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LABMAN > Unit 7 > Flashcards

Unit 7 Flashcards

1
Q

concerned with the engagement

A

Personnel Management/ Personnel Administration

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2
Q

optimum efficiency of human resources

A

Personnel Management/ Personnel Administration

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2
Q

Personnel Administration

A

Personnel Management

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3
Q

effective utilization of manpower

A

Personnel Management/ Personnel Administration

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4
Q

Q
consists of series of activities

a. personnel program
b. personnel policies

A

a. personnel program

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5
Q

purpose of realizing objectives of the organization

a. personnel program
b. personnel policies

A

a. personnel program

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6
Q

personnel policies of the laboratory

a. personnel program
b. personnel policies

A

a. personnel program

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7
Q

the statement of intention

a. personnel program
b. personnel policies

A

b. personnel policies

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7
Q

the statement of intention

a. personnel program
b. personnel policies

A

b. personnel policies

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8
Q

commits the laboratory manager

a. personnel program
b. personnel policies

A

b. personnel policies

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9
Q

general course of action

a. personnel program
b. personnel policies

A

b. personnel policies

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10
Q

to accomplish a specific purpose

a. personnel program
b. personnel policies

A

b. personnel policies

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11
Q

employment

a. personnel program
b. personnel policies

A

a. personnel program

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11
Q

safety

a. personnel program
b. personnel policies

A

b. personnel policies

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12
Q

employee relations

a. personnel program
b. personnel policies

A

a. personnel program

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13
Q

research and standards

a. personnel program
b. personnel policies

A

a. personnel program

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13
Q

employee services

a. personnel program
b. personnel policies

A

a. personnel program

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13
Q

recruitment, selection, & planning

a. personnel program
b. personnel policies

A

b. personnel policies

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14
Q

employee induction & training

a. personnel program
b. personnel policies

A

b. personnel policies

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15
Q

employee rating & promotion

a. personnel program
b. personnel policies

A

b. personnel policies

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15
Q

salary and wage administration

a. personnel program
b. personnel policies

A

b. personnel policies

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16
Q

disciplining, handling conflicts

a. personnel program
b. personnel policies

A

b. personnel policies

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16
Q

transfer, downgrading

a. personnel program
b. personnel policies

A

b. personnel policies

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16
Q

changes in job specifications

a. personnel program
b. personnel policies

A

b. personnel policies

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17
Q

services for employees

a. personnel program
b. personnel policies

A

b. personnel policies

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18
Q

employees integration

a. personnel program
b. personnel policies

A

b. personnel policies

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18
Q

Functions of Personnel Manager:
Create recruitment strategies (Internal/External)

a. recruitment, selection, and employment
b. orientation of new staff
c. employees integration
d. services for employees

A

a. recruitment, selection, and employment

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19
Q

Functions of Personnel Manager:
Screen and interview job applicants

a. recruitment, selection, and employment
b. orientation of new staff
c. employees integration
d. services for employees

A

a. recruitment, selection, and employment

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19
Q

Functions of Personnel Manager:
Administer employment tests to job applicants

a. recruitment, selection, and employment
b. orientation of new staff
c. employees integration
d. services for employees

A

a. recruitment, selection, and employment

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20
Q

Functions of Personnel Manager:
Selection and hiring

a. recruitment, selection, and employment
b. orientation of new staff
c. employees integration
d. services for employees

A

a. recruitment, selection, and employment

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20
Q

Functions of Personnel Manager:
Indoctrinate new employees on laboratory history, objectives, policies and rules

a. recruitment, selection, and employment
b. orientation of new staff
c. employees integration
d. services for employees

A

b. orientation of new staff

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21
Q

Functions of Personnel Manager:
Introduce the new employees to his supervisor, the officers of the organization, his associates and subordinates

a. employee rating and promotion
b. orientation of new staff
c. wage and salary administration
d. services for employees

A

b. orientation of new staff

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22
Q

Functions of Personnel Manager:
201Files (Personal, Memos, etc.)

