CHAPTER 10

CHAPTER 10 - CHAPTER 10: HUMAN RESOURCES AND JOB DESIGN...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: CHAPTER 10: HUMAN RESOURCES AND JOB DESIGN TRUE/FALSE 1. Self-directed teams may mean having no supervision on the factory floor. True (Job design, moderate) 2. The goal of a human resource strategy is to manage labor and design jobs so people are effectively and efficiently utilized. True (Human resource strategy for competitive advantage, easy) 3. Equitable pay alone cannot achieve a reasonable quality of work life in an organization. True (Human resource strategy for competitive advantage, moderate) 4. Mutual trust means that both management and employee strive to meet common objectives. False (Human resource strategy for competitive advantage, moderate) 5. Technology, location, and layout decisions are all possible constraints on the human resource strategy. True (Human resource strategy for competitive advantage, moderate) 6. Labor planning determines employment stability. True (Labor planning, easy) 7. The two extremes of employment stability policy are "follow demand exactly" and "keep demand constant." False (Labor planning, moderate) 8. Maintaining a stable workforce generally results in the firm paying higher wages than a firm that follows demand. False (Labor planning, moderate) 9. Flextime is a system that allows employees, within limits, to determine their own work schedules. True (Labor planning, moderate) 10. Labor specialization includes the development of specialized tools to reduce labor costs. False (Job design, moderate) 11. An enlarged job has more responsibility than the same job enriched. False (Job design, moderate) 12. Job rotation is an example of job enlargement. True (Job design, moderate) 13. Fredrick W. Taylor is credited with introducing psychology into the workplace. False (Job design, moderate) 14. Psychological factors have little relevance in the design of assembly line jobs since they involve physical products and production technology. False (Job design, moderate) 15. Self-directed teams tend to be successful in work environments where there is little employee empowerment. False (Job design, moderate) 16. The Hawthorne studies, which showed that there is a dynamic social system in the workplace, took place in the 1960s. False (Job design, moderate) 17. Hackman and Oldham's five desirable characteristics of job design include job significance and autonomy. True (Job design, moderate) 18. Job expansion can lead to increased labor cost because of the extra workers hired in the expansion. False (Job design, moderate) 19. Profit-sharing is a motivation and incentive system where executives receive stock options. False (Job design, moderate) 20. The physical environment in which employees work may affect the quality of work life, but it does not affect their performance and safety....
View Full Document

This note was uploaded on 11/17/2010 for the course MGT 3373 taught by Professor Kitahara during the Spring '09 term at Troy.

Page1 / 33

CHAPTER 10 - CHAPTER 10: HUMAN RESOURCES AND JOB DESIGN...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online