Deck 18: Motivation

Question 1

Which of the following statements about the goal-setting theory is true?

A) Tight deadlines for goal completion lead to a more rapid work pace.
B) Difficult goals often tend to direct attention toward goal-irrelevant activities.
C) Difficult goals generally lead to lesser effort,persistency,and focus.
D) Easily achievable goals are the significant motivators of performance.

Answer 1

A

Question 2

_____ refers to the desire,stimulus,or incentive to pursue a particular course of action.

A) Participation
B) Influence
C) Motivation
D) Reinforcement

Answer 2

C

Question 3

Which of the following is an extrinsic reward?

A) Autonomy
B) Challenging task
C) Self-direction
D) Job security

Answer 3

D

Question 4

Which of the following statements about extrinsic and intrinsic rewards is true?

A) Intrinsic rewards are specific,tangible,and easy to compare.
B) Extrinsic rewards include interesting and challenging work.
C) Intrinsic rewards generally provide personal satisfaction.
D) Extrinsic rewards are based on individuals' conception of their worth.

Question 5

Which of the following theories focuses on the process of using rewards or punishments to induce behaviors?

A) Equity theory
B) Reinforcement theory
C) Acquired needs theory
D) Expectancy theory

Question 6

The _____ theory,proposed by Abraham Maslow,states that individuals have multiple needs that must be fulfilled in a specific order to ensure the greatest level of satisfaction.

A) acquired needs
B) hierarchy of needs
C) four-drive
D) two-factor

Question 7

The management in an organization wanted to reduce employee turnover by increasing their job satisfaction.Therefore,they provided employees with a safe work environment and a sense of job security.However,the turnover rate did not decrease even after implementing these changes.During exit interviews,the employees complained that they do not have any opportunities for achievement and personal recognition.From this scenario,according to Herzberg's theory,it can be understood that:

A) hygiene factors are lacking in the organization.
B) the organization falls short of motivators.
C) all employees are self-actualized individuals.
D) the employees' higher-order needs are met.

Question 8

Which of the following theories is a variant on Maslow's hierarchy theory that involves three instead of five levels?

A) Expectancy theory
B) Alderfer's ERG theory
C) Goal-setting theory
D) McClelland's acquired needs theory

Question 9

To fulfill employees' drive to defend,managers should:

A) provide competitive salary and benefits.
B) value collaboration and teamwork.
C) increase transparency of all processes.
D) design jobs that have distinct roles in the organization.

Question 10

The study of the incentives and needs that motivate people to perform in a certain way are called _____ theories of motivation.

A) content
B) path-goal
C) reinforcement
D) process

Question 11

Maria and Jose have worked together in the same office in the same position for quite some time.They have similar educational backgrounds and have been in the job for about the same period of time.Maria works extremely hard and often notices that Jose is taking long breaks and not putting in the same effort as she is.Thus,when she learns that Jose is paid $8000,more than what she earns,she gets very upset and decides to reduce her effort and take long breaks as well.Which of the following theories explains this behavior?

A) Expectancy theory
B) Equity theory
C) ERG theory
D) Goal-setting theory

Question 12

Theories that explain why people behave in ways to satisfy their needs and how they evaluate their overall level of satisfaction after they have attempted to fulfill their needs are called _____ theories of motivation.

A) social identity
B) content
C) reinforcement
D) process

Question 13

According to Herzberg's two-factor theory,hygiene factors:

A) correspond to Maslow's hierarchical needs for esteem and self-actualization.
B) are the higher-order needs that motivate people to perform better in their work.
C) are potential dissatisfiers that,when fulfilled,do not cause people to become satisfied.
D) are the direct consequences of doing the job and are the primary cause of satisfaction.

Question 14

Adam,a team lead,while assessing the performance of his team members,came to know that their performance is deteriorating day-by-day.In order to motivate them,Adam adopted the four-drive theory of motivation and differentiated good performers from average and poor performers.Moreover,he designed the reward system such that it was tied clearly to performance.From this scenario,it can be inferred that Adam tried to fulfill the employees' drive to:

A) acquire.
B) bond.
C) comprehend.
D) defend.

Question 15

Which of the following in an intrinsic reward?

A) Recognition
B) Interesting task
C) Employee benefits
D) Incentives

Question 16

Which of the following is one of the three needs of McClelland's acquired needs theory?

