In managing for motivation, you should think about employees as capital assets.
answer
FALSE
*In managing for motivation, managers need to be thinking about employees not as human capital or capital assets, but as people who are investors; they are investing their time, energy, and intelligence in your organization, for which they deserve a return that makes sense to them.*
question
Having a best friend at work is one factor that is characteristic of the best workplaces.
answer
TRUE
*Gallup found that in the best workplaces employees gave strong "yes" answers to 12 questions, including "Do I have a best friend at work?"*
question
Motivation can be directly observed in another's behavior.
answer
FALSE
*Motivation is difficult to understand because you can't actually see it or know it in another person; it must be inferred from one's behavior.*
question
Unfulfilled needs are a part of the motivation model.
answer
TRUE
*In a simple model of motivation, people have certain unfulfilled needs that motivate them to perform specific behaviors for which they receive rewards that feed back and satisfy the original need*
question
Feedback in the motivation model serves to tell you if you have demanded appropriate benefits.
answer
FALSE
*In the model of motivation, rewards that people receive serve as feedback to inform them whether behavior worked and should be used again*
question
When GE paid employee smokers up to $750 to quit and stay off cigarettes, it was an extrinsic reward.
answer
TRUE
*An experiment by General Electric found that paying employees who were smokers up to $750—an extrinsic reward—to quit and stay off cigarettes was three times as successful as a comparison group that got no paid incentives.*
question
An intrinsic reward is the payoff a person receives from others for performing a particular task.
answer
FALSE
*An extrinsic reward is the payoff, such as money, a person receives from others for performing a particular task.*
question
Motivation is important in getting talented people to come work for you.
answer
TRUE
*As a manager, you want to motivate people to join your organization. You need to instill in talented prospective workers the desire to come to work for you.*
question
Content perspectives of motivation emphasize the emotions that employees feel in the workplace.
answer
FALSE
*Content perspectives, also known as need-based perspectives, are theories that emphasize the needs that motivate people. Content theorists ask, "What kind of needs motivate employees in the workplace?"*
question
Alderfer's ERG theory is a need-based perspective on motivation.
answer
TRUE
*In addition to McGregor's Theory X/Theory Y, content perspectives include four theories: Maslow's hierarchy of needs theory, Alderfer's ERG theory, McClelland's acquired needs theory, and Herzberg's two-factor theory.*
question
According to Maslow, a person who is deprived in both physiological and love needs will attempt to satisfy his love needs first.
answer
FALSE
*Once basic needs and security are taken care of, people look for love, friendship, and affection, which are love needs. After they meet their social needs, people focus on such matters as self-respect, status, reputation, recognition, and self-confidence, which are esteem needs.*
question
According to Maslow's theory, friendship and affection are esteem needs
answer
FALSE
question
According to Maslow's theory, safety needs are the most basic and are at the lowest level in the hierarchy of needs.
answer
FALSE
*Physiological needs are the most basic human physical needs, in which one is concerned with having food, clothing, shelter, and comfort and with self-preservation. They form the lowest level of the hierarchy.*
question
Research does not clearly support Maslow's theory.
answer
TRUE
*Research does not clearly support Maslow's theory, although it remains popular among managers.*
question
Maslow's contribution to management was creating awareness of employee needs beyond that of earning a paycheck.
answer
TRUE
*For managers, the importance of Maslow's contribution is that he showed that workers have needs beyond that of just earning a paycheck.*
question
ERG theory assumes that three basic needs influence behavior: esteem, relatedness, and growth.
answer
FALSE
*ERG theory assumes that three basic needs influence behavior—existence, relatedness, and growth.*
question
One difference between ERG theory and Maslow's theory is that ERG theory suggests that more than one level of needs may be activated at one time.
answer
TRUE
*Unlike Maslow's theory, ERG theory suggests that behavior is motivated by three needs, not five, and that more than one need may be activated at a time rather than activated in a stair-step hierarchy.*
question
According to Alderfer's ERG theory, when one's higher-level needs are frustrated, he or she will seek more intensely to fulfill lower-level needs in what is called the frustration-regression component.
