Deck 14: Motivating the Employee

Question 1

feedback is even more punishing than is punishment.

Answer 1

An absence of

Question 2

Examples of _ theories are vigor and persistence in the pursuit of goals, self- confidence, ability to influence others, and the ability to tolerate frustration.

Answer 2

trait

Question 3

In which type of interview is the objective to communicate the manager's evaluation of the employee and persuade the employee to improve?

A) Tell- and- listen
B) Analytical
C) Tell- and- sell
D) Convey- and- progress
E) Problem solving

Answer 3

C

Question 4

Three of the four types of consequences to a particular behavior are ,
, and .

Question 5

Which of the following is NOT indicated by the definition of management by objectives?

A) The objectives are for a specified period of time, usually one year.
B) The subordinate prepares a plan of action that is reviewed by the manager.
C) Objectives should be specific and measurable.
D) Manager and subordinate agree on company and personal objectives for the subordinate.
E) None of the above.

Question 6

Which of the following is NOT a way to reduce perceived inequity?

A) Seek more rewards for their effort
B) Reduce what they put into the job
C) Leave or be absent from a job
D) Prioritize needs and act in an attempt to satisfy
E) Change the basis of comparison

Question 7

The three development dimensions are , , and .

Question 8

management is where there is an average level of concern for both people and production; there is a balance between getting out the work and keeping morale at a satisfactory level.

A) Impoverished
B) Organization
C) Authority- obedience
D) Team
E) Country club

Question 9

Explain the Expectancy theory in relation to Maslow's hierarchy of needs.

Question 10

Self actualization is:

A) the need to meet one's potential.
B) the need for praise and attention.
C) the need for protection.
D) none of the above.
E) all of the above.

Question 11

oriented and oriented are the two accepted dimensions of leadership.

Question 12

Organizational climate is:

A) how well the team works together.
B) how each employee is treated.
C) the way in which the company's goals are organized.
D) how the employees feel about the work environment.
E) how it "feels" to work there.

Question 13

Praising an employee after he/she handles a customer complaint well is an example of the
theory.

Question 14

reinforcement involves getting feedback on a set schedule in terms of time or number of actions; whereas reinforcement is given on an irregular basis.

Question 15

Having a specific goal performance, and having a difficult (but attainable) goal results in performance.

A) increases; higher
B) increases; lower
C) decreases; higher
D) increases; equal
E) decreases; lower

Question 16

List seven of the twenty measurable behaviors that will, under specific conditions, produce effective leadership.

Question 17

According to the performance dimensions, compare the ways in which a restaurant concerned with customer service and a restaurant concerned with cost control would have employees handle a customer complaining about how their steak was cooked.

Question 18

Which theorist saw motivation as a function of the need for affiliation, the need for power, and the need for achievement?

A) Murray
B) Abraham
C) Maslow
D) McCelland
E) Alderfer

Question 19

What type of leader is most effective when they have power by virtue of their position, good relations with the group, and a job to be done that is well structured?

A) Group- oriented
B) Self- oriented
C) Relationship- oriented
D) Outcome- oriented
E) Task- oriented

Question 20

According to the second development dimension, what is the outcome when a manager concentrates only on the employees who are not performing up to standard?

A) The performing employees will continue to improve their performance.
B) Those employees will begin performing up to standard.
C) The good employees will start performing negatively.
D) The employees who are underperforming will ignore the feedback.
E) None of the above.

Question 21

Explain the Situational (Contingency) theories. Be sure to include which three things makes up a leadership situation.

Question 22

In a climate in which employees are rewarded for good work and given negative feedback for bad, the threats and criticism outweigh the rewards and recognition.

Question 23

assumes that employees want jobs that are interesting, challenging, and provide opportunities for accomplishment.

Question 24

How did Murray explain employee performance?

Question 25

According to Herzberg, the key to motivating employees is to enrich jobs to provide employees with work that is interesting and meaningful.

Question 26

The first performance dimension, clarity, refers to how employees feel about the overall goals of the operation.

Question 27

Positive reinforcement is generally accepted as the most powerful consequence in shaping future behavior.

Question 28

Explain the BARS program.

Question 29

Leaders must be able to adapt their behavior and leadership styles according to the situation; there 's no one style of leadership that will be effective in every situation.

Question 30

The Expectancy theory considers that both people look at what they put into the job relative to what they get out of the job.

Question 31

Explain the difference between the three performance dimensions and the three development dimensions.

Question 32

Content theories are concerned with what causes behavior.

Question 33

The three categories Alderfer proposed are , , and
.

Question 34

Explain Maslow's hierarchy of needs.

Question 35

Within Maslow's hierarchy of needs, some see _ as a necessity to satisfy basic needs, where as others consider it a status symbol.

Question 36

Job enrichment adds more tasks, expectations, and responsibilities to the job.

Question 37

Management by objectives is most effective in situations in which there are problems with clarity, commitment, and/or standards.

Question 38

Most organizations are led, not managed; effective managers are becoming increasingly more and more desired.