Deck 9: Motivation

Question 1

Punishment involves removing a negative consequence when dysfunctional behaviors occur.

Answer 1

False
Explanation: Punishment involves administering an undesired or negative consequence when dysfunctional behavior occurs. Punishments used by organizations range from verbal reprimands to pay cuts, temporary suspensions, demotions, and firings.

Question 2

How hard an employee works on the job is referred to as ________.

A) value
B) effort
C) affiliation
D) valence

Answer 2

B
Explanation: "Effort" refers to how hard people work. Example: the employees at SAS exert high levels of effort to provide superior software solutions for business customers.

Question 3

In Herzberg's theory, needs that are related to the physical and psychological context in which the work is performed are known as motivator needs.

Answer 3

False
Explanation: In Herzberg's theory, needs that are related to the physical and psychological context in which the work is performed are known as hygiene needs.

Question 4

A compensation plan of an organization that bases pay on performance levels is called a merit pay plan.

Question 5

An employee's perception about the extent to which his or her effort will result in a given level of performance is called expectancy.

Question 6

Learning theory focuses on the linkage between performance and outcomes in the motivation equation.

Question 7

According to equity theory, when an employee perceives that his or her own outcome-input ratio is greater than that of a referent, underpayment inequity has occurred.

Question 8

Leo Motors bases a worker's pay on the number of units of output of the worker. This is called a piece-rate pay program.

Question 9

When people experience overpayment inequity, equity can be restored by perceiving the referent's inputs to be lower or the referent's outcomes to be higher than one originally thought.

Question 10

Behavior that is performed in order to acquire either a material or a social reward is called intrinsically motivated behavior.

Question 11

The degree to which an employee keeps trying, when faced with obstacles, to accomplish a goal is referred to as ________.

A) assertiveness
B) persistence
C) conscientiousness
D) effort

Question 12

Acor Explosives bases sales representatives' pay on the percentage of sales dollars they generate. They are using a commission pay program.

Question 13

According to Maslow's motivation theory, the lowest level of unmet needs in the needs hierarchy is the prime motivator of a worker's behavior.

Question 14

The extent to which a person has a strong desire to control or influence others is called the need for achievement.

Question 15

Behavior that is performed by an employee "for its own sake" is referred to as ________.

A) extrinsically motivated behavior
B) an external locus of causality
C) intrinsically motivated behavior
D) equity behavior

Question 16

Ron is exceptional in mathematics. He does not treat it as just a subject; rather, he loves solving complicated problems related to mathematics. Ron's behavior is explained by ________.

A) intrinsically motivated behavior
B) an external locus of control
C) an internal locus of control
D) prosocially motivated behavior

Question 17

"Attitude" refers to how hard an employee works for an organization.

Question 18

According to operant conditioning theory, people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

Question 19

The term ________ refers to the psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.

A) efficiency
B) individuality
C) motivation
D) personality

Question 20

"Effort" refers to whether an employee keeps trying or gives up, when faced with obstacles in an organization.

Question 21

The idea that motivation is high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes is explained by the ________ theory.

A) expectancy
B) valence
C) hierarchy of needs
D) motivator-hygiene

Question 22

William, a manager at Space Solutions, Ltd., makes sure the outcomes that are offered to subordinates for their good performance are rewards that they will value. William is working on ________.

A) valence
B) instrumentality
C) expectancy
D) self-actualization

Question 23

Behavior that is performed by an employee to acquire a material reward, to acquire a social reward, or to avoid punishment is referred to as ________ behavior.

A) extrinsically motivated
B) equitable
C) vicarious
D) intrinsically motivated

Question 24

The perception of workers of the fairness of their work outcomes relative to their work inputs is the focus of ________ theory.

A) equity
B) valence
C) instrumentality
D) needs hierarchy

Question 25

A worker in an automobile assembly line who chooses his/her work because of the job security it entails is said to be ________.

