Chapter 2 Managing Work Flows and Conducting Job Analysis
OBJECTIVE QUESTIONS 1. To compete and use its material and human
resources effectively, an organization needs a proper fit between
its business strategy and the appropriate: a) business plan. b)
HRIS system. c) management team. d) quality-of-work life program.
e) organizational structure. Answer: e E--Recall Page: 48
2. The choice of a prospector strategy for a business would be
most appropriate when: a) the company is operating in an uncertain
business environment. b) the business environment is relatively
stable. c) its products are at the maturity stage in their life
cycle. d) it has a functional structure. e) its management
practices top-down decision making. Answer: a M--Integration Page:
49
3. Cheap Shoes manufactures a line of inexpensive shoes. It
chooses to use a defender strategy, which means the most effective
structure for them would be: a) decentralized decision making. b)
maximizing autonomy among divisions. c) setting up a functional
structure based on a division of labor. d) utilizing self-managing
work teams. e) establishing a flat structure. Answer: c
E--Application Page: 49
4. A company with a prospector strategy would most likely: a)
have a bureaucratic organizational structure. b) have decentralized
control, giving employees more responsibility. c) use a vertical
information system. d) implement decisions from the top down. e)
use hierarchy to resolve conflict. Answer: b E--Recall Page: 49
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Part II The Contexts of Human Resource Management
5. A firm can choose any one of a number of organizational
structures. A company with a defender strategy would be best served
by a: a) flat organizational design. b) boundaryless organizational
design. c) bounded organizational design. d) bureaucratic
organizational design. e) generic organizational design. Answer: d
E--Recall Page: 49
6. Alyssa is reading a job description for an interesting retail
position. The job description is very specific, telling her exactly
what department of the store she would be responsible for and what
her duties would be. The ad features good opportunities for
advancement within the retail areashe could become the managing
retail director for her department. However, she would not be able
to move into finance or production. This is an example of which
organizational strategy? a) Top-down management. b) Work
specialization. c) A prospector strategy. d) Centralization. e)
Pyramid-building. Answer: b E--Application Page: 49
7. Bureaucratic organizational structures are marked by: a)
narrow job descriptions and sharp vertical and horizontal
boundaries. b) division of labor around products, services, or
customers. c) high employee involvement in decision making. d)
decentralized management. e) a strong emphasis on teams and
relationships with customers. Answer: a M--Recall Page: 50
8. Maryland Times News is a publishing company that has a
functional division of labor, work specialization, and a pyramid of
authority. MTN has a: a) bureaucratic organizational structure. b)
flat organizational structure. c) boundaryless organizational
structure. d) team-based organizational structure. e) work flow
organizational structure. Answer: a M--Application Page: 50
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Chapter 2 Managing Work Flows and Conducting Job Analysis
9. One organizational structure that lends itself to the
formation of joint ventures and strategic alliances is a: a)
bureaucratic structure. b) flat structure. c) generic structure. d)
boundaryless structure. e) two-factor structure. Answer: d
E--Recall Page: 50
10. Courtland Corporation recently reduced its number of
management levels and decentralized its entire managerial approach.
Prior to this, the corporation maintained a pyramid-shaped
management structure and was based on a functional division of
labor. Courtland evolved from a(n)_______ organization to
a(n)_______ organization. a) prospector / defender b) boundaryless
/ bureaucratic c) bureaucratic / boundaryless d) bureaucratic /
flat e) defender / boundaryless Answer: d M--Recall Page: 50
11. Which of the following is characteristic of a boundaryless
organization? a) Many levels of management. b) Top-down management
approach. c) Emphasis on teams whose members may cross
organizational boundaries. d) Rigid work specialization. e)
Hierarchical career paths may exist within one function. Answer: c
E--Recall Page: 50
12. Which of the following would be the best environment in
which to implement a flat organizational structure? a) A joint
venture. b) An environment based on a functional division of labor.
c) A strong, centralized management environment. d) A stable,
pyramid-shaped management environment. e) A rapidly changing
environment. Answer: e M--Recall Page: 51
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Part II The Contexts of Human Resource Management
13. A company might adopt a boundaryless organizational
structure because: a) it seeks to structure its organization around
functions. b) management wants to enter foreign markets that have
entry barriers to foreign competitors. c) it is moving into a
stable and predictable market. d) it seeks to reorganize around its
products, services, or customers. e) it has adopted the two-factor
theory of management. Answer: b C--Integration Page: 52
14. Your boss asks you to look at the input, processing, and
output of a work process and evaluate its effectiveness. She has
asked you to conduct a: a) job analysis. b) task significance
study. c) process reengineering study. d) work flow analysis. e)
work simplification study. Answer: d M--Application Page: 52
15. Managers use work flow analysis in order to: a) recombine a
specialized task into one more complex and satisfying job. b)
simplify jobs by breaking them into individual component tasks. c)
understand the overall environment in which a job operates. d)
analyze the various dimensions of a job. e) understand the tasks
involved in a specific job. Answer: c M--Integration Page: 52
16. A company is involved in business process reengineering when
it is: a) examining how work creates or adds value to the ongoing
business processes. b) fundamentally rethinking and redesigning its
work processes to dramatically reduce costs, improve quality, etc.
