Chapter 5: Encouraging and Managing Performance

1. Research has shown that managers with a high ______ tend to be more successful at gaining promotion in the long term.

need for affiliation need for achievement need for power need for relatedness

2. The two personality traits most closely related to motivation are:

conscientiousness and emotional stability emotional stability and extraversion openness to experience and agreeableness conscientiousness and agreeableness

3. Which of the following is NOT one of the suggested mechanisms by which goals influence performance?

goals give direction goals are energizing goals activate knowledge and skills goals cause anxiety

4. Which of these are job-related rather than social dimensions of the job characteristics model?

interdependence feedback from others autonomy support from supervisors

5. Endowment bias is:

the tendency to overestimate our own contributions and skills the belief that a performance bonus should be paid when the performance criteria were only just missed the belief that other people's work is worth more than one's own the tendency of some organizations to pay above-market wages

6. One of the problems with flexible benefit packages is that:

the rewards tend to be of no use to the majority of employees having too much choice can make employees worry that they are missing out it costs the organization too much they are only of any use to employees with children

7. Using 'off the shelf' metrics in performance management systems without adapting them appropriately to the specific organization and job is an example of PM failure at which level, according to van Camp and Braet (2016)?

framework management implementation metrics

8. Managers may avoid dealing with poor performance for many reasons. Which of these is not one of the commonly reported reasons?

they don't think it is part of their job they don't want to harm or upset the employee they want to try and help the employee to develop they are worried about legal issues if they dismiss the employee

9. Salary sacrifice schemes involve:

employees exchanging salary for holidays or other benefits employees taking a career break to explore new options employees being able to take advantage of subsidized canteens or gyms at work employees sacrificing some salary for job security

10. Job-based pay tends to:

promote a flexible and multiskilled workforce reward employees for gaining new skills encourage a flat pay structure through the organization reinforce the hierarchy in an organization

11. Which of the following is NOT one of the ways that performance management is expected to improve performance?

providing feedback on good and bad performance differentiating between employees so that performance-related rewards can be distributed determining pay levels by comparison with the market trends identifying areas for development and training

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