A) intrinsically motivated
B) experiencing overpayment inequity
C) experiencing underpayment inequity
D) extrinsically motivated

Question 26

Don is intrinsically motivated, so he is motivated by ________.

A) praise
B) job security
C) responsibility
D) vacation time

Question 27

Sue is extrinsically motivated. With George, her boss, knowing this, he would ________.

A) give Sue interesting work
B) give Sue tasks that provide her a feeling of accomplishment
C) praise Sue
D) give Sue more autonomy

Question 28

Dan, a car salesperson, chose his profession because of the attractive sales commission he would receive on each car sale. This is an example of ________.

A) extrinsic motivation
B) experiencing an external locus of control
C) experiencing underpayment inequity
D) intrinsic motivation

Question 29

When managers provide employees with highly valent outcomes, it is likely to result in ________.

A) low level of motivation
B) low expectancy
C) reduced turnover
D) less belongingness

Question 30

The desirability to an employee of each of the outcomes available from the employee's job or organization is known as ________.

A) instrumentality
B) expectancy
C) valence
D) equity

Question 31

According to expectancy theory, high motivation will occur when ________.

A) expectancy is low and valence is high
B) instrumentality is low and expectancy is high
C) expectancy, instrumentality, and valence are high
D) both expectancy and valence are low

Question 32

Professor David offers his students $10 if they can run around the classroom building in two minutes. Michael, his student, believes that even if he does this, Professor David would not really give him the money. Michael's lack of motivation can be explained by ________.

A) instrumentality
B) underpayment inequity
C) valence
D) directive leadership

Question 33

Don, an accountant, has had many inputs related to his position as an accountant over the years. One of his inputs is ________.

A) praise from his boss
B) job security
C) education
D) vacation time

Question 34

The justice, impartiality, and fairness to which all organizational members are entitled are ________.

A) valence
B) expectancy
C) equity
D) instrumentality

Question 35

An employee's perception of the extent to which performance at a given level will result in outcomes the employee desires is known as ________.

A) instrumentality
B) inequity
C) valence
D) expectancy

Question 36

A computer programmer who does his or her job well because he or she enjoys solving complicated computer problems is said to be ________.

A) extrinsically motivated
B) negatively reinforced
C) experiencing extinction
D) intrinsically motivated

Question 37

According to expectancy theory, when people perceive that high performance leads to the receipt of certain outcomes, the concept of ________ is high.

A) valence
B) instrumentality
C) expectancy
D) self-actualization

Question 38

Barbara is the dean of the College of Business. She enjoys the pace of her work and the feeling of accomplishment she gets when she is able to initiate a new program to help students. The salary she receives is attractive and allows her to travel abroad on her vacations. Barbara ________.

A) is intrinsically motivated
B) is extrinsically motivated
C) is both intrinsically and extrinsically motivated
D) has a high need for power and achievement

Question 39

An example of an employee's input with an organization is ________.

A) experience
B) feeling of accomplishment
C) vacation time
D) pleasure of performing interesting work

Question 40

An employee's perception of the extent to which his or her effort will result in a given level of his or her performance is known as ________.

A) valence
B) expectancy
C) instrumentality
D) equity

Question 41

Jane, an employee at Paulson, has been promoted recently due to the huge success of two projects she had delivered that generated more revenue and further projects for PP Tech. She is highly motivated by the promotion and perceives ________ justice of the firm to be high.

A) individual
B) distributive
C) informational
D) interpersonal

Question 42

People experiencing underpayment inequity are most likely to ________.

A) raise their perceptions of their own inputs
B) lower their perceptions of others' outcomes
C) work harder
D) be absent

Question 43

A strong desire to perform challenging tasks well and to meet personal standards for excellence is called the need for ________.

A) stability
B) power
C) affiliation
D) achievement

Question 44

In Herzberg's motivator-hygiene theory, needs that are related to the nature of the work itself and the degree of challenge contained in the work are known as ________ needs.

