Unit 6 - B Flashcards
What is the best of the following options for changing employee behavior:
a. Re-engineer the organization’s performance system
b. Hire good employees
c. Convince employees that changing is best for them
d. Punish employees for misbehaving
a. Re-engineer the organization’s performance system
Which of the following is not a sub-specialty of OBM
a. Pay for performance
b. Behavior based safety
c. Performance management
d. Curriculum design
d. Curriculum design
Which of the following would be considered an intervention in OBM rather than a specific sub-specialty of OBM?
a. Pay for Performance
b. Performance management
c. Behavioral systems analysis
d. Training and instruction
d. Training and instruction
Individuals who are self-employed probably do not require performance management to manage their own behavior because:
a. All contingencies in the company are aligned
b. The entrepreneur arranges her own reinforcers
c. Entrepreneurs work without reinforcement
d. Entrepreneurs are self-motivated
a. All contingencies in the company are aligned
A pay for performance system equitably aligns both:
a. Government and employee contingencies
b. Employee and organizational performance
c. Management and governmental goals
d. Organizational and management goals
b. Employee and organizational performance
Open book management can be considered a conceptualization of a(n)
a. Marxism
b. Open system
c. Closed system
d. Pay for performance
b. Open system
Which of the following statements is true regarding closed versus open systems?
a. Closed systems focus more directly on customer needs than open systems
b. Open systems are much less resilient and sustainable then closed systems
c. Closed systems are more likely to lead to rapid improvement
d. Open systems are more responsive to external events
d. Open systems are more responsive to external events
The most common objections to a pay for performance programs include all of the following except:
a. Pay for performance programs are too complex
b. Monetary incentives can be counter-productive
c. Selecting correct measures can be too difficult
d. Company management should never use monetary incentives
d. Company management should never use monetary incentives
All of the following are accurate statements of problems associated with the common practice of paying for time, except one. Which one is NOT a problem with paying for time?
a. Employees almost never prefer a pay for time-based pay structure
b. This may function as a form of non-contingent fixed-time delivery of money
c. Pay for time encourages slow performance, and can lead to high overtime costs
d. Employees are likely to extend the time to finish jobs to fill whatever time is allotted
a. Employees almost never prefer a pay for time-based pay structure
Which of the following statements is false regarding performance-based promotions
a. Can result in, and even promote, competitive tension among employees
b. Promoting the best employees takes them away from jobs at which they excel
c. It may be the only available way to reward top performers, but without enough positions to reward all
d. Top performers are almost always great managers, since they know the job so well
d. Top performers are almost always great managers, since they know the job so well
When managers employ the “management by exception” style they:
a. Begin collecting data systematically
b. Systematically reinforce appropriate performance
c. Often rely on excessive negative reinforcement and punishment
d. Deliver too many reinforcers
c. Often rely on excessive negative reinforcement and punishment
Traditional management tends to X undesirable behavior and Y desirable behavior
a.
X = punish
Y = ignore
b.
X = ignore
Y = punish
c.
X = reinforce
Y = reinforce
d.
X = ignore
Y = can’t identify
a.
X = punish
Y = ignore
Which of the following is not a traditional alternative compensation strategy (as compared to pay-for-performance)
a. Gain sharing
b. Bartering
c. Commissions
d. Merit increase
b. Bartering
Merit increases are generally
a. Very objective
b. A high effort intervention
c. Implemented in an inequitable way
d. Not preferred by employee
c. Implemented in an inequitable way
While pay-for-performance procedures are highly recommended, alternative strategies are often used instead. The alternative to pay-for performance (from the list below) which is most likely to be effective at producing positive organizational outcomes and improved employee performance is :
a. Merit Increase
b. Commissions
c. Stock options
d. Goal sharing
d. Goal sharing
