Exam

Question 1

Change is constant - Huchzynkski and Buchanan 2013

Answer 1

External triggers
Economic/ trading ✅
New tech ✅
Customer requirements✅

Internal trigger
Low performance ✅
New innovation ✅

New ceo ✅
Issues with quality ✅

Question 2

Huchzynski and Buchanan levels of change

Answer 2

Surface, shallow, penetrating, deep and transformational

Question 3

Kotter 1995 why change fails

Answer 3

Lack of coalition
Lack of vision
Poor communication
Obstacles not removed

Question 4

Huchzynski and Buchanan

Elements of organisation structure

Answer 4

1 work specialisation
2 hiercarhcy 
3 span of control
4 chain of command
6 formalisation
6 centralisation 
7 departmentalisation

Question 5

Job design includes..

Answer 5

Job rotation, job enlargement and job enrichment

Question 6

Three dimensions of employee engagement - Bridger 2014

Answer 6

Intellectual engagement - thinking about job and improving it
Affective engagement - feeling positively about doing good job
Social engagement - employees actively taking opportunities to discuss work

Question 7

JDR model

Answer 7

Job demands resource model - how job resources can help achieve work goals or reduces job demands and encourage employee engagement. Appropriate jobs characteristics can stimulate enagagement

Question 8

Hawthorne effect

Answer 8

Study concludes that physical conditions don’t change the productivity and efficiency levels, thus chairs were not likely to have worked anyway

Question 9

Keller (2010) what’s makes transformational change successful

Answer 9

Progressive change with stretch targets
Logical programme structure
Ownership and involvement
Exercising strong leadership

Question 10

Engagement

Answer 10

Maclead and Clarke
a workplace approach designed to ensure employers are committed to their organisations goals and values. 4 pillars of employee engagement were specified as leadership, engaging managers, integrity and voice.

Question 11

Cameron 1994 work redesign

Answer 11

Downsizing strategy

Eliminating functions and layers

Question 12

Watson

Answer 12

Direct control - tight, advisorial culture

Indirect- empowerment,high commitment

Question 13

Maslach et al

Answer 13

6 areas that can lead to either burnout or engagement 
Workload 
Rewards
Community
Fairness
Values
Control

Question 14

Guest critique

Answer 14

Is it feasible to be fully engaged all the time?

Can become disengaged for number of reasons

Question 15

Socio technical systems trist et al

Answer 15

Effects of tech can reduce social systems effectiveness

This negatively impact engagement

Question 16

Diversity

Answer 16

Can be used to become a competitive advantage and more innovative

Question 17

Wilson et al (2017) engagement in contex

Answer 17

Drivers of engagement
Employee engagement
Employee performance outcomes
Organisational performance outcomes

Question 18

Purcell critique

Answer 18

Too much engagement and authority and responsibility can cause burnout health problems and disengagement

Question 19

Torrington

Answer 19

There is a need to provide jobs which are generally satisfying, along with career development opportunities

Question 20

Keller progressive change with stretch targets

Answer 20

focus on strengths and ache movements not just the problems and then progressive are 50% more successful. Don’t be reactive be proactive

Question 21

Kotter 8 steps of change

Answer 21

Step 6 - create short term wins
Step 7 don’t let up
Step 8 make it stick

Question 22

4 pillars of engagement what and who

Answer 22

Maclead and Clarke
Leadership
Engaging managers
Integrity
Voice