c) reviewing the skill variety, task identity, meaningfulness,
responsibility, etc., of specific jobs. d) systematically gathering
and organizing information concerning jobs, work expectations,
tasks, duties, and responsibilities. e) implementing an HRIS
system. Answer: b C--Integration Page: 53
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Chapter 2 Managing Work Flows and Conducting Job Analysis
17. Reengineering is a fundamental rethinking of a business: a)
that has not become a popular way to become competitive in the
United States. b) that has not yet become well known in Europe. c)
that involves extensive work simplification and work flexibility
efforts. d) that is being used by less than 10% of businesses in
the United States. e) but its critics point out that over half of
the efforts fail to meet their objectives. Answer: e M--Recall
Page: 53
18. Greenbelt Corporation, during the course of its business
process reengineering, is examining how the work performed there is
adding value to the functioning of the business. What is probably
the purpose for this? a) To increase total quality management. b)
To create clearer job descriptions. c) To analyze the business
efficiency in performing work flow analysis. d) To identify jobs
that can be eliminated or combined. e) To determine whether a
switch to a boundaryless organization would be profitable. Answer:
d C--Application Page: 53
19. Business process reengineering is: a) occurring more in
Europe than in the United States. b) occurring more in the United
States than in Europe. c) 75% successful in meeting objectives. d)
determining whether a company should change organizational
structure. e) a way to create more layers of management in small
businesses. Answer: a M--Recall Page: 53
20. The type of work team having the most impact on U.S.
companies is the: a) project team. b) quality circle. c)
self-managed team. d) contingency team. e) task team. Answer: c
E--Recall Page: 54
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Part II The Contexts of Human Resource Management
21. A work group differs from a team in what way? a) In a team,
everyone is equal. In a work group, some members have more power
than others. b) A work group depends on an outside supervisor for
direction, while a team selfdirects. c) A work group self-directs,
while a team depends on an outside supervisor for direction. d) A
work group is significantly larger than a team. e) A team tends to
have better rapport between members than a work group. Answer: b
M--Recall Page: 54
22. A self-managed team: a) is a small group of people with
complementary skills who come together for a specific project. b)
depends on a supervisor for direction, cross-trains on skills and
equipment, and tends to be long term in duration. c) comes together
for a few hours a week to solve problems theyve found in work
processes. d) crosses functional or organizational boundaries to
examine complex issues. e) tends to focus on quality and
productivity issues and handles issues related to work management.
Answer: e C--Integration Page: 54
23. Which of the following is NOT an example of a typical SMT
member responsibility? a) Scheduling work. b) Performing
performance evaluations. c) Disciplining team members. d)
Terminating a team members employment. e) Ordering work materials
for the team. Answer: d M--Recall Page: 54
24. When a company uses self-managed work teams, the teams may:
a) assume responsibility for strategic planning. b) assume many
managerial duties. c) take responsibility for formulating company
policies. d) set salary and benefits for teams. e) eliminate the
need for an HRM department by assuming its responsibilities at the
team level. Answer: b C--Integration Page: 54
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Chapter 2 Managing Work Flows and Conducting Job Analysis
25. Implementing self-managed work teams changes many HRM
practices, including: a) work flow analyses. b) problem solving. c)
organizational designs. d) job enrichment and job rotations. e)
performance appraisals. Answer: e E--Recall Page: 54
26. To work well, self-managed teams require training in three
areas, including: a) technical skills. b) job analysis. c) work
flow analysis. d) HRIS. e) motivation. Answer: a E--Recall Page:
55
27. The Lynn Mercer company has what kind of organizational
structure? a) boundaryless. b) bureaucratic. c) flat. d)
pyramid-shaped management. e) b and d Answer: c M--Integration
Page: 55
28. Your organization is trying to decide if it should implement
TQM. Management assembles a team to study the issue. The team will
disband once the study is complete. The best type of team to use
would be: a) a work group. b) a self-managed team. c) a
problem-solving team. d) a special project team. e) a QWL team.
Answer: c M--Application Page: 55
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Part II The Contexts of Human Resource Management
29. A quality-of-work-life program is an example of using: a)
self-managed work teams. b) problem-solving teams. c) quality
circles. d) special-purpose teams. e) task teams. Answer: d
E--Recall Page: 55
30. What type of team would work best in a situation where you
expect only a part-time commitment from each member, where each
member will work in a different city or state, but where rapid
communication will be important? a) A virtual team. b) A
problem-solving team. c) A special-purpose team. d) A self-managing
all-purpose team. e) Any of the above Answer: a M--Application
Page: 56
31. Shamekwa believes that employees are motivated by their
work, sense of achievement, responsibilities, and advancement
opportunities. Shamekwas thinking is most compatible with the: a)
work adjustment theory. b) goal-setting theory. c) job
characteristics theory. d) two-factor theory. e) job design theory.
Answer: d M--Application Page: 57
32. According to Frederick Herzbergs two-factor theory, employee
job satisfaction can be explained in terms of: a) salary. b)
benefits. c) the work itself. d) relationships. e) job security.
Answer: c E--Recall Page: 57
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Chapter 2 Managing Work Flows and Conducting Job Analysis
33. The factors that affect employee dissatisfaction in
Herzberg's theory include: a) the work itself. b) recognition for
good work. c) the amount of responsibility on the job. d) company
policies. e) the opportunity for advancement. Answer: d M--Recall
Page: 57
34. In Herzbergs theory of motivation, hygiene factors are those
factors that: a) are critical to the motivation of the employee. b)
affect employee job satisfaction. c) lead to employee advancement.
