Deck 7: Motivating Behavior

Question 1

Alderfer's existence needs parallel Maslow's social and esteem needs.

Answer 1

False

Question 2

Doing a variety of tasks and getting feedback on your performance are job characteristics that many people find motivational.

Answer 2

True

Question 3

Although hygiene factors such as pay,status,and working conditions produce an acceptable working environment,they do not increase satisfaction.

Answer 3

True

Question 4

The American culture is less individualistic and egocentric than most other cultures.

Question 5

Technology can help monitor employees' productivity and empower employees to make their own decisions such that motivation is no longer necessary.

Question 6

Frederick Herzberg theorized in his Two-Factor Theory that pay and supervisory style strongly impact worker satisfaction.

Question 7

There is a lot of empirical evidence to support Maslow's Hierarchy of Needs.

Question 8

Theory X managers use coercion and threats to motivate employees to achieve the firm's goals.

Question 9

Some motivation principles,like treating people with respect,apply equally well around the world.

Question 10

Highly motivated employees are less likely to take necessary safety precautions.

Question 11

Herzberg's motivators correspond to Maslow's higher-level needs of esteem and self-actualization and Alderfer's growth needs.

Question 12

There is no one best way to motivate employees-flexibility in applying motivational tools is essential to managerial performance.

Question 13

Most of the motivation theories practiced today were developed in the U.S.and focus on Americans,or have been strongly influenced by U.S.-based theories.

Question 14

A job requiring high quality work will not be as motivating to someone who lacks attention to detail as it will to a conscientious,detail-oriented person.

Question 15

Theory Y managers assume that most workers have little ambition,and believe that employees dislike work and will attempt to avoid it whenever possible.

Question 16

Essentially,The Two-Factor Theory draws upon the idea that motivation can be broken down into two distinct needs: the need to avoid unpleasantness and discomfort (addressed by hygiene factors)and the need for personal development (addressed by motivators).

Question 17

People high in need for achievement prefer tasks of moderate difficulty,enjoy pursuing attainable goals,and like to be recognized.

Question 18

People with a low affiliation need tend to be friendly and like to socialize with others.

Question 19

Higher employee motivation can also lead to faster and better quality work.

Question 20

High performance requires both ability and motivation.

Question 21

The core of reinforcement theory is that behavior that is followed by negative consequences is likely to be repeated.

Question 22

For reinforcement to work,we must associate the reward with the behavior.

Question 23

For goal setting to work people must be committed to the goal and have feedback about their progress toward their goal.

Question 24

Punishment is generally more effective than the other methods of behavior modification.

Question 25

In a fixed-interval reinforcement schedule,the desired behavior is reinforced after a specified number of correct responses.

Question 26

Empowerment is consistent with Theory Y.

Question 27

Some of the most powerful rewards are symbolic; things that cost very little but mean a lot to
the people who get them.

Question 28

Because it involves a horizontal rather than vertical expansion of job responsibilities,job rotation is a type of job enlargement rather than job enrichment.

Question 29

If you don't expect any promotion opportunities to be available for a long time,or if you feel that several coworkers are next in line for the job you want,your instrumentality will be high.

Question 30

Employees should not wonder why some people get bonuses or get promoted and others do not-the requirements,procedures,and decision making processes should be clear and understood and decisions thoroughly explained.

Question 31

Performance is enhanced when goals are both difficult (challenging but attainable)and specific (a number rather than a range); for example,selling $1,000 worth of clothing in a shift or assembling 15 parts per hour rather than "do your best"

Question 32

Enhancing trust and teamwork reduces the pressure for unethical behavior and better equips employees to manage the pressure.

Question 33

Self-efficacy perceptions cannot be changed.

Question 34

Goals work better on complex and novel tasks rather than simpler and well-learned tasks.

Question 35

Incentives almost always decrease unethical behavior.

Question 36

A high expectancy of success can sometimes reduce motivation.

Question 37

Company policies and procedures usually govern the use of punishment.

Question 38

A continuous reinforcement schedule is one in which the desired behavior is reinforced each time that it occurs.

Question 39

Hackman and Oldham's job characteristics model focuses on creating a good match between a person and a job.

Question 40

Individuals who have goals-and are not on course to meet them-are more likely to act unethically than people who are trying to do their best.

Question 41

How might a manager best address the concept of self-actualization?

A) provide adequate pay and work breaks
B) ensure safe working conditions and job security
C) show workers appreciation and respect
D) assign challenging tasks and empower workers

Question 42

Spot awards are inconsistent with reinforcement theory.

Question 43

How might a manager best address the concept of self-esteem?

A) provide adequate pay and work breaks
B) ensure safe working conditions and job security
C) show workers appreciation and respect
D) assign challenging tasks and empower workers

Question 44

Fixed-interval schedules produce high performance near the end of the interval,but lower performance immediately after the reinforcement occurs.

Question 45

Recognition and non-monetary rewards are typically inexpensive,but can be effective motivators.

Question 46

Maslow helped to increase managers' awareness of the motivating potential of giving employees ____________.

A) greater responsibility
B) challenge
C) continuous development
D) all of these

Question 47

Fixed-ratio schedules produce a high,consistent rate of responding with desired behaviors but with fast extinction when the reinforcement stops.

Question 48

Who identified Theory X and Theory Y?

A) Abraham Maslow
B) Clay Alderfer
C) Douglas McGregor
D) Frederick Herzberg

Question 49

Technology is often used to enhance these positive reinforcement programs.

Question 50

What influences motivation?

A) the person
B) the job
C) the work environment
D) all of these

Question 51

With variable-interval schedules,the behavior of the individual does not influence the availability of reinforcement so it has a minimal effect on motivation.