a. employee rating and promotion
b. services for employees
c. employees integration
d. keep employee records

A

d. keep employee records

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23
Q

Functions of Personnel Manager:
Training Certificates/ CPDrecords/ Certifications

a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records

A

d. keep employee records

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24
Q

Functions of Personnel Manager:
Ensure updated licenses/ professional registrations

a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records

A

d. keep employee records

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25
Q

Functions of Personnel Manager:
Spearhead Annual Performance Evaluation

a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records

A

a. employee rating and promotion

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26
Q

Functions of Personnel Manager:
Oversee Job Evaluation and Appraisal

a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records

A

a. employee rating and promotion

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27
Q

Functions of Personnel Manager:
Training Needs Assessments

a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records

A

b. professional growth and development

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28
Q

Functions of Personnel Manager:
Provide Soft Skills training (TimeManagement, Professional Image, Service Architecture Trainings)

a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records

A

b. professional growth and development

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29
Q

Functions of Personnel Manager:
Assist in transferring, promoting, demoting, discharging, or retiring employees

a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline

A

d. corrective action/ employee discipline

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30
Q

Functions of Personnel Manager:
Handle complaints: grievances and disciplinary action cases

a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline

A

d. corrective action/ employee discipline

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31
Q

Functions of Personnel Manager:
Motivate employees to do better.

a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline

A

d. corrective action/ employee discipline

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32
Q

Functions of Personnel Manager:
Negotiate with the labor unions or union officials

a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline

A

c. employees integration

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33
Q

Functions of Personnel Manager:
Townhall Meetings

a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline

A

c. employees integration

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34
Q

Functions of Personnel Manager:
Provide personnel services, medical, social, and recreational (FamilyDay, Sportsfest, Teambuilding Activities)

a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline

A

b. services for employees

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34
Q

Sources of Labor:
refer to the employees actively working in the laboratory

a. internal sources
b. external sources

A

a. internal sources

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34
Q

Sources of Labor:
include persons who apply in person, who answer advertisement and who are recommended by schools

a. internal sources
b. external sources

A

b. external sources

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35
Q

Process of Personnel Selection:
filling out the information sheet or the application blanks or sending the information sheets or application blanks by mail and returning the same to the laboratory

a. reception of applications/applicants either in person or in writing
b. screening
c. employment tests
d. reference checks

A

b. screening

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36
Q

Process of Personnel Selection (Interview):
Applicant is interviewed by?

A

Personnel Manager, Immediate
Supervisor, and/or Chief Medical Technologists/ Lab Manager

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37
Q

Process of Personnel Selection (Types of Interview):
structured

a. planned and patterned
b. non-directive
c. depth interview
d. group interview

A

a. planned and patterned

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37
Q

Process of Personnel Selection (Types of Interview):
unstructured

a. planned and patterned
b. non-directive
c. depth interview
d. group interview

A

b. non-directive

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38
Q

Process of Personnel Selection (Types of Interview):
stress

a. planned and patterned
b. non-directive
c. depth interview
d. group interview

A

c. depth interview

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38
Q

Process of Personnel Selection (Types of Interview):
panel

a. planned and patterned
b. non-directive
c. depth interview
d. group interview

A

d. group interview

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39
Q

Process of Personnel Selection:
General/Performance Tests, Aptitude Tests, Personal Interests tests, Psychological Tests

a. reception of applications/applicants either in person or in writing
b. screening
c. employment tests
d. reference checks

A

c. employment tests

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40
Q

Process of Personnel Selection:
Who will set a criteria for selection?

A

Interviewers/ Direct Managers

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41
Q

Process of Personnel Selection:
Match applicants with the criteria (By process of elimination/comparison, or by ranking/ prioritizing)

a. reception of applications
b. screening
c. selection
d. job offer/ hiring

A

c. selection

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42
Q

Process of Personnel Selection:
medical examination/ contract signing

a. reception of applications
b. screening
c. selection
d. job offer/ hiring

A

d. job offer/ hiring

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42
Q

T/F:
Job applicants who fall short of the required qualifications for the job in question or who are all rejected.