answer
TRUE
*Alderfer held that if our higher-level needs (such as growth needs) are frustrated, we will then seek more intensely to fulfill our lower-level needs (such as existence needs). This is called the frustration-regression component.*
question
According to McClelland's theory, people are born with their needs for power, achievement, and affiliation.
answer
FALSE
*McClelland investigated the needs for affiliation and power and as a consequence proposed the acquired needs theory, which states that three needs—achievement, affiliation, and power—are major motives determining people's behavior in the workplace. He believes that we are not born with our needs; rather we learn them from the culture—from our life experiences.*
question
In McClelland's acquired needs theory, the desire to excel at challenging tasks is part of the need for power
answer
FALSE
*The need for achievement is the desire to excel, to do something better or more efficiently, to solve problems, to achieve excellence in challenging tasks.*
question
The need for personal power is positive and involves problem solving to further mutual goals.
answer
FALSE
*McClelland identifies two forms of the need for power. The negative kind is the need for personal power, as expressed in the desire to dominate others, and involves manipulating people for one's own gratification. The positive kind, characteristic of top managers and leaders, is the desire for institutional power, as expressed in the need to solve problems that further organizational goals.*
question
If you are happy with accomplishment of a task being its own reward, you may have a high need for achievement.
answer
TRUE
*If you (or an employee) are happy with accomplishment of a task being its own reward, don't mind or even prefer working alone, and are willing to take moderate risks, then you probably have a high need for achievement.*
question
Those with a high need for affiliation may not be the most efficient managers because they resist making decisions that make others resent them.
answer
TRUE
*If you tend to seek social approval and satisfying personal relationships, you may have a high need for affiliation. In that case, you may not be the most efficient manager because at times you will have to make decisions that will make people resent you. Instead, you will tend to prefer work, such as sales, that provides for personal relationships and social approval.*
question
In Herzberg's theory, the security factors are the lower-level needs, and the motivating factors are the higher-level needs.
answer
FALSE
*In Herzberg's theory, the hygiene factors are the lower-level needs, the motivating factors are the higher-level needs.*
question
According to Herzberg's two-factor theory, a worker's salary is not a possible source of job satisfaction.
answer
TRUE
*In Herzberg's theory, the lower-level needs, hygiene factors, are factors associated with job dissatisfaction—such as salary, working conditions, interpersonal relationships, and company policy—all of which affect the job context in which people work. Motivating factors are associated with satisfaction.*
question
According to Herzberg, motivating factors are the only factors associated with job satisfaction.
answer
TRUE
*In Herzberg's theory, the higher-level needs, motivating factors, or simply motivators, are factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance. Other hygiene factors are associated with job dissatisfaction.*
question
In two-factor theory, hygiene factors include achievement, recognition, and responsibility.
answer
FALSE
*In Herzberg's two-factor theory, the motivating factors include achievement, recognition, responsibility, and advancement. Hygiene factors include salary, working conditions, interpersonal relationships, and company policy.*
question
Equity theory is a reinforcement perspective on motivation.
answer
FALSE
*The three process perspectives on motivation are equity theory, expectancy theory, and goal-setting theory.*
question
Process perspectives try to explain why employees have different needs and what behaviors they select to satisfy them.
answer
TRUE
*Whereas need-based perspectives simply try to understand employee needs, process perspectives go further and try to understand why employees have different needs, what behaviors they select to satisfy them, and how they decide if their choices were successful.*
question
Equity theory focuses on how fairly we think we are being treated compared to others.
answer
TRUE
*Equity theory focuses on employee perceptions as to how fairly they think they are being treated compared with others.*
question
Inputs, outputs, and comparisons are the essential elements in goal-setting theory.
answer
FALSE
*The key elements in equity theory are inputs, outputs (rewards), and comparisons*
question
In equity theory, employees are most motivated to make a change under circumstances in which they perceive fairness.
answer
FALSE
*In equity theory, when employees compare the ratio of their inputs and outputs (rewards) with those of others—whether co-workers within the organization or even other people in similar jobs outside it—they then make a judgment about fairness. Either they perceive there is equity—they are satisfied with the ratio and so they don't change their behavior. Or they perceive there is inequity—they feel resentful and act to change the inequity.*
question
According to equity theory, increasing their inputs is one way that employees deal with perceptions of inequity.