Question 52

Whose theory is the Hierarchy of Needs?

A) Abraham Maslow
B) Clay Alderfer
C) Douglas McGregor
D) Frederick Herzberg

Question 53

Winning jackpots on a slot machine is an example of a fixed-interval schedule of reinforcement.

Question 54

Receiving weekly paychecks is an example of a variable-ratio schedule of reinforcement.

Question 55

People have different abilities,needs,personalities,values,and self-concepts.In psychology,this concept is known as ___________.

A) racial diversity
B) the law of individual differences
C) chaos
D) hierarchy

Question 56

How might and manager best address the concept of physiological needs?

A) provide adequate pay and work breaks
B) ensure safe working conditions and job security
C) show workers appreciation and respect
D) assign challenging tasks and empower workers

Question 57

What are job characteristics?

A) attributes that describe the nature of the worker doing the job
B) attributes that describe the nature of the work
C) both of these
D) neither of these

Question 58

_________ is the belief that most people dislike work and will try to avoid it whenever possible,and ________ is the belief that people can enjoy responsibility and work,and are able to make good decisions and exercise self-direction.

A) Theory X, Theory Y
B) Theory Y, Theory X
C) Theory A, Theory B
D) Theory B, Theory A

Question 59

The intensity of a person's desire to begin or continue engaging in the pursuit of a goal is called __________.

A) self-esteem
B) motivation
C) talent
D) self-efficacy

Question 60

Which of the following is/are part of the work environment?

A) rules
B) management practices
C) reward systems
D) all of these

Question 61

According to Hackman and Oldham,the degree to which the job gives the worker freedom,discretion,and independence in scheduling the work and determining how to do the work is called _______________.

A) task feedback
B) task significance
C) autonomy
D) task identity

Question 62

According to Herzberg,_____________ are things such as pay,status,and working conditions that produce an acceptable work environment and whose absence leads to dissatisfaction.

A) atmospheric factors
B) acceptability
C) hygiene factors
D) happiness factors

Question 63

According to Hackman and Oldham,the degree to which carrying out the job's required activities results in the individual's obtaining direct and clear information about the effectiveness of his or her performance is called ________________.

A) task feedback
B) task significance
C) skill feedback
D) annual evaluation

Question 64

Hygiene factors correspond to _______

A) Maslow's lower-level physiological, safety, and social needs
B) Alderfer's existence and relatedness needs
C) both of these
D) neither of these

Question 65

According to David McClelland,wanting to do something better or more efficiently to solve problems,or to master complex tasks is called a _________________.

A) need for affiliation
B) need for achievement
C) need for power
D) need for success

Question 66

Who developed the Two-Factor Theory?

A) Abraham Maslow
B) Clay Alderfer
C) Douglas McGregor
D) Frederick Herzberg

Question 67

Which of the following is NOT part of Hackman and Oldham's job characteristics model?

A) skill variety
B) task identity
C) task significance
D) skill feedback

Question 68

According to Herzberg,_________ are factors intrinsic to the job that can drive an employee to pursue excellence and whose presence increases satisfaction.

A) motivators
B) rewards
C) perks
D) fulfillments

Question 69

The most important contribution of Herzberg's Two-Factor theory of motivation is the idea that motivation comes from _____________________.

A) the intrinsic value and satisfaction the worker gets from the job itself
B) the conditions surrounding the job
C) the worker's self-esteem
D) the worker's intelligence

Question 70

Alderfer's relatedness needs parallel Maslow's _________ needs.

A) social and esteem
B) self-actualization
C) physiological
D) safety and security

Question 71

According to Hackman and Oldham,what is/are the result(s)of a good match between the needs of the person and the characteristics of the job?

A) experienced meaningfulness of work
B) experienced responsibility for work outcomes
C) knowledge of results of work activities
D) all of these

Question 72

___________ is an approach to job design that increases a job's complexity to give workers greater responsibility and opportunities to feel a sense of achievement.

A) Job enrichment
B) Job enlargement
C) Job rotation
D) Job promotion

Question 73

Who developed the Existence-Relatedness-Growth (ERG)Theory?

A) Abraham Maslow
B) Clay Alderfer
C) Douglas McGregor
D) Frederick Herzberg

Question 74

Which of the following is/are true about empowerment?

A) It enables employees to use more of their potential.
B) It requires managers to delegate responsibilities.
C) It requires managers to give up some decision-making authority.
D) all of these

Question 75

A shortage of the motivators that positively encourage employees will _____ satisfaction and cause employees to focus on hygiene factors,which will produce feelings of ____________ if they are missing.

A) higher, satisfaction
B) lower, satisfaction
C) higher, dissatisfaction
D) lower, dissatisfaction

Question 76

The degree to which an employee has the authority to make and implement at least some decisions is called _________________.

A) empowerment
B) success
C) achievement
D) dictatorship

Question 77

While Maslow proposed that a satisfied need becomes ____ important to an individual,Alderfer argued that relatedness or growth needs become ____ important when satisfied.

A) more, less
B) less, more
C) most, least
D) none of these

Question 78

According to David McClelland,wanting to control and influence others,or to be responsible for others,is called a ________________.

A) need for affiliation
B) need for achievement
C) need for power
D) need for importance

Question 79

According to Hackman and Oldham,the degree to which the job requires the worker to complete a whole and identifiable piece of work is called _______________.

A) task significance
B) task identity
C) task feedback
D) task validation

Question 80

According to David McClelland,wanting to establish and maintain friendly and warm relations with others is called a ______________.

A) need for affiliation
B) need for achievement
C) need for power
D) need for companionship