A

F;
may be rejected or overqualified

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43
Q

T/F:
Pre-employment interview by the manager is necessary in order to increase the accuracy of prediction on the applicant.

A

T

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43
Q

T/F:
The interview questions should be well thought in advance and should be in areas of interest as personal, history, education background, volunteer activities, work experience, aspirations and objectives, self-assessment and strength and weakness.

A

T

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44
Q

Interview Basics:
Setting the stage in advance so the interview will be in control and not be interrupted by other visitors.

a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview

A

a. prepare

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44
Q

Interview Basics:
Asking general questions to set the applicant at ease

a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview

A

b. establish rapport

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45
Q

Interview Basics:
Do not discriminate.

a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview

A

c. respect individuality

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45
Q

Interview Basics:
to make a decision about employment

a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview

A

d. obtain information
(as much info as you can)

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46
Q

Interview Basics:
assures understanding, demonstrates interest and clarifies intent

a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview

A

e. listen

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47
Q

Interview Basics:
by giving the applicant the chance to ask questions they may have

a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview

A

f. close the interview

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48
Q

T/F:
In interviews, there is a final caution “do not jump into conclusion”.

A

T

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48
Q

T/F:
There are three things about impressions: sometimes close to truth, sometimes dangerous and always based on limited information.

A

T

49
Q

T/F:
Pointers in Personnel Selection:
An applicant who has held 1 to 2 jobs within the past 5 years is a high risk. Chances are this person is a job hopper.

A

F;
3-4 jobs in the past 5 years

50
Q

T/F:
Pointers in Personnel Selection:
Recent emotional crises in an individual may lead to emotional instability for a period of time.

A

T

51
Q

T/F:
Pointers in Personnel Selection:
If the writing is sloppy, it may indicate a generally careful attitude.

A

F;
careless attitude

51
Q

T/F:
Pointers in Personnel Selection:
Unanswered items in the application form indicate forgetfulness or evasiveness.

A

T

52
Q

T/F:
Pointers in Personnel Selection:
Over-qualification is better than under-qualification.

A

F;
as bad as under-qualification

52
Q

T/F:
Pointers in Personnel Selection:
Check if the reference is a close friend or relative of the applicant.

A

T

53
Q

T/F:
Pointers in Personnel Selection:
If the medical history is lengthy or ambiguous, there is a good chance that the applicant is healthy.

A

F;
either in poor health or somewhat neurotic

53
Q

T/F:
Pointers in Personnel Selection:
Hiring relatives or close personal friends must be encouraged.

A

F;
discouraged

54
Q

T/F:
Pointers in Personnel Selection:
If other things are equal, hire people you instinctively like.

A

T

54
Q

T/F:
Pointers in Personnel Selection:
Generally, the person who works for financial reasons is likely to be a more stable employee than the person who is economically independent.

A

T

55
Q

the introduction of the employee to this new environment

a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation

A

d. personnel orientation

56
Q

T/F:
Personnel orientation must include briefing of the history, objectives, policies, rules and regulations of the laboratory, and description of his duties and responsibilities.

A

T

57
Q

T/F:
Personnel orientation must include introduction to his associates and subordinates and to laboratory facilities and services.

A

T

57
Q

T/F:
Personnel orientation must include briefing on mechanism of setting problems, briefing on opportunities for education, and briefing on policies.

A

T

58
Q

T/F:
Personnel orientation includes briefing and introduction, which excludes the try-out of the employee’s new job.

A

F;
includes try-out

59
Q

T/F:
Personnel orientation must include another meeting between the new employee and the personnel manager before dismissal from work for the day.

A

T

60
Q

Personnel Orientation:
It is a good policy to have a period of probation-usually about ___ months.