d) define the job the employee has to do. e) permit an employee to
set his/her own goals on the job. Answer: b C--Integration Page:
57
35. Which of the following is a motivator, according to
Herzberg? a) Salary. b) Relationships within the company. c) A
positive working atmosphere. d) Receiving recognition. e) Employee
benefits. Answer: d E--Recall Page: 57
36. According to the Two-Factor Theory, which of the following
would be best for motivating and satisfying employees? a)
recognition and responsibility. b) a greater number of hygiene
factors than motivators. c) job security and salary. d) employee
benefits and achievement. e) job security and recognition. Answer:
a C--Integration Page: 57
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Part II The Contexts of Human Resource Management
37. The work adjustment theory of motivation suggests that
employee satisfaction and motivation are functions of: a) company
policies and the relationships formed with co-workers. b) clear,
direct goals over which the employee has control. c) the
opportunity for advancement. d) the fit between the individuals
needs and abilities and the job characteristics. e) the core job
characteristics. Answer: d M--Integration Page: 57
38. Work adjustment theory proposes that one worker may find a
job satisfying and motivating, while another finds it to be
dissatisfying and boring if: a) there are too few motivators. b)
the goals are not specific and challenging. c) there are not enough
hygiene factors. d) the three critical states are met differently
for each of them. e) the workers needs and abilities are different
and so they fit differently in the work environment. Answer: e
M--Integration Page: 57
39. Work adjustment theory has a number of important
implications for the management of people, such as: a) not all
employees may want to be involved in decision making. b) employees
will be motivated when they have clear goals. c) difficult but
attainable goals are more motivating than easy goals. d) employees
who receive regular feedback on their progress are more motivated
than employees who do not. e) designing jobs to have skill variety
and task significance make them more meaningful. Answer: a
M--Integration Page: 58
40. Goal-setting theory of motivation suggests that employee
satisfaction and motivation are functions of: a) company policies
and the relationships formed with co-workers. b) clear, direct
goals over which the employee has control. c) the opportunity for
advancement. d) the fit between the individuals needs and abilities
and the job characteristics. e) the core characteristics of the
job. Answer: b C--Integration Page: 58
41. Your organization has recently implemented a goal-setting
theory. Which of the following do you suggest to best motivate and
encourage employees to meet these goals? a) setting broad and
ambiguous goals. b) discouraging employee input in the creation of
the goals. 46
Chapter 2 Managing Work Flows and Conducting Job Analysis
that goals be relatively easy to attain to boost the employees
confidence. d) that goals be specific and challenging. e) that
employees receive limited feedback regarding their progress toward
the goals so as not to cause unnecessary anxiety. c)
Answer: d
M--Application
Page: 58
42. Job characteristics are central to employee satisfaction and
motivation according to the: a) job characteristics theory. b)
two-factor theory. c) work adjustment theory. d) goal-setting
theory. e) none of the above Answer: a M--Recall Page: 58
43. The three psychological states central to the job
characteristics theory include: a) meaningfulness of the job. b)
control of job outcomes. c) task significance. d) working
conditions. e) task identity. Answer: a M--Recall Page: 59
44. Which of the following is a core job characteristic that
activates the three psychological states, according the job
characteristics theory? a) Interdependence. b) Skill variety. c)
Responsibility. d) Task difficulty. e) All of the above Answer: b
E--Recall Page: 59
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Part II The Contexts of Human Resource Management
45. The process by which work is organized into the separate
tasks required to perform a specific job is called: a) job
analysis. b) job design. c) task significance. d) working
conditions. e) task identity. Answer: b E--Recall Page: 59
46. Perez is examining job design within his firm. Which of the
following is a critical influence that he needs to explore? a) Work
simplification. b) Fit with the environment. c) Skill variety. d)
Employee motivation. e) Fit with business strategy. Answer: e
C--Application Page: 59-60
47.Your production lines are making a standardized product.
Efficiency is critical to your production costs. The majority of
production line tasks are simple and repetitive in nature. The use
of ______ would be your best choice in job redesign. a) job
enrichment b) job rotation c) work simplification d) flexible work
designs e) self-managed teams Answer: c C--Application Page: 60
48. For employees who work on an assembly line or in other areas
that require simplified and highly specialized work, which of the
following job design strategies would best reduce boredom and
fatigue? a) Job enrichment. b) Job simplification. c) Job rotation.
d) Job enlargement. e) c and d Answer: e E--Recall Page: 60
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Chapter 2 Managing Work Flows and Conducting Job Analysis
49. Which of the following is an example of job enrichment? a)
Reducing specialized tasks by combining them, giving employees more
narrowly defined tasks to perform. b) Expanding the horizontal and
vertical dimensions of the job by giving the employee
responsibility for the whole production. c) Dividing employees into
self-managing teams, able to perform several different tasks and
have complete responsibility for the entire production process. d)
Giving each employee a little responsibility for the task and
duties of a particular job, but additional responsibility for the
outcomes. e) Matching employees to the job by examining their needs
and skills and the specific job characteristics. Answer: b
C--Integration Page: 60-61
50. Your relatively flat organization is moving toward a
boundaryless structure. Layers of management have been reduced to a
minimum. You want employees to be selfmanaging, to perform several
different tasks, and to take complete responsibility for the entire
production process. ______ would be your best choice as you
implement a job redesign program. a) Work simplification b)
Team-based job designs c) Job rotation d) Flexible work designs e)
Job enrichment Answer: b C--Integration Page: 61
51. A team-based job design would work the best for a business
under what circumstances? a) The business has a bureaucratic
organization structure. b) The business has a flat structure where
teams are expected to produce part of a product and then pass it
along to another team. c) The business has a flat and boundaryless
structure, and teams are expected to produce a finished product. d)
The business maintains a strong defender strategy. e) The business
is considering a move toward goal-setting theory. Answer: c
M--Recall Page: 61
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Part II The Contexts of Human Resource Management
52. The basic element of work that is a logical and necessary
step to perform a job is a: a) duty. b) task. c) responsibility. d)
job description. e) work flow. Answer: b E--Recall Page: 61
53. Which of the following is a term used to describe one or
several duties that identify and describe the major purpose or
reason for the jobs existence? a) A responsibility. b) Work. c) A
position. d) A task. e) A skill. Answer: a E--Recall Page: 61
54. Zack systematically collects information about the tasks,
duties, and responsibilities of each position that reports to him
in order to make hiring decisions about those jobs. Zack is using
_______ to improve his recruiting efforts. a) work flow analysis b)
flexible work designs c) business process reengineering d) job
analysis e) work study programs Answer: d M--Application Page:
61
55. Job analysis helps managers answer a number of questions,
including: a) Where does the work come from? b) What managers are
needed to supervise the tasks? c) From where do the workers come to
perform the job? d) What performance appraisal system should be
used to evaluate the job? e) All of the above Answer: a
M--Integration Page: 61
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Chapter 2 Managing Work Flows and Conducting Job Analysis
56. Cecilia is observing workers on an assembly line performing
their tasks. Shes watching to see who they interact with, where the
work comes from, what equipment they must use, etc. Cecilia is
conducting: a) work flow analysis. b) flexible job design research.
