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CONFIDENTIAL AMIJAN 2018/ADM501 UNIVERSITI TEKNOLOGI MARA FINAL EXAMINATION COURSE : ORGANIZATIONAL BEHAVIOR COURSE CODE : ADMS501 EXAMINATION : JANUARY 2018 TIME : 3HOURS INSTRUCTIONS TO CANDIDATES 1 This question paper consists of two (2) parts: PART A (2 Questions) PART B (5 Questions) 2 ‘Answer ALL questions from PART A and any THREE (3) questions from PART 8 in the ‘Answer Booklet. Start each answer on a new page. 3 Do not bring any material into the examination room unless permission is given by the invigilator 4 Please check to make sure that this examination pack consists of: i) the Question Paper ji) an Answer Booklet - provided by the Faculty 5. Answer ALL questions in English DO NOT TURN THIS PAGE UNTIL YOU ARE TOLD TO DO SO This examination paper consists of 3 printed pages (© Hak Cipta Universiti Teknologi MARA CONFIDENTIAL CONFIDENTIAL 2 AMIJAN 2018/ADM501 PARTA Employees are all too often expected to work long hours and then be on call during nights and weekends. Is there a company of any significant size that doesn't seek and venerate “employee engagement?” For the last two decades, measuring employee engagement has been the primary way that large companies try to determine their employees’ level of commitment and productivity. In turn, dozens of studies have reported a correlation between high employee engagement and performance. Nearly every large organization now administers some form of engagement survey to its workers. An engagement study conducted in 2012 by the consulting firm Towers Watson — involving 32,000 employees in 29 markets around the world — found that high engagement as it has been traditionally defined is no longer sufficient to fuel the highest levels of performance. The companies with the highest profit margins had a different employee profile. “Sustainably engaged’ is the clunky moniker Towers Watson came up with to describe employees who felt their companies energized them by promoting their physical, emotional and social well- being. The top two drivers of performance were having leaders who built trust by demonstrating a sincere interest in employee's well-being and having manageable stress levels, with a reasonable balance between work and personal life. Companies in which employees reported feeling well taken cared of — including not working too many hours — had twice the operating profit margins of those with traditionally engaged employees, and three times the profit levels of those with the least engaged employees. The ‘elephant’ in offices all around the world is that people are running on empty. Just last week, one of my team members worked with senior executives at a large global company. Their wake-up call, several of them said, was that over the last year, a series of colleagues in their division had died suddenly and prematurely, including two leaders who committed suicide and two under the age of 50 who had heart attacks. At another one of our client's companies, two successive chief executives suffered nonfatal heart attacks in recent years, (Source: Quoted from Shwartz (2015). The New York Times. When Employee Engagement Turns: Into Employee Burnout. March 13, http:/www.nytimes.com/2015/03/14/business/dealbook/when-employee-engagement-turns- into-employee-burnout.html) QUESTION 1 By referring to the case study, explain any TWO (2) potential social risks that is associated with the work stress. (10 marks) QUESTION 2 Discuss any THREE (3) initiatives that could be highlighted by the organization to minimise the stress issue, (15 marks) (© Hak Cipta Universiti Teknologi MARA CONFIDENTIAL CONFIDENTIAL 3 AMIJAN 2018/ADM501 PARTB QUESTION 1 Organizational commitments generate sense of belonging, and tighten employee-employer relationships. Describe any FOUR (4) consequences of highly committed employees to an organization. (25 marks) QUESTION 2 “The symbolic value of money and other rewards is particularly motivational when a few people receive more than others” (Mc Shane & Glinow, 2015). a) Identify the THREE (3) types of Performance-Based Rewards. (9 marks) b) Describe any FOUR (4) ways to improve reward effectiveness. (16 marks) QUESTION 3 Workplace conflict is generally avoided due to its associated negative outcomes, particularly pertaining to its social and economic risks. Select any FOUR (4) structural sources of conflict and their potential risks. (25 marks) QUESTION 4 In a situation of constant change, organizations need to ensure the appropriate leadership style is emphasized, so that decisions and actions taken are in-line with current needs. Identify any FOUR (4) characteristics of transactional leadership and the benefits derived from this leadership style. (25 marks) QUESTION 5 Examine any FOUR (4) dominant cultures practiced in all types of organizations. (25 marks) END OF QUESTION PAPER (© Hak Cipta Universiti Teknologi MARA CONFIDENTIAL