its importance in determining job performance, and list and the basic steps involved in job analysis.
Q:
People from collectivist cultures tend to place shared community goals above individual desires and goals.
Q:
(p. 34-36) Define task performance and explain its dimensions.
Q:
Individualistic cultures are characterized as "I" and "me" cultures.
Q:
(p. 34-41) Define job performance and discuss its elements.
Q:
According to the GLOBE cultural dimensions, humane orientation represents the extent to which individuals should be rewarded for improvement and excellence.
Q:
(p. 50) Captive Minds, an entrepreneurial organization, started a monthly journal "Lecture Day." The journal is dedicated to the aspiring businessmen to put forth their business ideas in an open forum. Feedback is given through the company website, which can be viewed by all employees. Colleagues, managers, and peers can give their constructive feedback without revealing their identity. The employees welcomed this idea as they were able to give feedback without hurting anyone's ego. Which of the following systems has the management successfully implemented?
A. Forced ranking method
B. Social networking system
C. Behaviorally anchored rating scale
D. Citizenship system
E. Task performance system
Q:
According to GLOBE cultural dimensions, future orientation reflects how much people delay gratification by planning and saving for the future.
Q:
According to the GLOBE cultural dimensions, gender egalitarianism reflects the level of effort that should be put into minimizing gender discrimination and role inequalities.
Q:
(p. 50) Which of the following about the forced ranking method is false?
A. It is based on Jack Welch's vitality curve.
B. It compels managers to rank all of their people into one of three categories: the top 20 percent (A players), the vital middle 70 percent (B players), or the bottom 10 percent (C players).
C. The B players are to be developed as better managers.
D. Employees may become hypercompetitive with one another to avoid finding themselves in a lower category.
E. The B players possess the four Es of GE Leadership.
Q:
(p. 49) Mark, who is the HR manager at People's Pulse, wants to incorporate a new method of performance appraisal. He wants to introduce a system that clearly differentiates the good performers from the average and low performers. During the same period, the company is thinking about reducing its workforce because of financial constraints. The appraisal method should help management link employee performance to their compensation and retention level. Mark is looking for a method that would clearly indicate which employees should be retained and which should be fired. Which of the following approaches should he adopt?
A. Linear graph
B. Behaviorally anchored rating scales
C. Forced ranking
D. Social networking systems
E. Up-down approach
Q:
According to the GLOBE cultural dimensions, in-group collectivism reflects the extent to which individuals have pride and loyalty for their family or organization.
Q:
According to GLOBE cultural dimensions, institutional collectivism reflects the extent to which people rely on social norms and rules to avoid uncertainty and limit unpredictability.
Q:
(p. 49) The ______ method of performance evaluation can encourage hypercompetition among workers, behavior that is the opposite of what is needed in today's team-based organizations.
A. forced ranking method
B. BARS system
C. MBO process
D. 360-degree feedback method
E. self-report generation
Q:
(p. 48) The _____ approach involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors.
A. behaviorally anchored rating scales
B. management by objectives
C. 360-degree feedback
D. behavioral observation scales
E. benchmarking
Q:
According to the GLOBE cultural dimensions, power distance reflects how confrontational and dominant individuals should be in social relationships.
Q:
(p. 48) The short descriptions of effective and ineffective behaviors used to create an employee performance measurement instrument that managers can use to evaluate employee behavior are referred to as _____.
A. 360-degree feedback
B. management by objectives
C. critical incidents
D. descriptive events
E. favorable incidents
Q:
The GLOBE project is an attempt to develop an empirically based theory to describe, understand, and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes.
Q:
(p. 48) The _____ approach uses critical incidents to create a measure that can be used to evaluate employee performance.
A. management by objectives
B. 360-degree feedback
C. behaviorally anchored rating scales
D. benchmarking
E. behavioral observation scales
Q:
In low-context cultures, written and spoken words carry the burden of shared meanings.
Q:
In low-context cultures, agreements are made by general trust.