c) preparatory observation for self-managed work teams. d) job
redesign. e) job analysis. Answer: e M--Application Page: 61
57. Job analysis is helpful to HR professionals in performing
which of the following tasks? a) Establishing an HRIS. b)
Determining what type of team to use in a given situation. c)
Designing a benefit plan. d) Budgeting. e) Selecting and recruiting
employees. Answer: e E--Recall Page: 63
58. HR wants to develop task-oriented job descriptions and
performance appraisal forms for a series of jobs. Their best job
analysis tool would be: a) a task inventory analysis. b) a
guidelines-oriented job analysis. c) methods analysis. d) the
critical incident technique. e) an MPDQ. Answer: a C--Integration
Page: 63
59. Marquis is examining the knowledge, skills, and abilities
used in performing certain tasks. His process begins with
interviews of the incumbents and their managers. He then constructs
and administers a survey, and finally creates a matrix by which he
rates the task. Marquis is using which job analysis technique? a)
Position analysis. b) Methods analysis. c) Task inventory analysis.
d) Critical incident technique. e) Functional job analysis. Answer:
c M--Application Page: 63
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Part II The Contexts of Human Resource Management
60. If managers needed a systematic way to analyze tasks in a
given situation, and wanted to use a tailored rather than a
standardized questionnaire, they would use: a) position analysis.
b) methods analysis. c) critical incident technique. d) task
inventory analysis. e) functional job analysis. Answer: d E--Recall
Page: 63-64
61. A KSA matrix should rate which of the following: a) what
KSAs an employee demonstrates in a given task. b) how importantly a
variety of KSAs relate to specific tasks. c) how an incumbent
employee reacts in given situations. d) how well the organizational
structure of the company fits with an incumbent employee. e) what
methods and machines job incumbents use to perform their jobs.
Answer: b M--Integration Page: 64
62. Which of the following types of job analysis focus on
managerial positions? a) A position analysis questionnaire (PAQ).
b) A guidelines-oriented job analysis. c) A critical incident
technique. d) A hay plan. e) A functional job analysis. Answer: d
63.
E--Recall
Page: 64
The best job analysis tool of behavioral job descriptions to
develop would be: a) position analysis. b) methods analysis. c)
critical incident technique. d) task inventory analysis. e)
functional job analysis. Answer: c C--Integration Page: 65
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Chapter 2 Managing Work Flows and Conducting Job Analysis
64. The first step in conducting a critical incident job
analysis is to: a) interview the incumbents. b) generate the
dimensions to be examined. c) create and administer a questionnaire
survey. d) generate a list of critical incidents. e) examine the
methods used to perform the work. Answer: b M--Recall Page: 65
65. The first step to create general guidelines for conducting
any job analysis is to: a) determine the uses of the job analysis.
b) select the jobs to be analyzed. c) gather job-related
information. d) interview the job incumbents. e) draft a
preliminary job description. Answer: a 66.
E--Recall
Page: 66
A job analysis questionnaire that uses a five-point scale that
is analyzed by a computer and that determines which job elements
are involved in performing a specific job is called a: a) task
inventory analysis. b) methods analysis. c) functional job
analysis. d) positional analysis questionnaire. e) management
position description questionnaire. Answer: d E--Recall Page:
66
67.
Which of the following is a section on the position analysis
questionnaire? a) Mental processes. b) Work output. c) Job context.
d) Relationships with other persons. e) All of the above Answer: e
E--Recall Page: 66-67
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Part II The Contexts of Human Resource Management
68. Which of the following aspects is NOT examined in a
functional job analysis? a) The materials or services produced by
the job incumbent. b) The methods the job incumbent uses to perform
the job. c) The equipment and tools that a job incumbent uses. d)
The motivators a job incumbent experiences. e) What the job
incumbent does to people, data, and things. Answer: d M--Recall
Page: 67
69. When considering the legal consequences of a job analysis,
HR managers must remember that: a) the critical incident technique
is the most legally defensible. b) there is generally one best
technique to use in any given situation. c) the more subjective and
specialized the analysis, the better. d) job analysis is a dynamic
process that focuses on the future use of the job. e) job analysis
should focus on the worker, not the job characteristic. Answer: e
C--Integration Page: 67
70. A summary statement of the essential job duties and
responsibilities of a job is called a: a) work flow analysis. b)
job analysis. c) job description. d) performance appraisal. e) task
identification summary. Answer: c E--Recall Page: 68
71. A _______ is a detailed summary of a jobs tasks, duties, and
responsibilities associated with the work flows. It emphasizes
efficiency and control. a) work flow job description b) specific
job description c) general job description d) task-related job
description e) none of the above Answer: b E--Recall Page: 68
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Chapter 2 Managing Work Flows and Conducting Job Analysis
72. Which of the following is NOT an element of a job
description? a) Job summary. b) Job compensation. c) Job duties and
responsibilities. d) Job specifications. e) Identification
information. Answer: b E--Recall Page: 68
73. General job descriptions are associated with: a) flat
organizations that emphasize innovation. b) bureaucratic
organizations that emphasize rule-bounded behavior. c) boundaryless
organizations that emphasize international markets. d) bounded
organizational designs that emphasize flexibility and loose work
planning. e) horizontal organizational designs that emphasize work
flow strategies. Answer: a M--Recall Page: 68
74. Job title, location, and author are all part of the _____ of
a job description. a) job summary b) identification information c)
job duties and responsibilities d) job requirements e) minimum
qualifications Answer: b E--Recall Page: 68
75. Juanita is writing a job description. She specifies that the
job involves the knowledge of basic principles and techniques of
computer programming, the ability to plan and conduct major
programming assignments, etc. Juanita is writing the ____ portion
of the job description. a) job summary b) job duties and
responsibilities c) job requirements d) qualifications e) job
specifications Answer: c C--Integration Page: 70
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Part II The Contexts of Human Resource Management
76. You are drafting a job description and have written a short
statement that explains the duties and responsibilities of the job,
and where the job fits in the organizational structure. You have
just written the: a) job inventory. b) job requirements. c) job
specifications. d) job summary. e) minimum qualifications. Answer:
d M--application Page: 70
77. The ______ is the most important part of the job description
because it influences all other parts of the job description. a)
job duties and responsibilities section b) job summary c) job
specifications and minimum qualifications section d) identification
information e) none of the above Answer: a E--Recall Page: 71
78. The _____ of a job analysis lists worker characteristics
(KSAs) needed to perform the job successfully. a) job summary b)
identification information section c) job duties and requirements
section d) job requirements section e) specifications section
Answer: e E--Recall Page: 71
79. What should be included in the minimum qualifications
section of a job description? a) A question to determine whether a
potential employee is disposed toward any psychological disability.
