Deck 14: Motivation

Question 1

Self-actualization needs are satisfied entirely with intrinsic rewards.

Answer 1

True

Question 2

Physiological needs can be fulfilled with rest,refreshment breaks,physical comfort on the job,and reasonable work hours.

Answer 2

True

Question 3

Understanding motivation and applying motivational concepts are incidental to exercising effective leadership in inspiring people to work hard.

Answer 3

False

Question 4

Social needs are satisfied by both intrinsic and extrinsic rewards.

Question 5

Alderfer's ERG theory has three need categories: existence needs,relatedness needs,and growth needs.

Question 6

The more self-actualization needs that are satisfied,the stronger they are supposed to grow.

Question 7

A person at the self-actualization level of Maslow's hierarchy will be satisfied by creative and challenging work,participation in decision making,job flexibility,and job autonomy.

Question 8

According to ERG theory,relatedness needs are desires for continued satisfying growth and development.

Question 9

According to Herzberg's two-factor theory,a satisfier factor is found in the job itself,and includes a sense of achievement,recognition,responsibility,advancement,or personal growth.

Question 10

Maslow's progression principle holds that a need at one level does not become activated until the next lower-level need is already satisfied.

Question 11

The frustration-regression principle of ERG theory holds that an already satisfied,lower-level need becomes reactivated and can influence behaviour when a higher-level need cannot be satisfied.

Question 12

Higher-order needs are desires for psychological development and growth,and they include esteem and self-actualization needs.

Question 13

In the two-factor theory of motivation,a satisfier factor is found in job context,such as working conditions,interpersonal relations,organizational policies,and salary.

Question 14

An unfulfilled physiological or psychological desire is called a need.

Question 15

ERG theory assumes that that satisfied needs lose their motivational impact.

Question 16

Unfulfilled needs have very little to do with a worker's attitude or behaviour.

Question 17

According to Maslow's hierarchy of needs theory,physiological,safety,and social needs are higher-order needs.

Question 18

Alderfer's ERG theory assumes that a lower-level need can become reactivated when a higher-level need cannot be satisfied.

Question 19

A person at the social level of Maslow's hierarchy will be motivated by participation in decision making.

Question 20

Two of the practical managerial questions regarding work motivation are: Why do some people work enthusiastically? Why do some people do only the minimum needed to avoid reprimand or termination?

Question 21

Perceptions of rewards in a social context,not the absolute value of the rewards,determine motivational outcomes.

Question 22

Herzberg's advice to managers is to always correct poor context and to build satisfier factors into the job.

Question 23

Managers can do little to anticipate negative inequities even though equity comparisons are likely whenever rewards such as monetary incentives or pay increases are allocated.

Question 24

An extremely high need for affiliation may interfere with a person's ability to make decisions with which others disagree.

Question 25

Managers should carefully communicate an evaluation of the reward being given and the performance on which it is based.

Question 26

Herzberg's two-factor theory indicates that hygiene factors reflect the things that turn people off and refer to the work setting.

Question 27

In the expectancy theory of motivation,the person's belief that successful performance will be followed by rewards or other potential outcomes is called instrumentality.

Question 28

Managers should ensure that any negative consequences of the equity comparison are avoided,or at least minimized,when rewards are allocated.

Question 29

People who feel underpaid may attempt to restore equity by increasing the quantity of work,increasing the quality of work,taking on more difficult assignments,or working overtime.

Question 30

Perceived inequity occurs whenever a person feels that the rewards received for his/her work efforts are unfair given the rewards others appear to be getting for their work efforts.

Question 31

According to acquired needs theory,the need for affiliation is a manifestation of the desire to establish and maintain friendly and warm relations with other people.

Question 32

Herzberg's two-factor theory indicates that hygiene factors reflect the things that turn people on and contribute to job satisfaction.

Question 33

In McClelland's motivation theory,the need for achievement is the desire to control,influence,or be responsible for other people.

Question 34

According to McClelland's acquired needs theory,achievement,power,and affiliation needs are acquired over time as a result of individual life experiences.

Question 35

People who feel underpaid will increase their work efforts in order to increase their compensation.

Question 36

Process theories of motivation offer advice and insight on how people actually make choices to work hard or not,based on their individual preferences,the available rewards,and possible work outcomes.

Question 37

The need for power reflects the desire to do something better or more efficiently,to solve problems,or to master complex tasks.

Question 38

Although the need for personal power is exploitative and involves manipulation and power for the pure sake of personal gratification,it is absolutely crucial for success in management.

Question 39

In Victor Vroom's expectancy theory of motivation,expectancy refers to the person's belief that working hard will result in achieving a desired level of task performance.

Question 40

According to Stacy Adams,equity theory predicts that when people perceive inequity in their situation as compared to others,they may change work inputs by putting less effort into their jobs,change the rewards received by asking for better treatment,change the comparison points by finding ways to make things appear better,or change the situation by leaving the job.

Question 41

Self-efficacy theory is also called social learning theory.