Q:
(p. 48) The management technique that assesses an employee's performance by directly assessing job performance behaviors is known as _____
A. behaviorally anchored rating scales.
B. management by objectives.
C. 360-degree feedback.
D. behaviorally applicable rating scales.
E. 180 degree feedback.
Q:
People from high-context cultures prefer to negotiate as efficiently as possible.
Q:
(p. 47) Which of the following performance appraisal systems refers to a philosophy that bases an employee's evaluations on whether the employee achieves specific performance goals?
A. Behaviorally anchored rating scales
B. Management by objectives
C. 360-degree feedback
D. Benchmarking
E. Behavioral observation scales
Q:
In high-context cultures, written and spoken words convey messages more powerfully than do nonverbal cues.
Q:
(p. 47) Which of the following statements about management by objectives (MBO) is false?
A. It is a management philosophy that bases an employee's evaluations on whether the employee achieves specific performance goals.
B. Employee involvement is high in MBO.
C. It is a set of mutually agreed-upon objectives that are measurable and specific.
D. It is best suited for managing the performance of employees who work in contexts in which subjective measures of performance can be quantified.
E. Employee performance can be gauged by referring to the degree to which the employee achieves results that are consistent with the objectives.
Q:
People from high-context cultures rely heavily on situational cues for meaning.
Q:
(p. 46) Which of the following represents the bulk of the service job growth in the United States?
A. Maintenance workers
B. Repair sheet metal workers
C. Retail salespersons
D. Construction industry laborers
E. Production jobs
Q:
Cultural intelligence is the ability to accurately interpret ambiguous cross-cultural situations.
Q:
(p. 46) Which of the following statements about knowledge work is false?
A. By the early 1990s, the majority of new jobs required employees to apply analytical knowledge acquired through formal education and continuous learning.
B. The tools used to do knowledge work change quickly.
C. Statistics from the U.S. Department of Labor confirm the rise of knowledge work.
D. Jobs involving cognitive activity are becoming more prevalent than jobs involving physical activity.
E. Knowledge work tends to be less fluid and dynamic in nature than physical work.
Q:
Ethnocentrism is the belief that one's native country, culture, language, and behavior are superior to others.
Q:
(p. 46) Historically, research on OB has focused on the _____ aspects of job performance.
A. educational
B. knowledge
C. learning
D. physical
E. theoretical
Q:
(p. 44) There is _____ correlation between task performance and counterproductive behavior.
A. a weak negative
B. a weak positive
C. a strong negative
D. a strong positive
E. no
Q:
Employees bring their organizational culture to work with them in the form of customs and language.
Q:
(p. 44) Which of the following is false about counterproductive behaviors?
A. People who engage in one form of counterproductive behavior also tend to engage in other forms of counterproductive behavior.
B. Counterproductive behavior is relevant to any job.
C. There is a strong positive correlation between task performance and counterproductive behavior.
D. Counterproductive behaviors tend to represent a pattern of behavior rather than isolated incidents.
E. Sometimes the best task performers are the ones who can best get away with counterproductive actions.
Q:
Culture usually remains above the threshold of conscious awareness.
Q:
(p. 43) Which of the following occurs when an employee is assaulted or endangered such that physical and psychological injuries may occur?
A. Boosterism
B. Sabotage
C. Incivility
D. Abuse
E. Gossiping
Q:
Most cultural lessons are learned by observing and imitating role models.
Q:
Culture has descriptive but not prescriptive elements.
Q:
(p. 43) Which of the following occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleague?
A. Harassment
B. Abuse
C. Incivility
D. Production deviance
E. Boosterism
Q:
Culture is primarily taught through formal teaching.
Q:
(p. 43) Behavior that involves hostile verbal and physical actions directed toward other employees is referred to as _____.
A. boosterism
B. incivility
C. personal aggression
D. sabotage
E. political deviance
Q:
Culture has prescriptive elements and not descriptive elements.
Q:
Culture is defined as a set of beliefs and values about what is desirable and undesirable in a community of people, and a set of formal or informal practices to support the values.
