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Home » Human Resource » Page 561

Human Resource

Q: Define, in order, the three phases of the socialization process. Describe the overall socialization process through these phases.

Q: A company that tells managers that only 10% of their subordinates can receive excellent performance ratings anf an additional 12% must receive unacceptable rankings is using a percentage ranking system.

Q: Define the competing values framework. State the four culture types of the competing values framework and briefly describe each.

Q: (p. 49) There is a very low level of bias in a 360-degree rating system when participants believe the information will be used for compensation, rather than for skill development.

Q: Define "cultural values." Differentiate between espoused values and enacted values.

Q: (p. 49) Despite its popularity, 360-degree feedback is not well suited for developing employee talent.

Q: A(n) _____ network is associated with having weak ties with multiple developers from different social systems. A. traditional B. opportunistic C. entrepreneurial D. local E. receptive

Q: (p. 48) Very few 360-degree feedback systems ask the employee to provide ratings of his/her own performance.

Q: Troy had received a job offer straight out of college and had moved to Omaha a year ago. He has been introduced to numerous people in his workplace, his community, and his church. Although it's nice to see a familiar face, he doesn't see them too often and feels like he doesn't know them very well. Which type of developmental network best describes Troy's situation? A. Counseling B. Receptive C. Traditional D. Entrepreneurial E. Opportunistic

Q: (p. 48) Feedback from BARS can help an employee develop and improve over time.

Q: A(n) _____ network, which is the strongest type of developmental network, is made up of strong ties among several developers who come from four different social systems. A. formal B. receptive C. traditional D. entrepreneurial E. opportunistic

Q: (p. 48) BARS emphasizes the results of job performance as much as it does the performance behaviors themselves.

Q: Andrew is starting his own bakery. To help him out, his father's friend, who owns a supermarket, offers him a supply of flour and sugar at discount prices. Andrew's close friend, who is a real estate agent, gives him advice on how to get a large loft in the downtown area at a reasonable price. His mother, who has strong political ties in the community, uses her contacts with locals to spread word about Andrew's new business. Which of the following developmental networks does Andrew have? A. Entrepreneurial B. Opportunistic C. Traditional D. Receptive E. Dependent

Q: (p. 47) The MBO 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.

Q: Jamie is in the process of writing her doctoral thesis. She gets frequent guidance and advice from her thesis advisor who she considers a close friend as well as a mentor. Jamie frequently seeks the help and advice of another professor at the same time, who also closely oversees her work. Which of the following types of developmental network best describes Jamie's situation? A. Counseling B. Receptive C. Traditional D. Entrepreneurial E. Opportunistic

Q: A(n) _____ developmental network is composed of a few weak ties from one social system such as an employer or a professional association. A. opportunistic B. receptive C. entrepreneurial D. traditional E. formal

Q: (p. 47) Service work contexts place a greater premium on high levels of citizenship behavior and low levels of counterproductive behavior.

Q: The number of different people an individual is networked with and the various social systems from which the networked relationships stem (e.g., employer, school, community) reflect the _____. A. strength of developmental relationships B. importance of the anticipatory socialization phase C. salience of the encounter socialization phase D. nature of the change and acquisition socialization phase E. diversity of developmental relationships

Q: (p. 46) Service work involves direct verbal or physical interactions with customers.

Q: Frequent interactions, reciprocity, and positive feelings between a protg and developer indicate a _____. A. low level of network diversity B. high level of network diversity C. receptive developmental network D. strong developmental relationship E. weak developmental relationship

Q: (p. 46) In addition to being more cognitive, knowledge work tends to be more structured and static in nature.

Q: _____ reflects the quality of relationships among the individual and those involved in his or her developmental network. A. The constructive type of organizational culture B. The diversity of developmental relationships C. Organizational socialization D. Developmental relationship strength E. The passive-defensive type of organizational culture

Q: (p. 44) There is a positive correlation between task performance and counterproductive behavior.

Q: _____ reflects the variety of people within the network an individual uses for developmental assistance. A. The constructive type of organizational culture B. The diversity of developmental relationships C. Organizational socialization D. Developmental relationship strength E. The passive-defensive type of organizational culture

Q: (p. 44) Sometimes the best task performers are also the employees who engage in counterproductive behavior.

Q: _____ is a psychosocial function of mentoring. A. Sponsorship B. Exposure-and-visibility C. Role modeling D. Coaching E. Protection

Q: (p. 43-44) People who engage in one form of counterproductive behavior do not usually engage in other forms.

Q: _____ is a career function of mentoring. A. Acceptance-and-confirmation B. Exposure-and-visibility C. Counseling D. Friendship E. Role modeling

Q: (p. 43) Personal aggression is defined as hostile verbal and physical actions directed toward other employees.

