Chapter 2: What is work all about?

1. One of the reasons that people engage in 'underground work' according to Williams (2005) is:

because they like working at night they want to help out family members without it seeming like 'charity' because they don't like their manager they want to make people feel obliged to them 

2. The Muslim and Protestant Christian view of work share the following similarities:

work is a service to God and a way of balancing individual and societal needs work is less important than prayer nobody should work at the weekend people should not need to be paid well in order to work hard  

3. Which of the following is NOT one of the reasons the International Labour Office identified as contributing to the gender pay gap?

women are often paid less than men for doing the same work women prefer not to take on higher paid roles with more responsibility women are disproportionally represented in lower paid jobs women are more likely to have unpaid home and childcare responsibilities that restrict the time available for paid work  

4. Recruitment quotas try to ensure that:

there is increased equality in the workplace there is a wide pool of candidates to select job applicants from the organization does not rely on promotion from within no one is selected for a job without having to compete with at least three other people for the post  

5. Unconditional basic income is:

a common practice in Silicon Valley only used in undeveloped countries the same as a minimum wage suggested as a way to build fairness in an increasingly technological world  

6. People who have high relational values at work seek:

to pursue autonomy and creativity at work a sense of achievement at work a sense of contribution to society to be able to control the relationships between their co-workers 

7. Theory X:

demonstrates that managers need to monitor their subordinates closely is a view that some managers have that employees are inherently lazy is a theory of motivation put forward by McGregor illustrates how employees will naturally want to take on more responsibility at work 

8. Emotional labour involves:

expressing organizationally expected emotions one may not feel managing customer or client emotions managing one's own emotional response all of the above  

9. The management of voluntary workers faces several challenges, including:

the high job satisfaction that voluntary workers report managing the differing expectations of voluntary and paid staff within the same organization dealing with lazy volunteers low turnover rates in the voluntary sector  

10. One of the drivers of increased professionalization of HRM practices in the voluntary sector is:

demands from government as voluntary organizations increasingly provide public services increased numbers of HRM graduates looking for employment volunteers expecting to be treated similarly in their paid employment as in their voluntary work increasing size of voluntary organizations