Is a participative process that uses employees input to increase their commitment to the organizations success?

10) Which of the following series of dimensions of the job characteristics model (JCM) combine to create meaningful work?
A) autonomy, task identity, and feedback
B) skill variety, autonomy, and task significance
C) skill variety, autonomy, and feedback
D) feedback, task identity, and task significance
E) skill variety, task identity, and task significance

CalTrack Services has been facing employee-related issues like decreased productivity, low morale, and poor organizational commitment in recent times. At a meeting to discuss strategies to address these issues of immediate concern, Joe McEnroe, the production manager, proposed that the roles of employees working on key projects be enhanced to increase autonomy. He felt that this would enhance productivity, motivation, and accountability. Taking a cue from McEnroe, Paul Wilbur suggested job rotation as a solution to the problem they were facing. Wilbur felt that a change of job roles would make the employees keener to learn and perform. He emphasized that job rotation would help management create a larger skill base to choose from, depending on the needs of specific projects.

17) Which of the following, if true, would weaken the argument of adopting job rotation?
A) The employees of the company have similar skill sets which are suited to transfer of learning.
B) The company has been conducting professional training programs to keep all employees up-to-date with the developments in the field.
C) AmWeb, one of the major rival firms, witnessed a substantial rise in profits following its cross-training program for employees.
D) The research evidence favoring job rotation has rarely used samples from the service industry.
E) The company is now entering its busiest business season with multiple project deadlines.

29) After the training and development manager at Add Worth, Nicole Hayes, resigned, the CEO has made it a priority that the position be filled soon by someone of equal expertise and experience as Nicole. To locate the right candidate, Jennifer Ray, the HR manager, has been contacting recruitment firms, checking job sites, and pushing for referrals from the employees. However, she has only found candidates with little or no experience in the field who were willing to work full time for the position. At the next meeting with the CEO, Jennifer proposes an alternative strategy; she suggests hiring two experienced candidates who are open to the idea of handling the training needs on a part-time basis as a team. The CEO listens to her proposal but is not too convinced by it. Which of the following, if true, would strengthen Jennifer's proposal to use job sharing for the vacant position?
A) Trainers are exempted from the requirement of being at the office throughout the common core period of the workday.
B) The employees of the company on the work council have planned to demand the flextime option.
C) A good proportion of the company's prized workforce comprises employees from the baby boomer generation who are set to retire in the impending future.
D) The headhunting firms that Jennifer contacted are usually helpful in generating a good pool of potential candidates.
E) A rival firm recently adopted telecommuting to reduce administrative costs cutting into its bottom line.

45) Woodworth & Baines is a retail chain that has taken up numerous measures to improve employee attitude, motivation, and organizational performance. New training programs, employee engagement initiatives, and an employee welfare council were the three main strategies implemented as part of the employee empowerment program. Norman Kilner was one of twenty employees nominated to the employee welfare council where they were required to interact with the management to promote the interests of the employees. Additionally, the job roles of these twenty employees were vertically enhanced to give them more autonomy in the organization. However, six months into the employee empowerment program, a survey by HR revealed no actual change in employee attitudes. Similarly, a survey conducted by the production manager revealed that work productivity had not increased by any substantial measure either. Which of the following, if true, would best explain this outcome?
A) Management strengthened the regulations relating to employee absenteeism in this period.
B) Management retained the degree of control they had in the organizational affairs.
C) The company moved from a merit-based to a piece-rate pay system in the last quarter.
D) The employees performed poorly because of the lack of training and development programs.
E) Management implemented a 360-degree feedback system for performance appraisals.

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