Q: _____ is (are) defined as the process of forming and maintaining an intensive and lasting developmental relationship between a variety of developers and a junior person. A. Value absorption B. Cultural assimilation C. Organizational designing D. Previewing E. Mentoring

Q: (p. 43) Gossiping represents communication that is rude, impolite, discourteous, and lacking in good manners.

Q: Jill has joined the police academy. During the training process, Jill and the other cadets are made to wear uniforms and maintain an immaculate appearance. The trainers address her as "officer" instead of using her first name. All the cadets are told they are no longer ordinary citizens but representatives of the police force. This form of organizational socialization is referred to as _____. A. role play B. investiture C. informal socialization D. divestiture E. random socialization

Q: (p. 43) Political deviance refers to behaviors that intentionally harm the organization's assets and possessions.

Q: _____ refers to the affirmation of a newcomer's incoming global and specific role identities and attributes. A. Investiture B. Sequential process C. Divestiture D. Collective socialization E. Formal socialization

Q: (p. 43) Substance abuse is a form of political deviance.

Q: A _____ socialization process is one in which the newcomer is socialized by an experienced member. A. fixed B. variable C. random D. disjunctive E. serial

Q: (p. 43) Wasting resources is the most common form of production deviance.

Q: _____ socialization is the practice of segregating a newcomer from regular organization members during a defined socialization period versus not clearly distinguishing a newcomer from more experienced members. A. Serial B. Formal C. Sequential D. Random E. Informal

Q: (p. 43) Property deviance refers to behaviors that harm the organization's assets and possessions.

Q: Al starts work at a law firm. For the first three weeks that he's there he is in constant contact with other new hires, all of whom wear lanyards distinguishing them from more tenured employees. Al and the other newcomers are put through a training session that introduces them to the values and policies of the firm, and clarifies the specific tasks that they would be performing. Al's socialization is, necessarily, _____ in nature. A. informal B. random C. collective D. divestiture E. serial

Q: (p. 41) Counterproductive behavior is defined as employee behaviors that unintentionally hinder organizational goal accomplishment.

Q: Jimmy starts work at an accounting firm. On the first day of work, his boss takes him aside and tells him about the specifics of his job at the firm. Over the next few months, Jimmy's boss gives him further advice, instructions, and personal training on unique tasks. Which if the following describes Jimmy's socialization process at the accounting firm? A. Informal B. Sequential C. Individual D. Divestiture E. Collective

Q: (p. 39) Boosterism involves speaking up and offering constructive suggestions for change.

Q: Peter is a resident surgeon at his local hospital. Before he could start his residency, he had to complete four years of medical school, and then two years of internship. Identify the socialization process that Peter had to undergo. A. Random socialization B. Collective socialization C. Sequential socialization D. Informal socialization E. Fixed socialization

Q: (p. 39) Organizational citizenship behaviors benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it.

Q: Which of the following statements is true about practical applications of socialization research? A. A sink-or-swim response to organizational socialization has been found to be most helpful for new employees. B. The stage model of organizational socialization has been found to consistently be the most effective model and it has garnered wide support. C. A contingency approach is not appropriate for the organizational socialization process. D. Diverse employees experience socialization activities in the same manner. E. Effective onboarding programs result in increased retention, productivity, and rates of task completion for new hires.

Q: (p. 39) Interpersonal citizenship behavior is not important when employees work in small groups or teams.

Q: In the _____ phase of the socialization process, the employee masters important tasks and roles, and adjusts to work values and norms. A. change and acquisition B. anticipatory socialization C. adaptive D. modification E. encounter

Q: (p. 38-39) Sportsmanship involves maintaining a good attitude with coworkers, even when they've done something annoying or when the unit is going through tough times.

Q: Which of the following perceptual and social processes occurs during the change and acquisition phase of organizational socialization? A. Anticipating realities about the organization and the new job B. Internalizing group norms and values C. Anticipating organization's needs for one's skills and abilities D. Managing lifestyle-versus-work conflicts E. Seeking role definition and clarity

Q: (p. 38) Courtesy refers to keeping coworkers informed about matters that are relevant to them.

Q: Amy has recently joined a new research institute. She had initially thought that her job would entail a lot of field work, which would allow her to gain some practical experience, but her manager just gives her a lot of paperwork instead. She is also learning to adjust to the strict dress code that the company enforces on all of its employees. Amy is in the _____ stage of the socialization process. A. change and acquisition B. anticipatory socialization C. adaptive D. modification E. encounter

Q: (p. 38) Citizenship behavior is defined as voluntary employee activities that may or may not be rewarded.