answer
FALSE
*Employees who feel they are being underrewarded will respond to the perceived inequity in one or more negative ways, as by reducing their inputs, trying to change the outputs or rewards they receive, distorting the inequity, changing the object of comparison, or leaving the situation.*
question
According to equity theory, an employee who has recently received a raise is more likely to be supportive of an organizational change.
answer
TRUE
*Employees who think they are treated fairly (such as by receiving a raise) are more likely to support organizational change.*
question
Management's assessment of fairness is most important under equity theory.
answer
FALSE
*Probably the most important result of research on equity theory is this: no matter how fair managers think the organization's policies, procedures, and reward system are, each employee's perception of those factors is what counts.*
question
Expectancy theory suggests that people are motivated by how much they want something and how likely they think they are to get it.
answer
TRUE
*Expectancy theory suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it.*
question
In expectancy theory, a person's expectancy is her belief that a particular level of effort will lead to a particular level of performance.
answer
TRUE
*Expectancy is the belief that a particular level of effort will lead to a particular level of performance.*
question
Lauro's sales manager just told his group about this year's contest, the winner of which will take a lavish trip to Germany. Lauro does not like to travel to places where he can't speak the language, so he is not very enthusiastic. Here, Lauro's instrumentality is low.
answer
FALSE
*Valence is value, the importance a worker assigns to the possible outcome or reward. Here, this reward does not have a high valence for Lauro.*
question
According to expectancy theory, for a person's motivation to be high, he or she must be high on all three elements - instrumentality, expectancy, and valence.
answer
TRUE
*For your motivation to be high, you must be high on all three elements—expectancy, instrumentality, and valence. If any element is low, you will not be motivated.*
question
Specificity of goals can often be improved by making them quantitative.
answer
TRUE
*Goals such as "Sell as many cars as you can" or "Be nicer to customers" are too vague and therefore have no effect on motivation. Instead, goals need to be specific—usually meaning quantitative. As a manager, for example, you may be asked to boost the revenues of your unit by 25% and to cut absenteeism by 10%, all specific targets.*
question
To be most motivating, goals should be set to be very difficult, just out of the reach of workers, so that they never stop pushing themselves.
answer
FALSE
*According to goal-setting theory, goals should be challenging but achievable. People give up when they feel that goal achievement is impossible.*
question
Job design involves the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance.
answer
TRUE
*Job design is (1) the division of an organization's work among its employees and (2) the application of motivational theories to jobs to increase satisfaction and performance.*
question
Job simplification increases job satisfaction by allowing workers to become expert at a fewer number of tasks.
answer
FALSE
*Job simplification, the process of reducing the number of tasks a worker performs, increases efficiency and productivity. However, research shows that simplified, repetitive jobs lead to job dissatisfaction, poor mental health, and a low sense of accomplishment and personal growth.*
question
Job design that fits jobs to people is based on the assumption that people are underutilized at work and that they want more variety and responsibility.
answer
TRUE
*Fitting jobs to people is based on the assumption that people are underutilized at work and that they want more variety, challenges, and responsibility. This philosophy, an outgrowth of Herzberg's theory, is one of the reasons for the popularity of work teams in the United States. Two techniques for this type of job design include (1) job enlargement and (2) job enrichment.*
question
Job enrichment consists of increasing the number of tasks in a job to increase variety and motivation.
answer
FALSE
*The opposite of job simplification, job enlargement consists of increasing the number of tasks in a job to increase variety and motivation.*
question
Job enlargement by itself does not have a significant and lasting positive effect on job performance
answer
TRUE
*Although proponents claim job enlargement can improve employee satisfaction, motivation, and quality of production, research suggests job enlargement by itself won't have a significant and lasting positive effect on job performance. After all, working at two boring tasks instead of one doesn't add up to a challenging job.*
question
Job enrichment requires vertical rather just horizontal loading.
answer
TRUE
*Instead of the job-enlargement technique of simply giving employees additional tasks of similar difficulty (known as horizontal loading), with job enrichment employees are given more responsibility (known as vertical loading). Thus, employees take on chores that would normally be performed by their supervisors.*
question
According to the job characteristics model, job characteristics directly affect the work outcomes.
