Ellen has been working in a carpentry shop for the past three months. Every day she has the task of taking a two-meter piece of wood and cutting it into four chair legs. The routine was negatively impacting her motivation. After talking to her boss, Ellen was assigned the task of cutting the arms, and back of the chairs in addition to cutting the legs. Things did not improve, and in fact, her performance kept dropping. The problem with this redesign was that:

a.

it overly enriched the job

b.

it enlarged the job

c.

it lowered task autonomy

d.

it lowered task identity

e.

it reduced feedback from the job

Jane believes that hiring people who are high on core self-evaluations is the key to organizational success. Jane's beliefs are most consistent with which approach to OB?

a.

The selection-based approach

b.

The interactionist approach

c.

The esteem-based approach

d.

The central traits approach

e.

The dispositional approach

Bob gives his employees clear instructions and training and then gives them feedback to improve their performance. In expectancy theory terminology, Bob's actions should increase _____.

a.

none of the other options would be increased by Bob's actions

b.

expectancy

c.

job feedback

d.

instrumentality

e.

equity

Your boss demands loyalty from employees and gains satisfaction from controlling people. Their actions don't seem to benefit the organization; rather, your boss does this to advance their own career and for the enjoyment of influencing others. Based on this information, it is most accurate to say that your boss has a:

a.

high need for affiliation

b.

high need for power

c.

high need for achievement

d.

high need for competence

e.

high need for control