Q: In the _____ phase of the socialization process, the employee tries to reconcile unmet expectations and make sense of the new work environment. A. change and acquisition B. anticipatory socialization C. adaptive D. modification E. encounter

Q: (p. 38) Creative ideas that are not implemented do not count towards positive job performance.

Q: Realistic job previews _____. A. build self-esteem B. alter unrealistic expectations C. present a negative view of the organization D. improve job performance E. raise recruiting costs

Q: (p. 37) O*NET captures the "numerous small decisions" that separate the most effective organizations from their competitors.

Q: Realistic job previews serve to _____. A. decrease turnover B. decrease performance C. increase absenteeism D. decrease job satisfaction E. decrease organizational commitment

Q: (p. 37) The O*NET is an online government database that describes the results of task performance behaviors that must be reported by firms to the government on an annual basis.

Q: (p. 36) The first step in conducting a job analysis is to generate a list of all the activities involved in a job.

Q: Bill wants to work for The Special Chocolate Factory. He applies for a job and at the same time tries to find out as much as he can about the company on the Internet. He also asks his friend Charles, who already works there, about the work environment and employee benefits that the company offers. Which phase of organizational socialization is Bill currently in? A. Encounter B. Anticipatory socialization C. Integration D. Arrival E. Change and acquisition

Q: (p. 36) Creative task performance is an expected behavior limited to jobs such as artist and inventor.

Q: In the _____ phase of the socialization process, people gather information from many sources before they join the organization. A. change and acquisition B. anticipatory socialization C. adaptive D. modification E. encounter

Q: (p. 35) Creative task performance is the degree to which individuals develop ideas or physical outcomes that are both novel and useful.

Q: Which of the following is the first phase of the organizational socialization process? A. Change and acquisition B. Encounter C. Integration D. Onboarding E. Anticipatory socialization

Q: (p. 34) Adaptive task performance involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable.

Q: (p. 34) Routine task performance involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable.

Q: Organizational _____ is defined as "the process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization." A. designing B. acquisition C. socialization D. change E. development

Q: A(n) _____ is a long-term outlook outlining action needed to achieve desired results. A. vision B. strategic plan C. operational tool D. organizational philosophy E. value statement

Q: (p. 34) Task performance is the set of explicit obligations that an employee must fulfill to receive compensation and continued employment.

Q: A vision represents: A. a long-term goal that describes "what" an organization wants to become. B. outlines an organization's long-term goals and the actions necessary to achieve these goals. C. the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments. D. a plan that has the organization's template for hiring procedures. E. the history of an organization.

Q: (p. 34) Task performance includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces.

Q: Which of the following statements about organizational culture is true? A. An organization's culture is not determined by fate. B. A change-resistant culture does not have an effect on organizational change. C. Changing an organization's culture is a simple and easy process. D. A company's organizational culture is formed and shaped by the combination and integration of the top managers. E. Mergers of two organizations with incompatible cultures frequently lead to successful results.

Q: (p. 33) Job performance is formally defined as the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment.

Q: Which of the following statements about organizational culture is true?A. Employees are more satisfied and committed to organizations with market cultures.B. Innovation and quality can be increased by building characteristics associated with hierarchical cultures.C. Organizational culture is clearly related to measures of organizational effectiveness.D. An organization's culture strongly influences its financial performance.E. Organizations with clan culture experience the greatest objective growth.

Q: (p. 33) Evaluating an employee's performance based on results alone gives an accurate picture of which employees are worth more to the organization.

Q: Organizational commitment has the strongest positive correlation with _____ cultures. A. market B. clan C. hierarchy D. adhocracy E. power

Q: According to the resource based view of organizations, people are inimitable because ______. (Check all that apply) __ they create a collective pool of experience, wisdom and knowledge __ they make many small decisions that have differential affects on the large outcomes of production and performance __ they create socially complex resources __ create deep and lasting changes in the organization __ they are necessary for the production of goods and services Resources that are rare and inimitable are valuable to organizations. People are inimitable because they create an organizational history made up of their shared knowledge, skills and abilities; the many small decisions they make can not be replicated by other organizations; and they create complex social resources based on shared culture, teamwork, trust and reputation.

Q: Job satisfaction is typically highest in _____ cultures. A. market B. clan C. hierarchy D. power E. adhocracy

Q: The resource based view of organizations states that people are valuable assets because when they their knowledge, skills, and abilities are rare and also because people are ________. __ inimitable __ easily available __ easy to train __ good followers __ infallible Resources that are rare and inimitable are valuable to firms.

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