answer
FALSE
*The job characteristics model consists of (a) five core job characteristics that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes—the employee's motivation, performance, and satisfaction*
question
The extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to do them is known as task identity.
answer
FALSE
*Task identity describes the extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end. Autonomy describes the extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them.*
question
Task significance describes the extent to which a job affects the lives of other people, whether inside or outside the organization.
answer
TRUE
*Task significance describes the extent to which a job affects the lives of other people, whether inside or outside the organization.*
question
In the job characteristics model, feedback is one of the five core job characteristics.
answer
TRUE
*The five core job characteristics are skill variety, task identity, task significance, autonomy, and feedback*
question
According to reinforcement theory, workers will be more motivated and perform better when they experience their work as meaningful, feel responsible for results, and know how well they are doing.
answer
FALSE
*According to the job characteristics model, five core characteristics affect three critical psychological states: meaningfulness of work, responsibility for results, and knowledge of results (see Figure 12.8). In turn, these positive psychological states fuel high motivation, high performance, high satisfaction, and low absenteeism and turnover.*
question
Job design works even when the affected employees have no desire for personal growth.
answer
FALSE
*The contingency factors in Figure 12.8 refer to the degree to which a person wants personal and psychological development. Job design works when employees are motivated; to be so, they must have three attributes: (1) necessary knowledge and skill, (2) desire for personal growth, and (3) context satisfactions—that is, the right physical working conditions, pay, and supervision.*
question
A job diagnostic survey can be used to identify problems with a job's motivational characteristics and help determine if a job redesign is appropriate.
answer
TRUE
*The job diagnostic survey will indicate whether an individual's motivating potential score (MPS)—the amount of internal work motivation associated with a specific job—is high or low. If a person's MPS score is low, an attempt should be made to determine which of the core job characteristics is causing the problem. You next decide whether job redesign is appropriate for a given group of employees.*
question
Reinforcement theory suggests behavior tends to be repeated if it has positive consequences and tends not to be if it has negative consequences.
answer
TRUE
*Reinforcement theory attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated.*
question
The use of reinforcement theory to change human behavior is called behavior alteration.
answer
FALSE
*The use of reinforcement theory to change human behavior is called behavior modification.*
question
Something that inhibits a given behavior is known as reinforcement.
answer
TRUE
*Reinforcement is anything that causes a given behavior to be repeated or inhibited, whether praising a child for cleaning his or her room or scolding a child for leaving a tricycle in the driveway.*
question
Negative reinforcement is the application of negative consequences to stop or change undesirable behavior.
answer
FALSE
*Negative reinforcement is the removal of unpleasant consequences following a desired behavior. Punishment is the application of negative consequences to stop or change undesirable behavior.*
question
Both extinction and punishment reduce the likelihood that a given behavior will be repeated.
answer
TRUE
*Extinction is the withholding or withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future. Punishment is the application of negative consequences to stop or change undesirable behavior.*
question
A manager should reward only desirable behavior, and should do so as soon as possible after the behavior appears.
answer
TRUE
*You should give rewards to your employees only when they show desirable behavior and you should give a reward as soon as possible after the desirable behavior appears.*
question
A manager should administer punishment in public because the embarrassment amplifies the punishment and therefore its effectiveness.
answer
FALSE
*You should administer punishment in private. You would hate to have your boss chew you out in front of your subordinates, and the people who report to you also shouldn't be reprimanded in public, which would lead only to resentments that may have nothing to do with an employee's infractions.*
question
Pay for performance compensation plans base employee pay on the number of job-relevant skills or academic degrees they earn.
answer
FALSE
*Also known as merit pay, pay for performance bases pay on one's results. Thus, different salaried employees might get different pay raises and other rewards (such as promotions) depending on their overall job performance. Also known as skill-based pay, pay for knowledge ties employee pay to the number of job-relevant skills or academic degrees they earn.*
question
Stock options allow certain employees to buy stock at a future date for a discounted price
answer
TRUE
*With stock options, certain employees are given the right to buy stock at a future date for a discounted price. The motivator here is that employees holding stock options will supposedly work hard to make the company's stock rise so that they can obtain it at a cheaper price.*
question
Research shows that the cubicle is a motivational environment for most employees.
answer
FALSE
*The cubicle, according to new research, is stifling the creativity and morale of many workers, and the bias of modern-day office designers for open spaces and neutral colors is leading to employee complaints that their workplaces are too noisy or too bland.*
question
______ is defined as the psychological processes that arouse and direct goal-directed behavior.
A. Stimulus
B. Productivity
C. Enticement
D. Motivation
E. Incented action
answer
D
question
A simple model of motivation does NOT include which of the following?
