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30 Multiple choice questions

  1. Ans: C
    Page: 165
  2. Ans: Labels tend to zero in on one or two narrow behavioral characteristics and magnify them to the extent that they overshadow the whole person and lead to inappropriate assumptions and generalizations about the person.
  3. Ans: Discharge is related to employee conduct; it is being "fired" for violation of work rules or policies. Dismissal is related to performance; it is applied to the inability to meet the standards of the job.
  4. Ans: B
    Page: 176
  5. Ans: The chronic complainer can affect departmental morale and drag down the entire work group.
  6. Ans: An oral warning should be documented so that it can be shown to have occurred in the event that an individual claims to have never been given the warning.
  7. Ans: Consult the employee on various problems; ask for advice; assign some additional responsibility; delegate special one-time assignments; use the dead-end employee as a teacher; use certain prestige assignments.
  8. Ans: The act of doing meaningful work is the best cure for many problem employees; activity can remove problems, such as irritability, boredom, or frustration owing to inactivity, and it can "keep the lid on" other problems.
  9. Ans: When someone fails to show up for work, usually one of two things happens: (1) either the employee's work goes undone that day or (2) someone else must be assigned to do the absent employee's work.
  10. Ans: B
    Page: 174
  11. Ans: B
    Page: 170
  12. Ans: C
    Page: 173
  13. Ans: The critical but often missing element is: means of correction. Criticism is constructive only if it includes information and guidance on how to correct the problem that inspired the criticism.
  14. Ans: The principal objective of disciplinary action is correction of behavior.
  15. Ans: The manager who learns to get along with one so-called problem employee will develop people-building skills which can significantly improve him or her both as a person as well as a manager.
  16. Ans: It is necessary because whenever an action is challenged all of the documentation related to it in any way is brought forward, and missing documentation usually leads to the assumption of the worst.
  17. Ans: A
    Page: 177
  18. Ans: D
    Page: 171
  19. Ans: An employee assistance program is intended to help employees regain their productive capability, reduce absenteeism, minimize grievances, reduce the need for disciplinary action, and improve morale.
  20. Ans: Making examples serves only to create fear and resentment, and it destroys the effectiveness of discipline.
  21. Ans: With serious infractions that call for immediate discharge; the organization is "correcting" the problem removing the source of the problem.
  22. Ans: The dead-end employee is one who can go no further in the organization, who is blocked from growth and advancement along all channels by virtue of being at the top of a pay grade and unqualified for advancement.
  23. Ans: "Motivators," the factors driving people to perform willingly, are characteristics of the job itself (for example, "interesting work"); "dissatisfiers" are factors that do not truly motivate but which, if not maintained at a satisfactory level, can cause dissatisfaction or demotivation (example, "wages and benefits").
  24. Ans: Not all problems will be handled using the complete process because of the differences among infractions; serious infractions may result in only a step or two or immediate discharge; lesser infractions may be addressed by providing more time for correction.
  25. Ans: Visible attention to attendance and absences tends to hold absenteeism down; when employees can see that the manager cares and is paying attention, unwarranted absences usually decline.
  26. Ans: Ordinarily, what an employee does during off hours is none of a manager's business. The only time a manager should be concerned with an employee's private life is when there is reason to believe the person is engaged in something that can harm job performance or negatively affect the reputation of the agency.
  27. Ans: C
    Page: 167
  28. Ans: D
    Page: 166
  29. Ans: Employee morale and individual motivation to perform are two key factors in a department's rate of absenteeism.
  30. Ans: A
    Page: 168