Question 42

To make the most of the expectancy theory of motivation,managers should focus on group needs rather than individual thought processes.

Question 43

According to Fred Luthans and his colleagues,positive psychological capital is composed of high personal confidence and self-efficacy in working on a task.

Question 44

An individual's positive psychological state of development is called social capital.

Question 45

The essence of self-efficacy theory is that,when people believe themselves to be capable,they are more motivated to work at a task.

Question 46

In terms of participation,MBO is useful because it brings supervisors and subordinates together in a participative process of goal setting and performance review.

Question 47

Doing anything that may boost the feelings of confidence,competence,and ability among people is likely to result in increased levels of motivation in those people according to the self-efficacy theory.

Question 48

Self-efficacy is a person's belief that he or she is capable of performing a task.

Question 49

The Gallup Leadership Institute says that psychological capital deals with "who you are" and "who you are becoming" rather than "what you know" and "who you know."

Question 50

To achieve motivational benefits of goal setting,Locke recommends goal specificity,goal difficulty,goal acceptance,and goal commitment.

Question 51

In using goal setting theory,managers should separate rewards from goal accomplishment.

Question 52

Using terms like confidence,competence and ability with subordinates indicates a manager is a proponent of self-efficacy theory.

Question 53

According to expectancy theory,motivation will suffer when expectancy is high and instrumentality and valence are low;or when valence is high and expectancy and instrumentality are low;or when expectancy,instrumentality,and valence are all low.

Question 54

Workers will respond positively to externally imposed goals if the supervisors assigning them are trusted and workers believe they will be adequately supported in their efforts to achieve the goals.

Question 55

The basic premise of the goal-setting theory is that task goals can be highly motivating if they are properly set and are well managed.

Question 56

The basic premise of goal-setting theory is that supervisors do a better job of setting goals than subordinates do.

Question 57

In the expectancy theory of motivation,the value the individual assigns to possible rewards and other work-related outcomes is called valence.

Question 58

The Gallup Leadership Institute says that human capital is "what you know" and social capital is "who you know."

Question 59

The equation "Motivation = expectancy x instrumentality x valence" represents the relationships among the key variables in the expectancy theory of motivation.

Question 60

Utilizing a strategy which attempts to boost confidence,competence and ability in subordinates does not indicate a manager's belief in social learning theory.

Question 61

An operant conditioning strategy designed to eliminate or decrease the frequency of a behaviour by making an unpleasant consequence contingent on the occurrence of the behaviour is called negative reinforcement.

Question 62

According to the law of effect,behaviour that results in pleasant outcomes is likely to be repeated,and behaviour that results in unpleasant outcomes is not likely to be repeated.

Question 63

The law of immediate reinforcement advises managers to use both punishment and positive reinforcement to gain maximum impact on behaviour.

Question 64

The more you work at a task,the more your experience builds and the more confident you become at doing it.This would be a way to build self-efficacy called enactive mastery.

Question 65

An operant conditioning strategy designed to strengthen or increase the frequency of behaviour by making a pleasant consequence contingent on the occurrence of the behaviour is called positive reinforcement.

Question 66

The law of contingent reinforcement advises managers to give rewards only if the desired behaviour is exhibited.

Question 67

To use positive reinforcement effectively,managers should recognize individual differences in allocating rewards and inform everyone what must be done to get rewards.

Question 68

Reinforcement theory considers environmental consequences to be the most important factor that influences human behaviour.

Question 69

Getting "psyched up" and highly motivated to perform in key competitions is the way to build self-efficacy called emotional arousal.

Question 70

Operant conditioning is the process of applying the law of effect to control behaviour by manipulating its consequences.

Question 71

When others praise our efforts and link those efforts with performance successes,high motivation often results in an individual.This is the self-efficacy building technique called verbal persuasion.

Question 72

A manager who has been nagging a worker every day about tardiness and doesn't comment when the worker comes to work on time one day is using negative reinforcement.

Question 73

Managers who help create feelings of self-efficacy in others have very little effect on motivation to work.

Question 74

There is no link between the ideas and theories of Bandura,Vroom and Locke relative to self-efficacy theory.

Question 75

According to Bandura's work,there are four ways to enhance self-efficacy;enactive mastery,vicarious modeling,verbal persuasion,and emotional arousal.

Question 76

The law of contingent reinforcement advises managers to give rewards as soon as possible following the occurrence of a desirable behaviour.

Question 77

The law of effect states that the effects of an environmental response can be determined by monitoring behaviours.

Question 78

An operant conditioning strategy designed to strengthen or increase the frequency of behaviour by making the avoidance of an unpleasant consequence contingent on the occurrence of the behaviour is called punishment.

Question 79

Reinforcement theory considers the level of need satisfaction that is associated with a reward to be the most important factor that influences human behaviour.

Question 80

When we watch someone who is good at a task,we are able to observe how they do it and therefore gain confidence in being able to do it ourselves.This illustrates the self-efficacy building technique called vicarious modeling.