A. Unfulfilled need
B. Behaviors
C. Reactions
D. Motivation
E. Rewards
answer
C
question
Jason's team lead has just told the group that if they finish the current project before then, they can have Friday off without taking vacation. The team gets right to work, being motivated by a(n)
A. intrinsic reward.
B. physiological need.
C. high need for power.
D. extrinsic reward.
E. hygiene factor.
answer
D
question
Maleah's management professor just told her class that the final exam is optional for students like her that currently have an A. She decides to take the exam anyway, since she likes the subject and wants to master the material. Here, Maleah is motivated to take the exam by a(n)
A. intrinsic reward.
B. physiological need.
C. high need for power.
D. extrinsic reward.
E. hygiene factor.
answer
A
question
Which of the following is a need-based perspective on motivation?
A. Expectancy theory
B. Herzberg's two-factor theory
C. Job characteristics model
D. Goal-setting theory
E. Equity theory
answer
B
question
Maslow's levels of needs, in order from lowest (most basic) to highest level, are
A. self-actualization, esteem, love, safety, and physiological.
B. safety, love, esteem, self-actualization, and physiological.
C. physiological, safety, self-actualization, esteem, and love.
D. physiological, safety, love, esteem, and self-actualization.
E. safety, physiological, esteem, love, and self-actualization.
answer
D
question
An accounting firm provides employees with educational reimbursements if they complete job-related coursework with a B or better, which helps them meet which of Maslow's levels of needs?
A. Self-actualization
B. Esteem
C. Love
D. Safety
E. Physiological
answer
A
question
The need for status, reputation, and recognition are part of
A. self-actualization.
B. esteem.
C. love.
D. safety.
E. physiological.
answer
B
question
After a series of bus accidents, one of which resulted in a critical injury to a driver, Apex Transportation drivers received additional training and buses were retrofitted with new braking systems. This helps to satisfy which of Maslow's needs?
A. Self-actualization
B. Esteem
C. Love
D. Safety
E. Physiological
answer
D
question
For managers, the importance of Maslow's contribution is that he showed that workers
A. are only interested in compensation that helps them fulfill physiological needs.
B. are as complex as their organization.
C. have needs that cannot be understood by their employer.
D. expect an employer to fulfill every level of their hierarchy of needs.
E. have needs beyond that of just earning a paycheck.
answer
E
question
______ assumes that three basic needs influence behavior and that they may be activated concurrently.
A. Maslow's theory
B. Expectancy theory
C. Alderfer's ERG theory
D. Hertzberg's theory
E. Equity theory
answer
C
question
Which of the following is a need in Alderfer's ERG theory?
A. Esteem
B. Existence
C. Realization
D. Ruling
E. Generation
answer
B
question
According to the acquired needs theory, the desire to influence others is part of the need for
A. affiliation.
B. power.
C. self-actualization.
D. relatedness.
E. achievement.
answer
B
question
Mina was very aggressive at her job, and her coworkers complained that she often manipulated them and her boss in order to get ahead. She attempted to direct everything and everyone, regardless of the consequences to others or even the organization itself. Mina is expressing what type of need for power?
A. Personal
B. Destructive
C. Legitimate
D. Organizational
E. Compensatory
answer
A
question
Even when he started his first job, Cyrus was not content to be just one of the employees. His boss noticed that he often directed his coworkers about ways to improve their work, even when it wasn't his job. Cyrus probably has a
A. high need for achievement.
B. high need for affiliation.
C. high need for power.
D. low need for achievement.
E. high need for leadership.
answer
C
question
Theresa has really blossomed in her sales job. She loves building mutually beneficial relationships and is extremely well liked by her clients. Theresa likely has a
A. low need for affiliation.
B. low need for power.
C. low need for achievement.
D. high need for affiliation.
E. high need for achievement.
answer
D
question
McClelland's need for achievement corresponds most closely to
A. Herzberg's hygiene factors.
B. Maslow's esteem needs.
C. extrinsic rewards.
D. Alderfer's relatedness needs.
E. Maslow's self-actualization needs
answer
E
question
According to Herzberg, which of the following is an example of a motivating factor?
