CHAPTER 4—MOTIVATIONAL PRINCIPLES AS APPLIED TO SUPERVISION

27. According to Theory X, most workers dislike work, avoid responsibility, and must be coerced into working.

28. According to Theory Y, employees must be threatened or coerced to get them to accomplish their work objectives.

29. Theory Y supervisors have a limited view of employees’ abilities and motivations.

30. Theory X is the better approach to supervisoring employees when tasks must be accomplished quickly.

31. According to Professors Hackman and Oldham, training employees with a variety of skills as opposed to one specialty will increase motivation.

32. Job rotation is the process of switching job tasks among employees in a work group.

33. Job enlargement does not result in improved employee performance.

34. Job enrichment programs are especially well-suited to satisfying an employee's biological and security needs.

35. Job rotation is when a supervisor assigns challenging tasks and gives the employee more decision-making responsibilities.

36. Job redesign consists of job rotation, job enlargement, and job enrichment.

37. When employees participate in making the decisions that affect them, they are more likely to accept those decisions.

38. Participative management sounds great in theory, but the disadvantages outweigh the advantages.

39. Participative management tends to be more time-consuming.