b) The basic standards a job applicant must have to be considered
for the job. c) The 3-5 most important responsibilities of a
potential employee. d) A summary of job duties and its place in the
organization structure. e) Skills that would be beneficial for a
potential employee to possess. Answer: b M--Integration Page:
71
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Chapter 2 Managing Work Flows and Conducting Job Analysis
80. Workers who are hired to deal with short-term increases in a
business workload or work that is not part of the business core set
of capabilities are known as: a) core workers. b) short-term
workers. c) specialized workers. d) contingent workers. e)
consigned workers. Answer: d E--Recall Page: 71
81. What percentage of the total labor force in the United
States did contingent workers comprise in 1997? a) 20%. b) 28%. c)
35%. d) 37%. e) 41%. Answer: b E--Recall Page: 72
82. Harolyn needs to hire some contingent workers. She needs
people who are regularly available, but who will work less than 40
hours per week. They would be regular employees. Harolyn needs: a)
temporary employees. b) part-time permanent employees. c)
subcontractors. d) contract workers. e) to outsource her work.
Answer: b E--Application Page: 72
83. You are job-sharing with a co-worker, Dave. Which of the
following is true about this working arrangement? a) You and Dave
divide the jobs responsibilities, hours, and benefits between the
two of you. b) You both work for a temporary agency, which splits
assignments between the two of you. c) You and Dave are given a
whole and meaningful piece of work and are responsible for managing
yourselves. d) You and Dave are taking part in a type of job
rotation. e) You and Dave divide the jobs responsibilities but each
receives your own benefits. Answer: a C--Application Page: 72
84. The virtual corporation is becoming an organizational model
for businesses that perform outsourcing and subcontracting. A
virtual company displays which of the following
characteristics?
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Part II The Contexts of Human Resource Management
a) It consists of no permanent employees but constantly changes
alliances as the need arises. b) It consists of permanent employees
and a constantly shifting workforce. c) It consists strictly of
contract workers. d) It consists of over 50% subcontracted workers.
e) It encourages strong ties and partnership alliances between
companies and vendors. Answer: b M--Recall Page: 72
85. Which of the following is true of contract workers? a) They
work through subcontractors. b) Professionals are not part of the
contract worker population. c) They often must work by rigid
schedules and guidelines. d) Contract workers are always highly
motivated. e) Contract workers develop work relationships directly
with employers. Answer: e M--Integration Page: 73
86. A flexible work schedule technique that permits managers and
employees to shift an employees reporting and ending time around a
core set of work hours in order to accommodate both company and
employee needs is called: a) using temporary workers. b) a
condensed workweek. c) telecommuting. d) flexible work hours. e)
none of the above Answer: d E--Recall Page: 74
87. Mary Ellen is using a computer to collect, record, store,
and analyze her companys human resource. She is most likely using
a: a) human resource information system. b) human resource data
processing system. c) human resource training system. d) human
resource monitoring system. e) human resource management system.
Answer: a E--Application Page: 75
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Chapter 2 Managing Work Flows and Conducting Job Analysis
88. An HRIS has a number of applications for HRM professionals,
such as: a) negotiating labor relations contracts. b) recruiting
contingent workers. c) tracking and analyzing information on
employeesperformance appraisals, etc. d) training employees in
simple repetitive tasks. e) organizational design. Answer: c
E--Recall Page: 77
89. Which of the following is a method by which the security and
privacy of HRIS records may be protected? a) Give permission to use
HRIS records only on a need-to-know basis. b) Develop policies and
guidelines that govern utilization of the HRIS information and
explain to employees how these policies work. c) Make different
areas of the information database accessible by using different
passwords. d) Limit access to the HRIS by controlling access to the
computer and its data files. e) All of the above Answer: e CASE
QUESTIONS Case 2.1 Your company makes computer components and
peripherals for assemblers like Dell and Gateway. You are a small
manufacturer, and your market share is highly volatile based on the
entrance and exit of competitors into the market. You buy the raw
materials for your components from several suppliers who also
supply competitors. Your company is young, and you have 2 layers of
management between the CEO and the component maker on the line.
Your CEO read a book on innovation and organizational change and
now wants to look at what you should do about reorganizing,
changing staffing practices, etc. He wants to reduce costs in order
to increase profit margins because he sees that margins will
continue to shrink. While productivity and quality are largely a
function of the machines used in the process, your CEO still wants
to focus on motivating your employees. He wants to motivate them by
increasing wages through a bonus program, improving working
conditions, and providing job security. E--Recall Page: 78
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Part II The Contexts of Human Resource Management
90. Refer to Case 2.1. Based on your current market situation,
what business strategy would be best for your company? a)
Prospector strategy. b) Defender strategy. c) Tactical strategy. d)
Generic strategy. e) Differentiated strategy. Answer: a Easy Page:
49
91. Refer to Case 2.1. Your best choice of an organizational
design, given your product, market, etc., would be: a) a
bureaucratic structure. b) a boundaryless structure. c) a flat
organizational structure. d) self-managed teams. e) a generic
structure. Answer: c Challenging Page: 50
92. Refer to Case 2.1. Your CEO clearly believes in the _______
theory of motivation. a) two-factor b) goal-setting c) work
adjustment d) job characteristics e) work simplification Answer: a
Moderate Page: 57
93. Refer to Case 2.1. Your CEOs suggestions for motivating the
workforce have a significant flaw in them, which is: a) hes not
involving the employees in the decisions. b) an MBO-based strategy
would be more effective. c) it does not take the diversity of the
workforce into consideration. d) none of the things he wants to do
impact motivation, only satisfaction or dissatisfaction. e) hes not
an HRM professional and therefore doesnt know how to properly
motivate employees. Answer: d Challenging Page: 57
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Chapter 2 Managing Work Flows and Conducting Job Analysis
94. Refer to Case 2.1. Given the market demand for computer
components, the best flexible work design to use would be: a)
part-time workers b) flexible work hours. c) telecommuting. d) a
condensed workweek. e) temporary workers. Answer: e Moderate Page:
72
Case 2.2 Steel City, Inc. is considering going global in its
product line and markets. Your president realizes that this may
require a reorganization. She wants to move into new international
markets with minimum time and effort. She also wants to reduce
management overhead and labor costs. At the same time, employees
have been complaining about their work. Jobs are repetitive, and
employees dont know how what they do fits into the big picture. The
president wants to provide employees with more satisfying work,
autonomy, and a performance-based pay system. She wants to give
them as much control as possible and remove layers of management.