A. Pay
B. The work itself
C. Working conditions
D. Company policy
E. Supervisors
answer
B
question
According to Herzberg, which of the following is an example of a hygiene factor?
A. Responsibility
B. Advancement
C. The work itself
D. Supervisors
E. Recognition
answer
D
question
According to Herzberg's two factor theory, in the zone between the motivating factors and the hygiene factors, employees are
A. dissatisfied.
B. satisfied.
C. neither satisfied nor dissatisfied.
D. unmotivated.
E. stagnant.
answer
C
question
According to Herzberg's two factor theory, only ______ factors can make employees satisfied with their jobs.
A. motivating
B. self-actualization
C. growth
D. hygiene
E. achievement
answer
A
question
Which of the following is a higher-level need based on the four content theory perspectives?
A. Esteem
B. Existence
C. Hygiene
D. Physiological
E. Safety
answer
A
question
Pieter is manager for a large freight company. He has noticed low morale lately, perhaps because of the cramped quarters and lack of raises this year among workers on his shift. According to Herzberg, Pieter should first concentrate on
A. needs for achievement.
B. hygiene factors.
C. esteem needs.
D. motivating factors.
E. growth needs.
answer
B
question
According to Herzberg's theory, the first thing managers of employees who dislike their jobs should do is to
A. provide opportunities for achievement.
B. publicly recognize good performance.
C. make sure pay levels, policies and working conditions are reasonable.
D. create opportunities for personal growth and advancement.
E. increase employees' responsibility and opportunity for leadership.
answer
C
question
Theories that try to understand the thought processes by which people decide how to act are called
A. needs-based perspectives.
B. reinforcement perspectives.
C. job design perspectives.
D. cognitive perspectives.
E. process perspectives.
answer
E
question
Which of the following is a process perspective on motivation?
A. Expectancy theory
B. Job characteristics model
C. Two-factor theory
D. ERG theory
E. Acquired needs theory
answer
A
question
In equity theory, employees are motivated to
A. work harder all the time.
B. resolve feelings of injustice.
C. believe they aren't working hard enough.
D. blame others when they miss work or fail at tasks.
E. work just hard enough to get what they want.
answer
B
question
When workers perceive they are being treated fairly on the job, they are most likely to
A. pass up promotional opportunities.
B. show improved safety practices.
C. be a whistleblower.
D. cooperate in group settings.
E. seek additional education.
answer
D
question
Jake went to his boss Nadia to complain that he got the same bonus this quarter as everyone else, despite the longer hours he's been putting in and his higher level of experience and efficiency. If Nadia can't change the bonuses, she should
A. tell Jake "That's just the way bonuses are given."
B. suggest that Jake take this up with her boss.
C. expect that Jake will reduce his hours.
D. start documenting Jake's complaints for future disciplinary action.
E. expect that Jake's performance will improve.
answer
C
question
The theory under which people make the choice that promises them the greatest reward if they think they can get it is
A. goal-setting theory.
B. expectancy theory.
C. reinforcement theory.
D. equity theory.
E. two-factor theory.
answer
B
question
______ is the expectation that successful performance of the task will lead to the desired outcome.
A. Expectancy
B. Reinforcement
C. Valence
D. Instrumentality
E. Effort
answer
D
question
At his review last year, Mike was promised a big raise if he met his production goals. Raises came out today, and despite that Mike has met all of his goals, he only received a cost-of-living raise. In the future, Mike's ______ will probably be _________.
A. instrumentality; low
B. valence; low
C. expectancy; low
D. instrumentality; high
E. expectancy; high
answer
A
question
After struggling with the training, Caroline is unsure whether she can complete tax returns with minimal errors in the time allotted at her new job. In this case, Caroline is low on the ______ element of expectancy theory.