A

3

61
Q

consists of periodic written reports on employees’ performance

a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation

A

b. personnel evaluation

62
Q

necessary because it provides a basis for counseling interview with the employee

a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation

A

b. personnel evaluation

62
Q

necessary because it provides a resource document for appraisal for promotion, transfer, separation, and references

a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation

A

b. personnel evaluation

63
Q

necessary because it is a way to summarize day-to-day and week-to-week evaluation

a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation

A

b. personnel evaluation

63
Q

Personnel Evaluation:
4 most frequently measured attributes

A

quantity of work
personal relations
work habits
quality of work

64
Q

Personnel Evaluation:
Rating scales from 1 to 5

A

outstanding
above average
below average
unsatisfactory

64
Q

Personnel Evaluation:
How often must each employee be evaluated?

A

at regular interval: twice a year

65
Q

the advancement of an employee to better job in terms of greater responsibility, more prestige, or “status”, greater skill, and especially increase rate of pay or salary

a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation

A

c. promotion

66
Q

T/F:
Employees should even be promoted solely on the basis of seniority.

A

F;
Seniority is a factor only when there is more than one candidate of equal capabilities

66
Q

Requires documented facts sufficient to support the contemplated action

a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation

A

a. discipline and dismissals (discharging)

66
Q

T/F:
Discipline and Dismissals:
document should include high performances or proper conduct

A

F;
poor performances. misconduct

67
Q

T/F:
Discipline and Dismissals:
document should include circumstances surrounding performances or misconduct (dates, times, places and names and titles, whether the employee knew what he was supposed to do; when and how bad he had been told).

A

T

67
Q

T/F:
Discipline and Dismissals:
document should include prior misconduct, if there is any.

A

T

67
Q

T/F:
Discipline and Dismissals:
document should include evidence of warning that the misconduct should not be repeated or that the poor performance could not continue

A

T

67
Q

T/F:
Discipline and Dismissals:
document should include records where definite time limit was set for improvement and follow-up

A

T

67
Q

T/F:
Discipline and Dismissals:
When an employee becomes an asset, rather than a liability, he should be dismissed.

A

F;
When an employee becomes a liability, rather than an asset, he should be dismissed.

68
Q

T/F:
Discipline and Dismissals:
Don’t neglect the employees’ side of the story. Consider all the facts before taking disciplinary action, especially if the action is to be contested by the union, in the courts or before civil rights agencies.

A

T

69
Q

Medical laboratories should maintain employee records that contain information integral to their laboratory-related work

a. personnel programs
b. personnel policies
c. personnel documents
d. personnel records

A

d. personnel records

69
Q

T/F:
The personnel file should be kept in a secure site to protect confidentiality.

A

T

69
Q

Where should the personnel files be kept?

A

within the laboratory, and/or the HRD

69
Q

a process to provide and develop knowledge, skills, and behaviors to meet requirements

a. training
b. continuing education

A

a. training

69
Q

an educational program that brings employees up- to-date in a particular area of knowledge or skills

a. training
b. continuing education

A

b. continuing education

70
Q

Odd one out:
Reasons for Training and Continuing Education

a. achieve quality practices in the laboratory and produce accurate, reliable and timely test results
b. help staff achieve personal career goals
c. encourage competition among staff members or personnel
d. improve the organization’s capabilities and achievement of quality objectives.

A

c. encourage competition among staff members or personnel

70
Q

Odd one out:
Consideration for Training or CPE

a. assessment of trainees
b. identification of training needs
c. design of training
d. provision of training
e. evaluation of training results.

