Deck 16: Motivation Theory and Practice

Question 1

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

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

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

Answer 3

True

Question 4

Self-actualization needs are satisfied entirely with intrinsic rewards.

Question 5

According to the hierarchy of needs theory, the need to self-actualize can never be fully met.

Question 6

Abraham Maslow classifies physiological needs as lower-order needs in his human needs theory.

Question 7

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

Question 8

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 9

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

Question 10

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

Question 11

The lower-order needs in Maslow's hierarchy of needs theory are similar to growth needs in ERG theory.

Question 12

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

Question 13

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

Question 14

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

Question 15

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

Question 16

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 17

Social needs are satisfied by both intrinsic and extrinsic rewards.

Question 18

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

Question 19

An unfulfilled physiological or psychological desire is called a need.

Question 20

According to the hierarchy of needs theory, the lower-order needs focus on desires for psychological development and growth.

Question 21

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 22

The equity theory states that people who are treated unfairly will be motivated to act in ways that reduce the perceived inequity.

Question 23

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

Question 24

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

Question 25

According to Herzberg, improving the hygiene factors can increase job satisfaction and motivation.

Question 26

In McClelland's view, the successful executive is likely to possess a high need for social power that is greater than an otherwise strong need for affiliation.

Question 27

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 28

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 29

High-need achievers prefer achievable but challenging goals and expect feedback on performance.

Question 30

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

Question 31

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

Question 32

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

Question 33

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

Question 34

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 35

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 36

McClelland believes that the need for personal power is essential to managerial leadership.

Question 37

According to Frederick Herzberg, issues related to the work environment are satisfier factors.

Question 38

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 39

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

Question 40

According to J. 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

Managers can create positive instrumentalities by rewarding people on a performance-contingent basis.

Question 42

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 43

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

Question 44

Performance-outcome expectancy refers to a person's belief that successful performance will be followed by rewards and other work-related outcomes.

Question 45

According to Stacy Adams, to deal with negative inequity, people change their work inputs by putting less effort into their jobs.

Question 46

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

Question 47

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

Question 48

Under-reward inequity occurs when an individual perceives that his or her outcomes-to-inputs ratio is greater than that of his or her referent.

Question 49

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 50

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 51

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 52

Benevolents are people who have a desire to be over-rewarded.

Question 53

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 54

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

Question 55

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

Question 56

Expectancy theory predicts that high expectancy, instrumentality, and valence will result in zero motivation.

Question 57

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 58

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

Question 59

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 60

Locke's goal-setting theory states that task goals can be motivating when they are set through participatory means.

Question 61

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 62

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

Question 63

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 64

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 65

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

Question 66

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 67

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

Question 68

Verbal persuasion is a way of enhancing self-efficacy by praising the efforts of a person performing a job.

Question 69

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 70

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

Question 71

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

Question 72

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 73

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 modelling.

Question 74

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

Question 75

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

Question 76

Self-efficacy theory is also called social learning theory.

Question 77

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 78

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 79

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

Question 80

Jacintha is trying to improve her area's participation rate for her next project. She thinks MBO will be useful because it brings supervisors and subordinates together in a process of goal setting and performance review.