A. valence
B. expectancy
C. outcomes
D. instrumentality
E. performance
answer
B
question
Shen was interviewing for jobs, and the HR manager at one firm told him that the company pays the total health insurance costs for a family of four. As a single man, this benefit did not seem especially important to him right now. Here, Shen is low on the ______ element of the expectancy theory.
A. valence
B. instrumentality
C. outcomes
D. expectancy
E. significance
answer
A
question
A goal that states "Attend work 80% of the time this quarter" has which of the following problems?
A. It is not specific enough.
B. It is not measurable.
C. It does not have a target date.
D. It is not challenging enough.
E. It is not achievable.
answer
D
question
When using goal-setting theory to motivate employees, managers should
A. set targets that are just out of employees' reach.
B. help workers understand and accept the goals.
C. set general goals that are emotionally appealing.
D. hold employees responsible for getting their own feedback.
E. set goals that are easily achievable.
answer
B
question
According to goal-setting theory, which of the following is necessary for goals to create high motivation and performance?
A. Setting general goals that will work for multiple employees
B. Predetermining acceptable rewards for meeting goals
C. Setting goals that fulfill self-actualization needs
D. Reinforcing of desired behaviors
E. Setting goals linked to an action plan
answer
E
question
Which of the following is the best statement of a goal?
A. Give your very best effort.
B. Get through some of those reports by 9/1.
C. Reduce production errors by ten percent by the end of the quarter.
D. Increase customer retention.
E. Be late to work less often.
answer
C
question
______ applies motivational theories to jobs to increase satisfaction and performance.
A. Job enlargement
B. Job design
C. Job simplification
D. Job development
E. Job enrichment
answer
B
question
The process of increasing the number of tasks in a job to increase variety and motivation is called
A. job enlargement.
B. job design.
C. job development.
D. job rotation.
E. job enrichment.
answer
A
question
Research shows that simplified jobs lead to
A. job satisfaction.
B. poor mental health.
C. a sense of accomplishment.
D. a sense of personal growth.
E. decreased worker productivity.
answer
B
question
Job ______ is the opposite of job
A. rotation; enrichment.
B. rotation; enlargement.
C. loading; enrichment.
D. simplification; enrichment.
E. simplification; enlargement.
answer
E
question
The process of building into a job such motivating factors as recognition and achievement is called
A. MBO.
B. job design.
C. job enrichment.
D. job enlargement.
E. horizontal loading.
answer
C
question
Anya's job as an accounting assistant was recently modified to include reconciling of bank accounts and delivering checks to the bank, two tasks previously done by the accounting manager. This increase in responsibility would best be described as
A. job development.
B. job enlargement.
C. job satisficing.
D. job design.
E. vertical loading.
answer
E
question
Of the following which is a core job characteristic?
A. Meaningfulness
B. Skill specificity
C. Task significance
D. Teamwork
E. Task variety
answer
C
question
According to the job characteristics model, the core job characteristics of skill variety, task identity, and task significance combine to affect
A. knowledge of results.
B. meaningfulness of work.
C. autonomy of work.
D. responsibility for results.
E. feedback from others.
answer
B
question
The extent to which a job allows an employee to make decisions about scheduling different tasks and deciding how to perform them is called
A. horizontal loading.
B. skill variety.
C. task identity.
D. task significance.
E. autonomy.
answer
E
question
Fatima runs a gift basket business. She recently made some changes so that one employee answers phones and does paperwork, while another assembles baskets, and a third packages and ships. Previously, each employee was responsible for the order from the phone call through the shipment. Fatima's job redesign has
A. increased task identity.
B. decreased task identity.
C. increased task significance.
D. decreased task significance.
E. decreased autonomy.
answer
B
question
Even as an entry-level engineer at NASA, Caleb makes booster rocket calculations, the accuracy of which protects the lives and safety of astronauts. Caleb's job has a high level of
A. autonomy.
B. task identity.
C. skill variety.
D. task significance.
E. context satisfactions.
answer
D
question
Which of the following is a contingency factor in the job characteristics model?