A) Need for motivation
B) Need for challenge
C) Need for power
D) Need for safety

Question 17

Which of the following statements about Maslow's hierarchy of needs theory is true?

A) Job security and fringe benefits are considered belongingness needs in organizations.
B) Most people can easily arrive at the level of self-actualization.
C) Lower-order needs must be satisfied before higher-order needs can be addressed.
D) The second level in Maslow's hierarchy encompasses physiological needs.

Question 18

Of the three variables of expectancy theory,valence includes:

A) the evaluation of whether the available outcomes are attractive to the employee.
B) the evaluation of whether putting in effort will lead to commensurate performance.
C) the evaluation of whether poor effort will lead to limited performance and rewards.
D) the evaluation of whether successful performance will lead to a desired reward.

Question 19

The acronym ERG in Alderfer's theory of motivation refers to:

A) existence,relatedness,and growth.
B) empowerment,reliance,and greatness.
C) engagement,responsibility,and governance.
D) employment,recognition,and gain.

Question 20

Edwin,a top manager in a bureaucratic organization,often engages in persuading employees while making decisions and focuses more on his team and provides extra coaching to employees.He also maintains a good reputation both inside and outside the organization.Based on McClelland's acquired needs theory,it can be inferred that Edwin is an example of _____.

A) a socialized power-oriented manager
B) an affiliation oriented manager
C) an achievement oriented manager
D) a relations-oriented manager

Question 21

Describe the features of reinforcement theory.

Question 22

Extinction is the idea that a behavior stops because it has ceased to be rewarded or punished.

Question 23

Which of the following statements about the reinforcement theory is true?

A) Negative reinforcements tend to decrease certain behaviors.
B) Successful organizations generally build employee engagement by focusing on punishment.
C) Ceasing to reward the behavior that was previously rewarded causes extinction.
D) Positive reinforcement involves removing an aversive condition in response to a desired behavior.

Question 24

According to Herzberg,fulfilling potential dissatisfiers causes people to become less dissatisfied.

Question 25

According to Maslow,the two higher-order needs include the physiological and belongingness needs.

Question 26

Goal-setting theory states that the mere setting of difficult but achievable goals is a significant motivator of performance.

Question 27

According to Douglas McGregor,managers who conform to Theory X:

A) believe that employees are not slackers,but are motivated to do their best and to work to their potential.
B) are more inclined to focus on participatory rather than command-and-control styles of leadership.
C) seek consensus and try to create an open atmosphere where employees are free to experiment and innovate.
D) tend to believe that employees are principally motivated by extrinsic rewards,especially compensation.

Question 28

Which of the following is a characteristic of an organization's climate with high employee engagement?

A) Negative reinforcement
B) Training and development
C) High power distance
D) Centralized decision making

Question 29

Identify the characteristics of managers who conform to Douglas McGregor's Theory Y.

Question 30

Equity theory assumes that individuals know what effort and skills are required to receive a certain reward threshold from their employer.

Question 31

Differentiate extrinsic and intrinsic rewards of motivation.Give examples.

Question 32

According to Douglas McGregor,managers who conform to Theory X tend to use a blend of extrinsic and intrinsic rewards to motivate employees.

Question 33

Individuals who are motivated by personalized power like to make an impact on and influence others.

Question 34

Which of the following statements best describes the theory of operant conditioning?

A) Both positive and negative reinforcement increase behavior while punishment and extinction decrease behavior
B) People will compare their circumstances with those of similar others and that this behavior motivates them to seek fairness in the way they are rewarded for performance
C) Individuals have multiple needs that must be fulfilled in a specific hierarchical order to ensure the greatest level of satisfaction
D) Employees expect that high effort should lead to good performance and that good performance,in turn,should lead to reward

Question 35

Unlike Maslow,Alderfer believed that individuals could pursue multiple needs at once.

Question 36

Outline the content theories of motivation.

Question 37

In contrast to intrinsic motivation,extrinsic motivation is derived from aspects of "doing the job."

Question 38

Performance to outcome expectancy includes the evaluation of whether putting in effort will lead to commensurate performance.

Question 39

Discuss the process theories of motivation.

Question 40

According to Douglas McGregor,managers who conform to Theory Y:

A) use fear,intimidation,and threats of punishment to drive motivation.
B) focus on participatory rather than command-and-control styles of leadership.
C) tend to believe that employees are principally motivated by extrinsic rewards.
D) believe that employees inherently dislike work and need to be constantly monitored.