A

a. assessment of trainees

71
Q

Resources of training:
When organizing internal continuing education programs, these resources available from the health care community should be considered

a. local resources
b. external resources

A

a. local resources

71
Q

Resources of training:
External continuing education programs can also be presented by topic experts

a. local resources
b. external resources

A

b. external resources

72
Q

Resources of training:
quality assurance committee

a. local resources
b. external resources

A

a. local resources

72
Q

Resources of training:
clinicians, nurses, pathologists

a. local resources
b. external resources

A

a. local resources

72
Q

Resources of training:
infection control personnel

a. local resources
b. external resources

A

a. local resources

72
Q

Resources of training:
epidemiologists or surveillance officers

a. local resources
b. external resources

A

a. local resources

73
Q

Resources of training:
external assessors

a. local resources
b. external resources

A

a. local resources

73
Q

Resources of training:
proficiency testing services

a. local resources
b. external resources

A

b. external resources

74
Q

Resources of training:
manufacturers

a. local resources
b. external resources

A

b. external resources

74
Q

Resources of training:
scientific societies

a. local resources
b. external resources

A

b. external resources

74
Q

Resources of training:
World Health Organization

a. local resources
b. external resources

A

b. external resources

75
Q

Resources of training:
United States Centers for Disease Control and Prevention

a. local resources
b. external resources

A

b. external resources

75
Q

Resources of training:
nongovernmental organizations

a. local resources
b. external resources

A

b. external resources

76
Q

T/F:
Employees conflict warning signs:
Discussions between two people that flare up into arguments

A

T

77
Q

T/F:
Employees conflict warning signs:
Open backbiting remarks by one about the other

A

T

78
Q

T/F:
Employees conflict warning signs:
Praises from one about the other.

A

F;
Complaints

79
Q

T/F:
Employees conflict warning signs:
Direct contact between two people.

A

F;
no direct contact

80
Q

T/F:
Employees conflict warning signs:
They take pains to exchange information thru co-workers.

A

T

80
Q

T/F:
Employees conflict warning signs:
A request for transfer

A

T

81
Q

T/F:
Employees conflict warning signs:
Other employees talking about the feud.

A

T

81
Q

T/F:
Employees conflict warning signs:
Decreased absenteeism for no apparent reason

A

F;
increased absenteeism

82
Q

Conflict Mediation Techniques:
The mediator must therefore guide both parties into perceiving their disagreement as the problem rather than each other.

a. Phase 1: Clarifying the problem
b. Phase 2: Finding out what each side wants from the other
c. Phase 3: Reaching an agreement

A

a. Phase 1: Clarifying the problem

83
Q

Conflict Mediation Techniques:
The mediator must ask both parties exactly what they want from one another. By writing down the wants of both sides, the mediator shows that they have been heard.

a. Phase 1: Clarifying the problem
b. Phase 2: Finding out what each side wants from the other
c. Phase 3: Reaching an agreement

A

b. Phase 2: Finding out what each side wants from the other

84
Q

Conflict Mediation Techniques:
The supervisor asks each party what items on the list of wants they can agree upon.

a. Phase 1: Clarifying the problem
b. Phase 2: Finding out what each side wants from the other
c. Phase 3: Reaching an agreement

A

c. Phase 3: Reaching an agreement

85
Q

T/F:
Pointers in solving conflicts:
Do not affix blame on another.

A

T

85
Q

T/F:
Pointers in solving conflicts:
Do not threaten to fire anyone.

A

T

86
Q

T/F:
Pointers in solving conflicts:
Jump in and suggest solutions before you’ve gathered all the pertinent information.

A

F;
Do not jump in and suggest solutions before you’ve gathered all the pertinent information.

87
Q

T/F:
Pointers in solving conflicts:
Nod in agreement as an employee explain his side of the conflict.

A

F;
Do not nod in agreement as an employee explain his side of the conflict.

88
Q

T/F:
Pointers in solving conflicts:
Do not rush the process. It may take several meetings to reach an agreement that is satisfactory to both sides.

A

T

89
Q

Odd one out:
Basic standpoints for reviewing salary structure

a. Requirements of laws and regulations
b. Correlation between salaries in the lab and those in other competing organization
c. Relationship among salary levels
d. External pay structure
e. General salary distribution
f. Financial conditions of the organization

A

d. External pay structure

89
Q

T/F:
The non-monetary compensation should be included. Such benefits like retirement plans, insurance, annual and sick leaves and free or discounted services play an important part in the total compensation plan.