Q:
(p. 43) _____ represents communication that is rude, impolite, discourteous, and lacking in good manners.
A. Abuse
B. Incivility
C. Harassment
D. Property deviance
E. Gossiping
Q:
(p. 43) _____ is the most common form of production deviance.
A. Theft
B. Incivility
C. Wasting resources
D. Sabotage
E. Harassment
Q:
Which of the following is true about organizational values?
A. Organizations subscribe to only one set of values.
B. The basic underlying assumptions of organizational culture are relatively easy to change.
C. Organizational change is more likely to succeed if there is a great deal of inconsistency between individual values and organizational values.
D. Organizations are less likely to accomplish corporate goals when employees perceive an inconsistency between the espoused values of the organization and their own personal characteristics.
E. Enacted values drive organizational culture and espoused values are irrelevant.
Q:
_____ values are values and norms that are exhibited in employees' behavior.
A. Equitable
B. Collegial
C. Enacted
D. Egalitarian
E. Espoused
Q:
(p. 43) Behaviors that focus specifically on reducing the efficiency of work output are known as _____.
A. political deviance
B. property deviance
C. personal aggression
D. political aggression
E. production deviance
Q:
(p. 43) Which of the following behaviors are forms of production deviance?
A. Wasting resources and substance abuse
B. Sabotage and theft
C. Gossiping and incivility
D. Harassment and abuse
E. Interpersonal and organizational behaviors
Q:
_____ values represent the explicitly stated values and norms that are preferred by an organization.
A. Equitable
B. Collegial
C. Enacted
D. Egalitarian
E. Espoused
Q:
(p. 43) Behaviors that intentionally disadvantage other individuals rather than the larger organization are referred to as _____.
A. property deviance
B. organizational aggression
C. wasting resources
D. personal aggression
E. political deviance
Q:
_____ are enduring beliefs in a mode of conduct or end-state that transcend situations and are ordered by relative importance.
A. Values
B. Ethics
C. Attitudes
D. Morals
E. Norms
Q:
(p. 42) Property deviance includes _____.
A. interpersonal and organizational behaviors
B. sabotage and theft
C. gossiping and incivility
D. harassment and abuse
E. wasting resources and substance abuse
Q:
_____ is (are) the set of shared, taken-for-granted implicit assumptions that a group holds that determines how it perceives, thinks about, and reacts to its environment.
A. Normative beliefs
B. Vision
C. Organizational culture
D. Values
E. Realistic job previews
Q:
Mentoring enhances the effectiveness of organizational communication.
Q:
(p. 42) Which of the following behaviors is a type of production deviance?
A. Wasting resources and substance abuse
B. Sabotage and theft
C. Gossiping and incivility
D. Harassment and abuse
E. Interpersonal and organizational behaviors
Q:
The diversity of developmental relationships reflects the variety of people within the network an individual uses for developmental assistance.
Q:
(p. 42) All of the following are forms of counterproductive behaviors EXCEPT:
A. political deviance.
B. personal aggression.
C. property deviance.
D. production deviance.
E. aggressive training.
Q:
Mentoring has negligible influence on the protg/protge's future career.
Q:
(p. 42) Behaviors that intentionally harm the organization's assets and possessions are referred to as:
A. production deviance.
B. political deviance.
C. property deviance.
D. personal aggression.
E. organizational aggression.
Q:
Role modeling, counseling, and friendship are not part of the mentoring process.
Q:
Terry works doing oil changes and is sick and tired of rude customers. Terry decides to purposely use the wrong type of oil for the next rude customer knowing that it will harm the customer's engine in the long run but won't be traceable or noticed immediately. Terry is considering sabotaging the next rude customer's care, a form of ______.
A. counterproductive behavior
B. citizenship behavior
C. creative property deviance
D. collateral theft
E. production deviance
Q:
Coaching and protection are career functions of the mentoring process.
Q:
(p. 42) Which of the following behaviors is a type of minor interpersonal counterproductive behavior?
A. Sabotage
B. Harassment
C. Incivility
D. Substance abuse
E. Theft