A) motivator
B) expectancy
C) instrumentality
D) hygiene

Question 45

An employer can attempt to meet the employees' safety needs by providing ________.

A) adequate pay
B) company social events
C) promotions
D) medical benefits

Question 46

Thomas, an engineer, gets paid more than his colleague, Chris. Thomas has more years on the job than Chris and works more hours. Thomas thinks he and Chris are paid fairly, but Chris thinks that he should be paid the same as Thomas because his degree is from a better university and he is more creative. Thomas is experiencing ________ and Chris is experiencing ________.

A) overpayment inequity; underpayment inequity
B) underpayment inequity; overpayment inequity
C) equity; underpayment inequity
D) equity; overpayment inequity

Question 47

According to Maslow's hierarchy of needs theory, which of the following is the highest level of needs of workers?

A) Physiological
B) Safety
C) Self-actualization
D) Esteem

Question 48

Which of the following motivators is the most basic need in Maslow's hierarchy of needs?

A) Safety
B) Belongingness
C) Physiological
D) Esteem

Question 49

Elizabeth perceives that her outcome-input ratio is less than that of her coworker. This is known as ________.

A) explicit bias
B) underpayment inequity
C) the valence effect
D) positive reinforcement

Question 50

When managers of an organization treat their subordinates with dignity and respect and are polite and courteous, the interpersonal justice is ________ and motivation is ________.

A) low; low
B) low; high
C) high; low
D) high; high

Question 51

An outcome which satisfies motivator needs is ________.

A) pay
B) responsibility
C) job security
D) good relationships with coworkers

Question 52

Which of the following outcomes satisfies hygiene needs?

A) Interesting work
B) Responsibility
C) Pay
D) A sense of accomplishment

Question 53

By granting promotions and recognizing accomplishments of an employee, a manager can satisfy the ________ need of the employee at work.

A) self-actualization
B) belongingness
C) safety
D) esteem

Question 54

People experiencing overpayment inequity are most likely to ________.

A) raise their perceptions of their own inputs
B) ask for a raise
C) work slower
D) be absent more

Question 55

The pay and promotion of Henry, an employee of Azla Communications, are based on the performance appraisal by his manager. Henry feels the method of using the performance appraisal for the distribution of these outcomes is unfair. He perceives low ________ justice and is not motivated.

A) informational
B) interpersonal
C) procedural
D) collective

Question 56

The theory that distinguishes needs related to the work itself from those related to the context of the work is ________.

A) Maslow's hierarchy theory
B) inequity theory
C) Herzberg's motivator-hygiene theory
D) McClelland's needs theory

Question 57

In general, motivation of employees in an organization is high with ________ interpersonal justice and ________ informational justice.

A) low; high
B) high; high
C) high; low
D) low; low

Question 58

Jennifer perceives that though she works harder than her coworker Kelly, she is paid the same. This is an example of ________.

A) the valence effect
B) extinction
C) negative reinforcement
D) underpayment inequity

Question 59

Ethan, a middle manager, schedules tasks and allows his employees to utilize their skills and special abilities to the maximum possible extent. According to Maslow's hierarchy of needs, Ethan is trying to help his employees satisfy their ________ needs at work.

A) esteem
B) self-actualization
C) safety
D) belongingness

Question 60

In Herzberg's motivation theory, needs that are related to the physical and psychological context in which the work is performed are known as ________.

A) motivator needs
B) hygiene needs
C) valence needs
D) expectancy needs

Question 61

Paul sets a goal of completing the design for a new display box for a major customer by the end of the week. He decides to reward himself by playing golf over the weekend if he is able to complete the project on time. This is an example of ________.

A) self-efficacy
B) self-reinforcement
C) contingent reinforcement
D) vicarious learning

Question 62

Joey requested feedback from Michael, his manager, on his performance. Michael is delighted by Joey's attitude. In this context, Joey could be rated high on the need for ________.

