Class 1 & 2

Question 1

Task Performance

Answer 1

Task Performance involves employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces

Question 2

Contextual Performance

Answer 2

Contextual performance refers to voluntarily motivated work behaviors that go beyond prescribed job roles but contribute to the psychological and social contexts around the job

Question 3

Financial Perspective

Answer 3

The financial perspective reflects a concern that the organization’s activities contribute to improving short-and long-term financial performance. It includes traditional measures such as net income and return on investment.

Question 4

Customer Service Perspective

Answer 4

Customer service indicators measure such things as how customers view the organization, as well as customer retention and satisfaction

Question 5

Internal Process Perspective

Answer 5

Focuses on production and operating statistics, such as speed of order fulfillment and cost per order

Question 6

Learning and Growth Perspective

Answer 6

Focuses on how well resources and human capital are being managed for the company’s future. Measurements include such things as employee satisfaction and retention, amount of training people receive, business process improvements, and the introduction of new products.

Question 7

Affective Commitment

Answer 7

A desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization.

Question 8

Continuance Commitment

Answer 8

A desire to remain a member of the organization because of an awareness of the costs associated with leaving. You stay because you need to.

Question 9

Normative Commitment

Answer 9

A desire to remain a member of an organization due to a feeling of obligation

Question 10

Organizational Citizenship-Altruism

Answer 10

Altruism is voluntary behavior where an employee provides assistance to an individual with a particular problem to complete his or her task under unusual circumstances.

Question 11

Organizational Citizenship-Civic Virtue

Answer 11

Civic Virtue is behavior indicating that employees take an active interest in the life of their organization.

Question 12

Organizational Citizenship-Conscientiousness

Answer 12

Employees accept and adhere to the rules, regulations and procedures of the organization. this includes dedication to the job which exceed formal requirements such as working long hours, and volunteer to perform jobs besides duties.

Question 13

Organizational Citizenship-Courtesy

Answer 13

Behaviors, which focus on the prevention of problems and taking the necessary step so as to lessen the effects of the problem in the future. This includes encouraging other worker when they are demoralized and feel discouraged about their professional development.

Question 14

Organizational Citizenship-Sportsmanship

Answer 14

Warmly tolerating the irrational that are an unavoidable part of nearly every organizational setting. This includes tolerating less than ideal circumstances without complaining and making problems seem bigger that they actually are.

Question 15

Differentiation

Answer 15

Organizations attempt to distinguish their products or services from others in the industry. An organization may use advertising, distinctive product features, exceptional service, or new technology to achieve a product perceived as unique.

Question 16

Low cost Leadership

Answer 16

The low cost leadership strategy tries to increase market share by keeping costs low compared to competitors. With a low-cost leadership strategy, the organization aggressively seeks efficient facilities, pursues cost reductions, and uses tight controls to produce products or services more efficiently than its competitors.

Question 17

Focus Strategy

Answer 17

the organization concentrates on a specific regional market or buyer group. The company will try to achieve either a low-cost advantage or a differentiation advantage within a narrowly defined market.

Question 18

Porter’s Five Forces: Supplier Power

Answer 18

An assessment of how easy it is for suppliers to drive up prices. This is driven by the number of suppliers of each essential input; uniqueness of their product or service; relative size and strength of the supplier; and cost of switching from one supplier to another

Question 19

Porter’s Five Forces: Buyer Power

Answer 19

An assessment of how easy it is for buyers to drive prices down. This is driven by the number of buyers in the market; importance of each individual buyer to the organization; and cost to the buyer of switching from one supplier to another. If a business has just a few powerful buyers, they are often able to dictate terms

Question 20

Porter’s Five Forces: Competitive Rivalry

Answer 20

The main driver is the number and capability of competitors in the market. Many competitors, offering undifferentiated products and services, will reduce market attractiveness.

Question 21

Porter’s Five Forces: Threat of Substitution

Answer 21

Where close substitute products exist in a market, in increases the likelihood of customers switching to alternatives, in response to price increases. This reduces both the power of suppliers and the attractiveness of the market.

Question 22

Porter’s Five Forces: Threat of New Entry

Answer 22

Profitable markets attract new entrants, which erodes profitability. Unless incumbents have strong and durable barriers to entry, for example, patents, economies of scale, capital requirements or government policies, then profitability will decline to a competitive rate.

Question 23

Satisfaction with Work (sometimes Called the Job itself)

Answer 23

Satisfaction with work concerns an employee’s satisfaction with the work, itself. Some of the attributes of work may be related to this area include opportunities for creativity, and task variety, allowing individuals to increase their knowledge, changes in responsibility, amount of work, autonomy, job enrichment, and job complexity.

Question 24

Satistaction with Pay

Answer 24

Satisfaction with pay concerns an employee’s perceptions of pay and is based on the perceived difference between actual pay and expected pay.

Question 25

Satisfaction with Opportunity for Promotion

Answer 25

Satisfaction with opportunity for promotion concerns an employee’s satisfaction with the promotion policy of an organization and the administration of that policy.

Question 26

Satisfaction with Supervision

Answer 26

Satisfaction with supervison concerns an employee’s satisfaction with their supervisor.

Question 27

Satisfaction with co-workers

Answer 27

Satisfaction with co-workers concerns the levels of satisfaction employees have towards their fellow employees.

Question 28

Overall job Satisfaction

Answer 28

Overall job satisfaction is distinct from facet satisfactions by reflecting the global, long term evaluation of an emplyee’s job.

Question 29

Minnesota Satisfaction Questionnaire

Intrinsic Satisfaction

Answer 29

The intrinsic scale is composed of 12 items and is characterized by abilities related to on the job achievement opportunities, and opportunities to do things for others.

Question 30

Extrinsic Satisfaction

Answer 30

The Extrinsic subscale is composed of six items and is designed to measure how many company policies are administered and the quality of working conditions

Question 31

Maslach Burnout Inventory

Emotional Exhaustion

Answer 31

Measures feelings of being emotionally overextended and exhausted by one’s work

Question 32

Maslach Burnout Inventory

Depersonalization

Answer 32

Measures an unfeeling and impersonal response toward recipients of one’s service, care treatment, or instruction

Question 33

Maslach Burnout Inventory

Personal Accomplishment

Answer 33

Measures feelings of competence and successful achievement in one’s work

Question 34

Tuckman’s Stages of Group/Team Development

Forming

Answer 34

Groups initially concern themselves with orientation accomplished primarily through testing. Such testing serves to identify the boundaries of both interpersonal and task behaviors. Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders, other group members, or preexisting standards. It may be said that orientation, testing, and dependence constitute the group process of forming.

Question 35

Tuckman’s Stages of Group/Team Development

Storming

Answer 35

The second point in the sequence is characterized by conflict and polarization around interpersonal issues, with concomitant emotional responding in the task sphere. These behaviors serve as resistance to group influence and task requirements and may be labeled as storming.

Question 36

Tuckman’s Stages of Group/Team Development

Norming

Answer 36

Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop, new standards evolve, and new roles are adopted. In the task realm, intimate, personal opinions are expressed.

Question 37

Tuckman’s Stages of Group/Team Development

Performing

Answer 37

Finally, the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities. Roles become flexible and functional, and group energy is channeled into the task. Structural issues have been resolved, and structure can now become supportive of task performance. This stage can be labeled as performing.

Question 38

Tuckman’s Stages of Group/Team Development

Adjourning

Answer 38

The group dissolves, hopefully with all of the members feeling good about having the team /group experience