Deck 5: Foundations of Employee Motivation

Question 1

According to needs hierarchy theory, the need for self-actualization continues to develop even when it is fulfilled.

Answer 1

False

Question 2

Actively disengaged employees tend to be disruptive at work, not just disconnected

Answer 2

False

Question 3

Maslow's needs hierarchy theory states that people are motivated by only one need at a time.

Answer 3

False

Question 4

According to a recent major survey, employee engagement is the most important human resources issue among major Canadian organizations.

Question 5

Maslow's needs hierarchy theory incorporates only five basic categories.

Question 6

Maslow is credited for bringing a mechanistic perspective to the study of motivation

Question 7

Motivation is closely related to the concept of employee engagement.

Question 8

Needs hierarchy theory explains how people develop perceptions of fairness in the distribution and exchange of resources.

Question 9

Everyone has the same drives; they are hardwired in us through evolution.

Question 10

Needs are described as goal-directed forces that people experience

Question 11

Research indicates that employee engagement is associated with higher organizational citizenship.

Question 12

The definition of employee engagement is still in debate.

Question 13

In the context of motivation, drives are also called primary needs, fundamental needs, or innate needs.

Question 14

Drives are also called secondary needs because they come before motivation.

Question 15

Individual differences explain why needs can be "learned" to some extent.

Question 16

Abraham Maslow was the first to recognize that human thoughts play a role in motivation.

Question 17

The concept of employee engagement is related to motivation, but not role perception.

Question 18

Needs are defined as goal-oriented forces that people experience.

Question 19

Motivation is one of the four essential drivers of individual behaviour and performance.

Question 20

Drives are needs, and are essential parts of human psychology.

Question 21

Maslow's theory fails to account for the fact that people have different hierarchies

Question 22

Positive organizational behaviour focuses on teaching students the correct behaviours expected of them in modern work organizations.

Question 23

A person's hierarchy of needs is influenced by his or her values

Question 24

According to four-drive theory, social norms, past experience, and personal values translate emotional signals into goal-directed effort.

Question 25

In four-drive theory, the drive to bond does not produce any emotional markers

Question 26

Maslow's needs hierarchy theory failed to explain the dynamics of employee needs because they falsely assume that everyone fits into a single needs hierarchy.

Question 27

According to four-drive theory, three drives are proactive (i.e. we actively seek to fulfill them), whereas the drive to defend is reactive (activated only in reaction to threat).

Question 28

Two drives identified in four-drive theory are the drive to acquire and the drive to bond

Question 29

People with a high need for affiliation tend to be more effective in jobs that allocate scarce resources among employees.

Question 30

According to four-drive theory, organizations maximize motivation by focusing employees on opportunities to fulfill only one of the four drives.

Question 31

People with a high need for affiliation tend to be more effective in jobs that require them to mediate conflicts.

Question 32

David McClelland's research on need for achievement concluded that all needs are instinctive and fixed for life.

Question 33

Behaviour is intrinsically motivated when it is anchored in our innate drives for competence and autonomy.

Question 34

Intrinsic motivation occurs when people are motivated for instrumental reasons to receive something that is beyond their personal control.

Question 35

Successful entrepreneurs tend to have a high need for achievement.

Question 36

Extrinsic sources of motivation include performance bonuses, recognition awards, and frequent reminders from the boss about work deadlines.

Question 37

Four-drive theory states that people have a hierarchy of needs that they progress through as lower level needs are fulfilled.

Question 38

According to learned needs theory, companies should hire leaders with a strong need for personalized power.

Question 39

People with a high need for achievement tend to avoid risks and prefer working in teams.

Question 40

According to learned needs theory, people with a high personalized need for power enjoy power for its own sake and use it to advance their career rather than to benefit others.

Question 41

Expectancy theory is a useful model that explains motivation

Question 42

Expectancy theory of motivation states that people naturally direct their effort towards behaviours they believe are most likely to lead to desired outcomes.

Question 43

One way to increase an employee's E-to-P expectancy regarding a specific task is to increase the person's self-confidence through counselling and coaching.

Question 44

Four-drive theory recommends that organizations rely on financial rewards rather than non-financial rewards to motivate employees.

Question 45

If you praise an employee every time after he or she has performed the job well, then extinction of the desired behaviours is less likely to occur after you stop giving any more praise.

Question 46

Continuous reinforcement provides the most rapid learning of the targeted behaviour.

Question 47

One of the main problems with expectancy theory of motivation is that it does not identify the 'comparison other' in the motivation process.

Question 48

Organizational behaviour modification emphasizes human thoughts rather than the environment as the source of all learning.

Question 49

In expectancy theory, the performance-to-outcome expectancy represents the anticipated satisfaction or dissatisfaction that an individual places on an outcome.

Question 50

The variable ratio schedule of reinforcement makes behaviour highly resistant to extinction.

Question 51

Research has concluded that punishment and negative reinforcement should never be used in organizational settings.

Question 52

Four-drive theory recommends keeping all four drives in "balance"; that is, organizations should avoid too much or too little opportunity to fulfill each drive.

Question 53

According to expectancy theory, communicating the existence of a performance-based reward system motivates employees by increasing their outcome valences.

Question 54

In behaviour modification, antecedents refer to environmental cues, informing employees that certain behaviours will have particular consequences.

Question 55

Negative reinforcement occurs when the introduction of a consequence increases or maintains the frequency or future probability of a behaviour.

Question 56

One way to increase a person's P-to-O expectancy is to measure his or her job performance more accurately.

Question 57

Punishment is the same as negative reinforcement.

Question 58

Expectancy theory identifies emotions as a key component of employee motivation.

Question 59

Punishment decreases the frequency of future behaviour whereas negative reinforcement increases or maintains the frequency of future behaviour.

Question 60

According to expectancy theory, employee motivation will remain high even when the P-to-O expectancy falls to zero.

Question 61

Reviewing goal progress can be a source of motivation as well as learning.

Question 62

Behavioural modelling can increase an observer's self-confidence.

Question 63

Compared to supervisor-only feedback, 360-degree feedback tends to produce more ambiguous and conflicting feedback.

Question 64

According to social cognitive theory, people can reinforce their own behaviour.

Question 65

Feedback to employees is most effective when it is frequent, credible, and general.

Question 66

Goal setting is more effective when employees can easily complete the goals assigned to them.

Question 67

One problem with behaviour modification programs is that some employees view the variable ratio schedule of reinforcement as a form of gambling, like a lottery.

Question 68

According to social cognitive theory, people learn to anticipate consequences mainly by observing the experiences of other people.

Question 69

Goal setting tends to be more effective when the goals are specific rather than general.

Question 70

Behaviour modification is an effective strategy for helping employees to improve their decision making and other conceptual activities.

Question 71

The idea behind 360-degree feedback is that employees should receive feedback for 360 continuous days.

Question 72

People self-regulate by engaging in self-reinforcement.

Question 73

The main problem with behavioural modelling is that it transfers explicit knowledge, but not tacit knowledge.

Question 74

Strengths-based coaching is also known as appreciative coaching.

Question 75

Feedback can be more frequent when employees perform short rather than long job cycles.

Question 76

Research suggests that feedback originating only from the supervisor provides more complete and accurate information than feedback received through a 360-degree process.

Question 77

The optimal level of goal difficulty occurs where the goal has more than a low level, but less than a moderate level of goal difficulty.

Question 78

Goal setting potentially improves employee performance by increasing motivation and clarifying role perceptions.

Question 79

Goals need to be measurable

Question 80

Strengths-based coaching is inconsistent with self-enhancement.