95. Refer to Case 2.2. The best organizational design match for
your new direction as a company would be a: a) flat organizational
structure. b) generic organizational structure. c) differentiated
product organizational structure. d) boundaryless organizational
structure. e) bureaucratic organizational structure. Answer: d
Challenging Page: 52
96. Refer to Case 2.2. Your president is discussing the use of
teams in the company. Given the company direction and her goals,
you should recommend: a) not trying teams, as that approach is not
compatible with what you are doing. b) that she implement special
project teams. c) quality circles as a type of problem-solving
team. d) ISO 9000-based teams. e) self-managed work teams. Answer:
e Moderate Page: 54
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Part II The Contexts of Human Resource Management
97. Refer to Case 2.2. Your presidents ideas regarding employee
dissatisfaction suggest that her thinking would be most compatible
with a _____ theory of motivation. a) two-factor b) work adjustment
c) job characteristics d) goal-setting e) Maslow-based Answer: c
Challenging Page: 58-59
98. Refer to Case 2.2. Along with the reorganization, you need
to do some job redesign. Given the specific employee complaints,
your best approach would be: a) work simplification. b) job
enrichment. c) job rotation. d) quality circles. e) decreasing
skill variety. Answer: b Moderate Page: 60
99. Refer to Case 2.2. With the type of reorganization you are
doing, your first step in the job redesign process would be: a)
work flow analysis. b) job analysis. c) writing job descriptions.
d) work simplification. e) reforming the performance appraisal
process. Answer: a Moderate Page: 52
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Chapter 2 Managing Work Flows and Conducting Job Analysis
Case 2.3 Resources International, Inc. (RII) is going through a
major organizational change. Theyve decided to start at the very
beginning and rethink the whole organization. They believe that
employees will be most strongly motivated if they experience
meaningful work, take responsibility for outcomes, and receive
regular feedback. When the HR team comes to analyze jobs as part of
the change process, they have to choose the best technique for
their situation. They need to know what the incumbents do in their
jobs, and they need behavioral descriptions from which to build
their new performance appraisal system and training programs.
Finally, RII is looking at their current staffing practices and
trying to decide what type of workforce they need for the future.
Their business is highly technical, requiring highly experienced
employees. But product demand is volatile. It can double or be cut
in half from one year to the next, depending on the economy and
competitors actions. Innovation is key in RIIs product development.
In order to manage all the HR information generated for and during
the change, RII has initiated an HRIS system. 100. Refer to Case
2.3. RII needs to start its change effort with: a) work flow
analysis. b) self-managed teams. c) job analysis. d) job
descriptions. e) an HRIS system. Answer: a Challenging Page: 52
101. Refer to Case 2.3. The motivation theory that best fits
RIIs attitude about worker motivation is: a) Herzbergs two-factor
theory. b) goal-setting theory. c) work adjustment theory. d)
team-based job design. e) job characteristics theory. Answer: e
Challenging Page: 58-59
102. Refer to Case 2.3. The best job analysis technique for RII
would be a: a) critical incident technique. b) task inventory
analysis. c) position analysis questionnaire. d) functional job
analysis. e) methods analysis. Answer: a Challenging Page: 65
103. Refer to Case 2.3. The best type of workforce for RII would
be: a) part-time workers. 63
Part II The Contexts of Human Resource Management
b) c) d) e)
telecommuters. contract workers. temporary employees. permanent
full-time workers. Challenging Page: 74
Answer: c
104. Refer to Case 2.3. RIIs HRIS system will provide HR and the
management team with which of the following information to help
reinforce the changes theyve made? a) The organization with which
they should form boundaryless relationships. b) The ability to
track production and labor expenses. c) What organizational
structures to use with new work units and company divisions. d) The
ability to search for and match employee skills to new
opportunities that open up within the company. e) None of the above
Answer: d Easy Page: 77
Case 2.4 Dorenda has asked you for some HR advice. Her company
has a handful of permanent employees, but the work force consists
mainly of contingent employees (primarily vendors in several
different states). The group turns over about every 3 months. She
wishes to increase her permanent employees motivation, and has set
general goals for them to meet. She also plans to hire some more
permanent employees, but first wants to determine what skills,
knowledge, and abilities job candidates need to have in order to
meet specific company needs. 105. Refer to Case 2.4. Dorenda
probably believes in the _________ theory of motivation. a) work
adjustment b) two-factor c) job characteristics d) goal-setting e)
work simplification Answer: d Easy Page: 58
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Chapter 2 Managing Work Flows and Conducting Job Analysis
106. Refer to Case 2.4. You anticipate that Dorendas choices
regarding employee motivation will not produce the results she
wants because: a) there are too few hygiene factors relative to
motivators. b) employees havent had a say in what goals they will
be working toward, and the goals are not specific. c) the company
is too centralized, and in order to motivate employees, there needs
to be decentralization. d) the goals are too challenging and the
frequent feedback will make employees anxious about their
performance. e) there are too many motivators relative to the
hygiene factors. Answer: b Challenging Page: 58
107. Refer to Case 2.4. You suggest that Dorenda use a
____________ to perform the job analysis. a) task inventory
analysis b) position analysis questionnaire c) critical incident
technique d) methods analysis e) functional job analysis Answer: a
Moderate Page: 63
108. Refer to Case 2.4. Tabitha should use the information
gathered in the job analysis to compile which part of the job
description? a) Job summary. b) Job responsibilities. c) Job title.