A) affiliation
B) power
C) recognition
D) achievement

Question 63

The theory that describes how outcomes such as pay should be distributed in proportion to inputs is ________ theory.

A) expectancy
B) need
C) goal-setting
D) equity

Question 64

It is especially important that upper-level managers have a need for ________.

A) affiliation
B) power
C) consciousness
D) achievement

Question 65

A relatively permanent change in a person's knowledge or behavior that results from practice or experience is known as ________.

A) individuality
B) adaptation
C) self-efficacy
D) learning

Question 66

According to goal-setting theory, to stimulate high motivation and performance, goals must be ________.

A) specific and easy
B) general and easy
C) specific and difficult
D) general and difficult

Question 67

John, a manager, strongly believes that rewarding an employee can cause motivation and at the same time, the employee's thoughts and beliefs about the work and the organization also influence the employee's learning and motivation. Which learning theory supports John's understanding of motivation?

A) Cognitive
B) Social
C) Emotional
D) Constructive

Question 68

A subordinate changes his behavior from a dysfunctional to a functional one and his manager then removes an undesired outcome. This is known as ________.

A) positive reinforcement
B) extinction
C) negative reinforcement
D) inequity

Question 69

Anything that an employee can give to himself or herself as a reward for "good" performance on the job is known as a(n) ________.

A) external stimulus
B) negative reinforcer
C) self-reinforcer
D) self-operant

Question 70

A compensation plan that bases pay of an employee on his or her performance is called a(n) ________ plan.

A) customized pay
B) economic
C) distributive
D) merit pay

Question 71

Establishing and maintaining good interpersonal relations and being liked are characteristics of individuals who can be rated high on the need for ________.

A) affiliation
B) power
C) consciousness
D) achievement

Question 72

James, a production manager at a growing company, has mastered the processes and procedures of overall management of the ongoing production operations by walking around and watching other managers as they work. This is an example of ________.

A) negative reinforcement
B) contingent learning
C) equity learning
D) vicarious learning

Question 73

Austin was often late to work, despite his manager, Ben, warning him against it several times. As a last resort, Ben reduced Austin's salary in proportion to the hours he missed at work by being late. It turned out to be the right thing to do, as Austin was never late to work after the incident. This scenario is explained by ________.

A) instrumentality
B) valence
C) positive reinforcement
D) negative reinforcement

Question 74

A manager removes a positive reinforcement in order to change the behavior of a subordinate. This is called ________.

A) extinction
B) positive reinforcement
C) negative reinforcement
D) instrumentality

Question 75

Maria, a middle manager, enjoys talking over work situations with Daniel, her subordinate, who is a first-line supervisor. However, she notices that Daniel frequently brings problems to her that he expects her to solve, rather than solving them himself. Since Daniel has been a supervisor for a significant length of time, he should be more independent in his actions. She stops acting interested in the problems Daniel brings to her and makes her responses brief. Maria is practicing ________.

A) positive reinforcement
B) negative reinforcement
C) punishment
D) extinction

Question 76

Specific, difficult goals may be detrimental for ________.

A) learning tasks involving minimal effort
B) work that is very creative and uncertain
C) performing routine tasks
D) jobs requiring a significant amount of time

Question 77

A subordinate performs a dysfunctional behavior, and her manager administers an undesired consequence to the subordinate. This is known as ________.

A) extinction
B) punishment
C) counteractive control
D) equity

Question 78

An employee controls his or her own behavior without the need for outside control of that behavior by a manager. This is an example of ________.

A) vicarious learning
B) self-efficacy
C) self-reinforcement
D) observational learning

Question 79

An individual's belief about his or her ability to perform a behavior successfully is called ________.

A) internal stimulus
B) self-appreciation
C) self-efficacy
D) locus of control

Question 80

Observational learning is also known as ________.

A) self-efficacy
B) operant learning
C) vicarious learning
D) equity learning