Question 1

Frederick W.Taylor's scientific management approach focused on intrinsic motivational elements,such as opportunities for personal satisfaction.

Accepted Answer

Scientific management is a management approach designed to improve employees' efficiency by scientifically studying their work.

Question 2

The Hawthorne studies were simpler and less influential than suggested by the Hawthorne effect.

Accepted Answer

The Hawthorne studies led to a phenomenon known as the Hawthorne effect.

Question 3

Theory X-oriented managers believe that most employees are motivated by intrinsic rewards.

Accepted Answer

Theory X refers to the managerial assumption that employees are irresponsible, are unambitious, and dislike work and that managers must use force, control, or threats to motivate them.

Question 4

When using reinforcement theory,managers try to encourage in a systematic way those actions considered beneficial to the company.

Accepted Answer

Using reinforcement theory, managers apply systematic methods to encourage actions that benefit the company.

Question 5

Engagement predicts the likelihood that employees will stay or leave their jobs.

Accepted Answer

Rootedness predicts the likelihood that employees will stay or leave their jobs.

Question 6

Goals that are specific enough to give employees clarity and focus can function as effective motivators.

Accepted Answer

Goals that are specific enough to give employees clarity and focus can function as effective motivators.

Question 7

Task identity refers to the employee's perception of how his or her job impacts the lives of other employees.

Accepted Answer

Task identity refers to the degree to which the employee has responsibility for completing an entire task. Greater task identity contributes to the sense of meaning in work.

Question 8

According to Maslow,higher-level needs can serve as motivators even if lower level needs are not yet met.

Accepted Answer

Maslow's hierarchy is a model in which human needs are arranged in a hierarchy, with the most basic needs at the bottom and the more advanced needs toward the top.

Question 9

Theory Y-oriented managers believe that employees like to work.

Accepted Answer

Theory Y-oriented managers believe that employees like to work. It is the managerial assumption that employees enjoy meaningful work, are naturally committed to certain goals.

Question 10

Management by objectives is a motivational approach where managers set specific goals for each employee.

Accepted Answer

Management by objectives is a motivational approach in which managers and employees work together to structure personal goals and objectives for every individual, department, and project to mesh with the organization's goals.

Question 11

For goals to function as a motivator,the employee must believe in his or her ability to meet that goal.

Accepted Answer

For goals to function as a motivator, the employee must believe in his or her ability to meet that goal.

Question 12

The fundamental motivational need called the "drive to defend" can be both positive and negative.

Accepted Answer

The fundamental motivational need called the "drive to defend" can be both positive and negative.

Question 13

The four indicators,engagement,satisfaction,commitment,and rootedness can identify who is motivated and who isn't,as well as explain why.

Accepted Answer

The four indicators, engagement, satisfaction, commitment, and rootedness can identify who is motivated and who isn't, but they don't explain why.

Question 14

Complaints about gender pay fairness,where men get more money than women for the same work,are instances of equity issues.

Accepted Answer

Complaints about gender pay fairness, where men get more money than women for the same work, are instances of equity issues.

Question 15

The idea that your job satisfaction is based on how much you put into your job versus how much you get out of your job is the basis of the equity theory of motivation.

Accepted Answer

The idea that your job satisfaction is based on how much you put into your job versus how much you get out of your job is the basis of the equity theory of motivation.

Question 16

Unlike with the other classical theories,there is a lot of research to validate Herzberg's two-factor theory.

Accepted Answer

Unlike with the other classical theories, there is a lot of research to validate McClelland's ideas and to explain particular outcomes in the workplace.

Question 17

Expectancy theory refers to the idea that employees base their level of satisfaction on the ratio of their inputs to the job and the outputs or rewards they receive from it.

Accepted Answer

Expectancy theory refers to the idea that the effort employees put into their work depends on expectations about their own ability to perform, expectations about likely rewards, and the attractiveness of those rewards.

Question 18

Cross-training involves expanding the scope of an individual job.

Accepted Answer

Cross-training refers to training workers to perform multiple jobs and rotating them through these various jobs to combat boredom or burnout.

Question 19

Job enrichment expands a job horizontally.

Accepted Answer

Job enrichment refers to making jobs more challenging and interesting by expanding the range of skills required. It is a sort of vertical expansion.

Question 20

At the top of Maslow's hierarchy is self-actualization need.

Accepted Answer

Self-actualization need is at the top of Maslow's hierarchy. It refers to the need to become everything one can be.

Quiz 10: Employee Motivation

Frederick W.Taylor's scientific management approach focused on intrinsic motivational elements,such as opportunities for personal satisfaction.

The Hawthorne studies were simpler and less influential than suggested by the Hawthorne effect.

Theory X-oriented managers believe that most employees are motivated by intrinsic rewards.

When using reinforcement theory,managers try to encourage in a systematic way those actions considered beneficial to the company.

Engagement predicts the likelihood that employees will stay or leave their jobs.

Goals that are specific enough to give employees clarity and focus can function as effective motivators.

Task identity refers to the employee's perception of how his or her job impacts the lives of other employees.

According to Maslow,higher-level needs can serve as motivators even if lower level needs are not yet met.

Theory Y-oriented managers believe that employees like to work.

Management by objectives is a motivational approach where managers set specific goals for each employee.

For goals to function as a motivator,the employee must believe in his or her ability to meet that goal.

The fundamental motivational need called the "drive to defend" can be both positive and negative.

The four indicators,engagement,satisfaction,commitment,and rootedness can identify who is motivated and who isn't,as well as explain why.

Complaints about gender pay fairness,where men get more money than women for the same work,are instances of equity issues.

The idea that your job satisfaction is based on how much you put into your job versus how much you get out of your job is the basis of the equity theory of motivation.

Unlike with the other classical theories,there is a lot of research to validate Herzberg's two-factor theory.

Expectancy theory refers to the idea that employees base their level of satisfaction on the ratio of their inputs to the job and the outputs or rewards they receive from it.

Cross-training involves expanding the scope of an individual job.

Job enrichment expands a job horizontally.

At the top of Maslow's hierarchy is self-actualization need.