d) Job specifications and minimum qualifications. e) Identification
information. Answer: d Challenging Page: 61
TRUE/FALSE QUESTIONS 109. The work flow in an organization
refers to the formal and informal relationships between people in
the organization. Answer: False Moderate Page: 48
110. Whenever management decides to change its business
strategy, it must also reexamine its organizational structure.
Answer: True Moderate Page: 48 111. If a company is using a
prospector business strategy, its market is stable, its product is
mature, and it wants to increase market share by digging for new
customers with new products.
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Part II The Contexts of Human Resource Management
Answer: False
Challenging
Page: 49
112. A defender strategy might lead a company to functional
divisions of labor and work specialization, which are elements of a
boundaryless organization. Answer: False Easy Page: 49
113. Flat organizational structures are helpful for
organizations that emphasize customer satisfaction and that are
implementing TQM programs. Answer: True Moderate Page: 51
114. Boundaryless organizations share many characteristics with
flat organizational structures. Answer: True Easy Page: 52
115. Work flow analysis examines how work moves initially from
the worker through the organization to the customer. Answer: False
Challenging Page: 52
116. Business process reengineering examines the fundamental way
a company does business by analyzing its core processes. Answer:
True Moderate Page: 53
117. Self-managed teams is the new term for the old concept of
work groups. Answer: False Challenging Page: 54
118. As a member of a self-managed team, you should anticipate
more consistent evaluations from your superior regarding your
individual performance. Answer: False Moderate Page: 54-55
119. Frederick Herzbergs two-factor motivation theory focuses on
the fit between the employees needs and abilities and the
characteristics of the job and the organization. Answer: False
Challenging Page: 57
120. A theory that suggests that employees motivational levels
and job satisfaction depend on the fit between their needs,
abilities, and the characteristics of their job is the Work
Adjustment Theory. Answer: True Easy Page: 57
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Chapter 2 Managing Work Flows and Conducting Job Analysis
121. You are setting goals for your employees at Rainbows End,
Inc. You should set very clear, easy goals to encourage and
motivate your employees. Answer: False Moderate Page: 58
122. If managers try to motivate their employees by examining
the core characteristics of their jobs, skill variety, task
identity, etc., then they are using the Work Adjustment Theory of
Motivation. Answer: False Challenging Page: 58
123. Job design is influenced by work flow analysis, business
strategy, and organizational structure. Answer: True Moderate Page:
59-60
124. To make better use of labor and produce large quantities of
a standardized product, job simplification should be considered.
Answer: True Moderate Page: 60
125. Job enlargement rotates workers between different, narrowly
defined tasks without disrupting the work flow, increasing each
workers responsibilities and experience. Answer: False Moderate
Page: 60
126. A manager who is looking at the tasks, duties, and
responsibilities of a given job is conducting a job analysis.
Answer: True Easy Page: 61
127. Gathering job information by personal interviews is the
most expensive method of performing job analysis. Answer: False
Moderate Page: 62
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Part II The Contexts of Human Resource Management
128. The HRM functions of recruiting, training, compensating,
appraising performance, etc., use job analysis data to accomplish
these tasks. Answer: True Easy Page: 63
129. A task inventory analysis involves interviews,
observations, and task generation by the KSA matrix. Answer: False
Moderate Page: 63
130. Information gathered during a job analysis can be used for
recruiting and selecting applicants, and training and developing
employee careers. Answer: True Easy Page: 63
131. A KSA matrix is used to determine how well employees carry
out the knowledge, skills, and abilities necessary for their tasks.
Answer: False Moderate Page: 63
132. The critical incident technique is one tool HR
professionals can use to identify the knowledge, skills, and
abilities necessary to perform a job. Answer: True Moderate Page:
65
133. A Position Analysis Questionnaire collects information on
the methods, techniques, and equipment used to accomplish a task,
and what the job incumbent does with people, data, and things.
Answer: False Challenging Page: 66
134. A job description should contain five key elements:
identification information, a job summary, job duties and
responsibilities, job specifications, and minimum qualifications.