A

T

89
Q

a general term applying to drives, desires, needs and wishes of an individual in order to perform

A

motivation

90
Q

involves a chain reaction starting out with felt needs, resulting in wants or goals sought which gives rise to tensions (that is unfulfilled desires), then causing action toward achieving goals and finally satisfying wants

A

motivation

90
Q

Maslow’s Hierarchy of Needs:
desire to become the most that one can be

a. self-actualization
b. esteem
c. love and belonging
d. safety needs
e. physiological needs

A

a. self-actualization

90
Q

Maslow’s Hierarchy of Needs:
respect, self-esteem, status, recognition, strength, freedom

a. self-actualization
b. esteem
c. love and belonging
d. safety needs
e. physiological needs

A

b. esteem

90
Q

Maslow’s Hierarchy of Needs:
friendship, intimacy, family, sense of connection

a. self-actualization
b. esteem
c. love and belonging
d. safety needs
e. physiological needs

A

c. love and belonging

91
Q

Maslow’s Hierarchy of Needs:
personal security, employment, resources, health, property

a. self-actualization
b. esteem
c. love and belonging
d. safety needs
e. physiological needs

A

d. safety needs

92
Q

Maslow’s Hierarchy of Needs:
air, water, food, shelter, clothing, reproduction

a. self-actualization
b. esteem
c. love and belonging
d. safety needs
e. physiological needs

A

e. physiological needs

93
Q

Hezberg’s Two-Factor Principle:
influenced by motivator factors

a. job satisfaction
b. job dissatisfaction

A

a. job satisfaction

94
Q

Hezberg’s Two-Factor Principle:
responsibility for one’s own or other’s work

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

94
Q

Hezberg’s Two-Factor Principle:
influenced by hygiene factors

a. job satisfaction
b. job dissatisfaction

A

b. job dissatisfaction

95
Q

Hezberg’s Two-Factor Principle:
Improving the motivator factors increases _________.

a. job satisfaction
b. job dissatisfaction

A

a. job satisfaction

96
Q

Hezberg’s Two-Factor Principle:
recognition (being single or out of praise)

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

96
Q

Hezberg’s Two-Factor Principle:
Improving the hygiene factors decreases _________.

a. job satisfaction
b. job dissatisfaction

A

b. job dissatisfaction

96
Q

Hezberg’s Two-Factor Principle:
achievement (completing an important task successfully)

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

96
Q

Hezberg’s Two-Factor Principle:
personal growth

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

97
Q

Hezberg’s Two-Factor Principle:
the work itself

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

97
Q

Hezberg’s Two-Factor Principle:
human or coworker relations

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

97
Q

Hezberg’s Two-Factor Principle:
advancement (changing status through promotion)

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

97
Q

Hezberg’s Two-Factor Principle:
Job security

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

97
Q

Hezberg’s Two-Factor Principle:
Working condition or physical surrounding

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

98
Q

Hezberg’s Two-Factor Principle:
Organization policy and administration (policies and rules)

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

98
Q

Hezberg’s Two-Factor Principle:
Technical supervision, having a competent superior, supervisor quality

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

98
Q

Hezberg’s Two-Factor Principle:
pay, salary increase, base wage

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

99
Q

Individual employees maybe given responsibility for setting their own work space, for correcting their own errors, and/or for deciding on the best way to perform in a particular task.

a. job enlargement
b. job enrichment

A

b. job enrichment

99
Q

the process of increasing job depth

a. job enlargement
b. job enrichment

A

b. job enrichment

100
Q

the process of increasing job scope

a. job enlargement
b. job enrichment

A

a. job enlargement

101
Q

a system of job rotation may be initiated, so that workers move from one job to a completely different one

a. job enlargement
b. job enrichment

A

a. job enlargement

102
Q

T/F:
Employees should have a periodic formal appraisal of their overall performance.

A

T

103
Q

T/F:
Performance may be affected by distractions, financial problems, excessive workloads, insufficient initial orientation or training, and resistance to change.

A

T

LABMAN (6 decks)

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