A. Autonomy
B. Knowledge of actual results
C. High work satisfaction
D. Knowledgeable and skilled employees
E. Feedback
answer
D
question
The motivating potential score is calculated as part of using
A. reinforcement theory.
B. McClelland's acquired needs theory.
C. the job characteristics model.
D. goal-setting theory.
E. equity theory.
answer
C
question
The theory that attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated while behavior with negative consequences tends not to be repeated, is called
A. reinforcement theory.
B. equity theory.
C. expectancy theory.
D. acquired needs theory.
E. two-factor theory.
answer
A
question
The use of desirable consequences to encourage desirable behavior is called
A. constructive feedback.
B. extinction.
C. intrinsic motivation.
D. positive reinforcement.
E. valence.
answer
D
question
The removal of unpleasant consequences following a desired behavior is called
A. positive reinforcement.
B. negative reinforcement.
C. extinction.
D. intrinsic motivation.
E. punishment.
answer
B
question
Carlos tells one of his staff that he is taking her off of probation since she has corrected her tardiness problem. Carlos is using
A. instrumentality.
B. negative reinforcement.
C. punishment.
D. intrinsic motivation.
E. positive reinforcement.
answer
B
question
Your boss requires you to give up your company car since you have missed your sales goals for three consecutive quarters. She is using
A. positive reinforcement.
B. negative reinforcement.
C. extinction.
D. intrinsic motivation.
E. punishment.
answer
E
question
The withholding or withdrawal of positive rewards for a particular behavior, so that the behavior is less likely to occur in the future, is called
A. extinction.
B. intrinsic motivation.
C. punishment.
D. instrumentality.
E. negative reinforcement.
answer
A
question
It has been seven quarters since any employee has received a bonus at R & G Mills, so now the possibility of getting one does not seems to be motivating the workers any longer. In this case, management has inadvertently applied
A. expectancy.
B. negative reinforcement.
C. extinction.
D. intrinsic motivation.
E. punishment.
answer
C
question
In using reinforcement, a manager should
A. avoid using punishment.
B. reward both desired and undesired behavior.
C. give all subordinates the same rewards to insure fairness.
D. save rewards for weekly or monthly celebrations.
E. clearly communicate the desired behavior.
answer
E
question
When using punishment, a manager should
A. ignore undesirable behaviors.
B. save reprimands until the end of the workday, or preferably before a weekend.
C. do it in conjunction with positive reinforcement.
D. make sure that other employees witness the punishment.
E. punish even minor infractions, so as to appear consistent.
answer
C
question
Which of the following is not an advisable criterion for an effective incentive plan?
A. The rewards are believable.
B. The rewards are linked to performance.
C. The rewards satisfy individual needs.
D. The rewards require special performance, and are thus rarely obtained.
E. The rewards are agreed on by the manager and employees.
answer
D
question
A sales commission is an example of a ______ compensation plan.
A. pay for knowledge
B. profit sharing
C. pay for performance
D. gainsharing
E. Scanlon
answer
C
question
Valerie has a summer job hand-dying shirts that will be sold on the boardwalk. She is paid $3.50 per shirt. This is an example of a ______ compensation plan.
A. pay for performance
B. pay for knowledge
C. bonus
D. profit sharing
E. gainsharing
answer
A
question
Clarke's employer passes out checks at the end of each quarter, representing an equitable portion of 5% of the company's pretax profits for the previous period. This is known as
A. pay for performance.
B. pay for knowledge.
C. a bonus.
D. profit sharing.
E. gainsharing.
answer
D
question
A Scanlon plan is a type of ______ compensation plan.
A. pay for knowledge
B. gainsharing
C. benchmarking
D. pay for performance
E. profit sharing
answer
B
question
Tracy's department at Cranston College was nearly $8,000 under budget last year due to a variety of cost-cutting measures. This year, 50% of the savings were returned to the department to spend as desired, as a form of
A. pay for performance.
B. pay for knowledge.
C. bonus.
D. profit sharing.
E. gainsharing.
answer
E
question
Danielle teaches 4th grade at a local elementary school. She significantly increased her salary by earning a Master's degree in education. This is an example of
A. pay for performance.
B. pay for knowledge.
C. a bonus.
D. profit sharing.
E. gainsharing.
answer
B
question
Which of the following is NOT a practice used to create a flexible workplace?
A. Job sharing
B. Telecommuting
C. Gainsharing
D. Part-time work
E. Compressed workweeks
answer
C
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