Deck 11: Skills for Motivating and Helping Others

Question 1

Having high self-efficacy contributes directly to which aspect of expectancy theory?

A) effort-to-performance expectancy
B) performance-to-outcome expectancy
C) valence
D) potential outcomes

Answer 1

A

Question 2

To use effectively the WIIFM principle, it is especially important to be aware of the other person's

A) age.
B) effort-to-performance expectancy.
C) intensity of desire.
D) past history of rewards.

Answer 2

C

Question 3

Which one of the following needs is not included among the key needs that motivate most employees?

A) need for affiliation
B) need for esteem
C) need for safety and security
D) need for thrill seeking

Answer 3

D

Question 4

When intermittent rewards are used in behaviour modification, the

A) desired behaviour fades quickly.
B) desired behaviour is sustained longer.
C) undesired behaviour fades quickly.
D) undesired behaviour is sustained longer.

Question 5

According to the principle of positive reinforcement, rewarding a particular behaviour

A) decreases the probability that the behaviour will be repeated.
B) increases the probability that the behaviour will be repeated.
C) should immediately follow punishment.
D) should immediately precede punishment.

Question 6

The question, "If I work hard, will I get the job done?" illustrates which aspect of expectancy theory?

A) performance-to-outcome expectancy
B) valence
C) behaviour modification
D) effort-to-performance expectancy

Question 7

Which one of the following is the best example of a job- and career-related reward?

A) giving the person a better parking space
B) giving the person a favourable performance review
C) granting the person a stock option
D) granting the person time off from work with pay

Question 8

The motivational principle of WIIFM means that people are motivated by

A) concern for the welfare of others.
B) self-interest.
C) a need to avoid discomfort.
D) a spirit of excitement and adventure.

Question 9

Using behaviour modification, a reward is given to a person

A) intermittently.
B) regularly.
C) at the end of a prescribed project.
D) whenever the manager feels it appropriate.

Question 10

An important reason that employee recognition programs are often effective is that

A) most workers want more money.
B) most workers feel they do not receive enough recognition.
C) collecting company souvenirs is a popular hobby.
D) the need for economic security and safety is strong.

Question 11

A survey of 232 companies found that what percent gave employees the option of working from home?

A) 60
B) 75
C) 15
D) 28

Question 12

To use negative reinforcement to motivate Joe, an office temporary, his manager would

A) put Joe on probation if he performs poorly.
B) ignore most of Joe's actions.
C) give Joe a "worst employee of the month" award.
D) promise to give Joe a permanent job if he performs well.

Question 13

Behaviour modification cannot work without giving ______ to individuals.

A) generous prizes
B) frequent feedback
C) continuous reinforcement
D) just punishments

Question 14

An appropriate reward or punishment is one that

A) could be consistently used.
B) does not create an addiction to rewards.
C) is effective for the individual involved.
D) does not make people defensive.

Question 15

The question, "If I get the job done, will I really get my reward?" illustrates which aspect of expectancy theory?

A) valence
B) effort-to-performance expectancy
C) performance-to-outcome expectancy
D) managerial effort

Question 16

In diagnosing motivation with expectancy theory, one should NOT ask

A) Does the person I am attempting to motivate have the skills and self-efficacy to do the job?
B) How long has this person been on the same job?
C) How badly does the person want the reward being offered in the situation?
D) Is the person in a reasonably good mood?.

Question 17

Team leader Ray should be particularly aware of which of the following suggestions about the use of positive reinforcement?

A) Reward the team or group also.
B) Keep the reward the same almost all the time.
C) External rewards usually backfire.
D) Let the group decide what behavior will lead to a reward.

Question 18

Which one of the following is a rule for the use of behaviour modification?

A) Use the most powerful rewards or punishment feasible.
B) Schedule rewards continuously.
C) Create a long interval between rewards or punishment and the observed behaviour.
D) Do not punish in front of others.

Question 19

Expectancy theory is based on the belief that people

A) want to maximize gain and minimize loss.
B) bet on the outcomes of a situation.
C) strive to receive bigger rewards than others.
D) are willing to endure pain to receive the right reward.

Question 20

Which one of the following is the best example of a recognition type of reward?

A) bonus or profit sharing
B) challenging work assignment
C) granting access to confidential information
D) wall plaque indicating accomplishment

Question 21

Trusting the company and the manager will have the strongest impact on which component of expectancy theory?

A) effort-to-performance expectancy
B) performance-to-outcome expectancy
C) valence
D) employee initiative

Question 22

Which of the following valences would lead to the highest degree of motivated effort?

A) 0
B) +50
C) -50
D) -100

Question 23

The Pygmalion effect refers to the phenomenon that people will

A) rise (or fall) when criticized privately.
B) rise (or fall) to the expectations another person has of them.
C) rise (or fall) when reminded of the consequences.
D) rise (or fall) once they have clarified their own expectations.

Question 24

A guideline for applying expectancy theory is to

A) encourage workers after they have performed correctly.
B) make explicit the link between rewards and performance.
C) keep rewards as small as possible.
D) ensure fairness by giving workers quite similar rewards.

Question 25

How badly an employee wants a particular reward depends on

A) the valence he or she attaches to the reward.
B) the effort-to-performance expectancy.
C) the performance-to-outcome expectancy.
D) the employee's motivation level.