Answer: True Easy Page: 68
135. The job summary lists workers KSAs needed to perform the
job successfully. Answer: False Moderate Page: 70
136. Telecommuting is one form of flexible work scheduling that
a firm might use to accommodate employee needs. Answer: True Easy
Page: 75
137. Most of todays HRI systems are computerized.
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Chapter 2 Managing Work Flows and Conducting Job Analysis
Answer: True
Easy
Page: 76
SHORT ANSWER QUESTIONS 138. A pyramid-shaped organizational
structure that consists of hierarchies with many levels of
management is referred to as a(n) _______. Answer: bureaucratic
organizational structure Moderate Page: 49
139. A(n) _______ is an organizational structure that enables an
organization to form relationships with customers, suppliers,
and/or competitors, either to pool organizational resources for
mutual benefit or to encourage cooperation in an uncertain
environment. Answer: boundaryless organizational structure Moderate
Page: 52
140. A fundamental rethinking and radical redesign of business
processes to achieve dramatic improvements in cost, quality,
service, and speed is referred to as _______. Answer: business
process reengineering (BPR) Moderate Page: 53
141. A(n) _______ is a team consisting of volunteers from a unit
or department who meet one or two hours per week to discuss quality
improvement, cost reductions, or improvement in the work
environment. Answer: problem-solving team Moderate Page: 55
142. A team or task force consisting of workers who span
functional or organizational boundaries and whose purpose is to
examine complex issues is called a(n) _______. Answer:
special-purpose team Moderate Page: 55
143. _______ is that which energizes, directs, and sustains
human behavior. Answer: Motivation Easy Page: 57
144. _______ is the process of organizing work into the tasks
required to perform a 69
Part II The Contexts of Human Resource Management
specific job. Answer: Job design Easy Page: 59
145. The process of putting specialized tasks back together so
that one person is responsible for producing a whole product or an
entire service is referred to as _______. Answer: job enrichment
Moderate Page: 60
146. A(n) _______ is the systematic process of collecting
information used to make decisions about jobs. Answer: job analysis
Moderate Page: 61
147. A written document that identifies, describes, and defines
a job in terms of its duties, responsibilities, working conditions,
and specifications is referred to as a(n) _______. Answer: job
description Moderate Page: 68
148. _______ are workers hired to deal with temporary increases
in an organizations workload or to do work that is not part of its
core set of capabilities. Answer: Contingent workers Moderate Page:
71
149. A work arrangement in which two or more employees divide a
jobs responsibilities, hours, and benefits among themselves is
referred to as _______. Answer: job sharing Easy Page: 73
150. _______ is time during which employees can choose not to be
at work. Answer: Flextime Moderate Page: 75
151. _______ is a work arrangement that allows employees to work
in their homes fulltime, maintaining their connection to the office
through phone, fax, and computer. Answer: Telecommuting Easy Page:
75
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Chapter 2 Managing Work Flows and Conducting Job Analysis
152. A system used to collect, record, store, analyze, and
retrieve data concerning an organizations human resources is
referred to as a(n) _______. Answer: human resource information
system (HRIS) Moderate ESSAY QUESTIONS 153. Discuss bureaucratic,
flat, and boundaryless organizational designs, and relate the
appropriate business strategies to each design. Answer: Summary of
suggested answer Bureaucratic--defender strategy, works well in
stable, predictable environments. Noted for top-down management,
specialization, defined boundaries, minimal employee involvement in
decision making, etc. Flat--prospector strategy, works well in
rapidly changing environments, facilitates entrepreneurship. Noted
for decentralized decision making, few management layers, organized
by product/service/customer, independent business units, often uses
work teams, reduces boundaries between workers, work units, etc.
Boundaryless--prospector strategy, works well in volatile
industries. Noted for forming relationships with other
organizations, customers, and suppliers to pool resources for
mutual benefit. Shares characteristics of a flat organization.
Challenging Page: 49-52 Page: 76
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Part II The Contexts of Human Resource Management
154. Teams are an important element of organizational design.
Discuss three types of teams and their characteristics, focusing on
self-managed teams. Answer: Summary of suggested answerTypes
self-managed, problem-solving, special-project, virtual. All can be
used in flat or boundaryless organizations. Not fit with
bureaucracies. Use Self-managedassume self-direction, assume
management duties, etc. Part of TQM programs. Often affects
organizational structure in order to implement. Employees need
training in three types of skills; technical, administrative, and
interpersonal. Problem-solving teamquality circles, etc. Consist of
volunteers, doesnt affect organizational structure. Special project
teamcomplex projects, cross-functional lines. May be part of QWL
projects, etc. Virtual teamsoften have the same characteristics as
problem-solving teams, but their means of communication and
interaction is done by Internet or other technology, especially
when the members are spread out in various areas. Moderate Page:
54-56
155. Your text offers four perspectives on employee motivation.
Describe the key elements for each perspective and survey the
weaknesses of each perspective. Answer: Summary of suggested
answerTheories--two-factor by Herzberg, work adjustment,
goal-setting by Locke, and job characteristics by Hackman and
Oldham. Key Elements Two-factor--motivators are internal job
factors that lead to satisfaction (see page 57). Hygiene or
maintenance factors are external to job and only relate to
dissatisfaction, lack of these elements leads to dissatisfaction.
(See page 57). Work adjustment--employee motivation depends on the
fit between employee needs and abilities and characteristics of the
job. Goal-setting--employees work to expectations, clear
challenging goals motivate performance. Job characteristics--the
presence or absence of five core characteristics and three
psychological states (see pages 58-59) determines the level of
employee job satisfaction. Challenging Page: 57-59
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Chapter 2 Managing Work Flows and Conducting Job Analysis
156. Job analysis is a key HR function. Provide an overview of
the job analysis process, including brief descriptions of key job
analysis techniques. Answer: Summary of suggested answerJob
analysis - involves the identification of the tasks, duties, and
responsibilities of a given job. It seeks answers to questions like
where does the work come from, who does it, what equipment is used.
It is usually conducted by HR in conjunction with the incumbent,
occasionally its done by line management. Tools - The tools include
interviews, observations, diaries, questionnaires. It is used for
compliance with government regulations, recruitment and selection,
performance appraisal, compensation, and training. Techniques
-There are numerous techniques. Students should choose among task
inventory analysis (page 63), critical incident technique (page
65), PAQ (page 66), and functional job analysis (page 67).
Challenging Page: 61-67
157. Your text gives examples of five different types of
contingent workers. Name and describe four of them. Answer: Summary
of suggested answerTypes (students may mention any four) temporary
employees; part-time employees; subcontracted/outsourced workers;
contract workers (also called freelancers or consultants); college
interns. Descriptions Temporary employees work for a temporary
agency that provides businesses with temporary employment. These
workers are reassigned to different businesses by the temporary
agency when a temporary job ends. Part-time employees are often
employed by service businesses that have a high variance in demand
between peak and off-peak times. They have fewer hours than
full-time core employees. Subcontracted/outsourced workers work for
a company and often perform routine or peripheral work for another
company. Contract workers are employees who develop a work
relationship directly with an employer for a specific piece of work
or time period. They are not a part of the companys headcount.
College interns work full-time or part-time assignments (generally
for one academic semester or summer) to obtain work experience.
Some interns are paid, some are not. Challenging Page: 72-75
73