By providing ________, organizations aim to increase job-related competencies and skills that help employees to cope with stressful demands.       A. hindrance stressors B. emotional support C. training interventions D. transactional theories E. benign job demands

. _______ What are three sets of factors that influence thestandards of behavior in an organization?a. Organizational norms, circumstances, moralsb. Peer pressure, attitudes, social factorsc. Historical factors, management attitudes,opportunityd. Opportunity, individual factors, social factorse. Financial factors, opportunity, morals

16 360-degree feedback is     a)  used where competition between coworkers is prevalent.   b)  designed to provide feedback for developmental purposes.   c)  designed to provide feedback for promotion or pay decisions.   d)  the most frequently used form of performance appraisal in U.S. firms.

21. Offering a compressed workweek is one method of providing ___________ for eligible employees     a)  social support   b)  telecommuting   c)  sabbaticals   d)  flextime options

Sally and Sam have recently purchased from the Edgars Red Hanger sale. However, both had encountered different levels of customer service. Sally was assisted by a member of staff and was able to get the style and size that she needed. Sam on the other hand walked around the store for a period of time just looking for someone to help but was unable to get any assistance. Based on these experiences, this has impacted on the way they will make future purchases. 2. It is important to maintain relationships with the extended market. Discuss Prospective employees as a part of the extended market.

Clif Bar & Company understands that employees cannot be satisfied (only dissatisfied) on maintenance (extrinsic) factors such as salary and fringe benefits. Rather, motivators (extrinsic) factors such as meaningful work, job enrichment, and growth potential through job responsibility, autonomy, and development keep employees highly satisfied. It is more than just a job, rather, employees feel a deeper sense of meaning can be derived from the opportunity to have a positive influence on both the company and the community while building a sustainable work-life balance. Founder and CEO Gary Erickson’s vision is “If I want to keep employees passionate and engaged, I’ve got to let them go, to make sure they have time to live their lives, have adventures in the world, and come back refreshed.” 1. Does Vroom’s expectancy theory support Clif Bar & Company’s policies? Why or why not?   2. Are Clif Bar & Company’s methods sustainable, long-term motivators for its employees? Be sure to…

3. This risk relates to conditions that limit the organization's ability to obtain, deploy, and retain enough suitably qualified and motivated workers. Group of answer choices Personnel risk None of the choices Motivation risk Malfeasance risk Human risk

26-Which of the following is an example of the external source of recruitment? All of the options are correct Employment agency Online sources Campus recruitment

Week 7: Interactive activity (Case Analysis (Sorry, You're Too Smart Have you ever been turned down for a job because you ?"were "overqualified Although this may sound like a compliment, it can be disappointing when you are job hunting. Consider applicants who are turned down for jobs because they are "too smart." This could be determined by pre- employment testing or the interviewer may assume applicants' cognitive ability based on education level, GPA, or certifications. You don't often hear someone say that an applicant is "too emotionally intelligent" or "too physically coordinated." So why does it matter if you are ?overqualified in cognitive ability Employers may argue that cognitively overqualified employees will not perform well in their jobs. The lack of challenge they feel in the job tasks could make them bored and unmotivated and then lead to low performance. In fact, research shows that cognitively overqualified employees perform just as well as other employees, but not…

2. Mary Parker Follett's primary criticism of Taylor's system of scientific management was that Taylor Multiple Choice   advocated that workers, rather than managers, should be in control of the work process itself.   said that managers should behave as coaches and facilitators—not as monitors and supervisors.   proposed that managers should involve workers in analyzing their jobs to identify better ways to perform tasks.   did not use scientific techniques like time-and-motion studies to analyze workers' jobs.   was ignoring the human side of the organization and did not allow workers to exercise initiative and contribute to the organization.