Question 1

Equity theory is based on the idea that employees are motivated to see fairness in the rewards they expect for task performance and are motivated to resolve feelings of injustice.

Accepted Answer

Equity theory focuses on employee perceptions as to how fairly they think they are being treated compared with others.Equity theory is based on the idea that employees are motivated to see fairness in the rewards they expect for task performance.Employees are motivated to resolve feelings of injustice.

Question 2

If you assign a lot of importance or a high value to your prospective bonus or pay raise,then your valence is said to be high.

Accepted Answer

Valence is value,the importance a worker assigns to the possible outcome or reward.If you assign a lot of importance or a high value to your prospective bonus or pay raise,then your valence is said to be high.

Question 3

Instrumentality,also called the performance-to-reward expectancy,is the expectation that successful performance of the task will lead to the outcome desired.

Accepted Answer

Instrumentality,also called the performance-to-reward expectancy,is the expectation that successful performance of the task will lead to the outcome desired.

Question 4

Your motivation,according to expectancy theory,involves the relationship between your effort,your personality,and the desirability of the outcomes (such as pay or recognition)of your performance.

Accepted Answer

Your motivation,according to expectancy theory,involves the relationship between your effort,your performance,and the desirability of the outcomes (such as pay or recognition)of your performance.

Question 5

According to Herzberg,hygiene factors are associated with job dissatisfaction.

Accepted Answer

In Herzberg's theory,the higher-level needs,motivating factors,or simply motivators,are factors associated with job satisfaction.These include achievement,recognition,responsibility,and advancement,all of which affect the job content or the rewards of work performance.The hygiene factors are associated with job dissatisfaction.

Question 6

It is natural for people to set and strive for goals;even if people don't understand and accept the goals,the goal-setting process is useful.

Accepted Answer

It is natural for people to set and strive for goals;however,the goal-setting process is useful only if people understand and accept the goals.

Question 7

According to expectancy theory,assuming they have choices,people will make the choice that promises them the greatest reward if they think they can get it.

Accepted Answer

Expectancy theory suggests that people are motivated by two things: (1)how much they want something and (2)how likely they think they are to get it.In other words,assuming they have choices,people will make the choice that promises them the greatest reward if they think they can get it.

Question 8

John's manager just told his team about this year's contest,the winner of which will receive an all-expense paid trip to Bangkok.John does not like to travel to places where he can't speak the language,so he is not very enthusiastic.This reward has a high valence for John.

Accepted Answer

Valence is value,the importance a worker assigns to the possible outcome or reward.Here,this reward does not have a high valence for John.

Question 9

Those with a high need for achievement may be the least efficient managers because they resist making decisions that make others resent them.

Accepted Answer

If you tend to seek social approval and satisfying personal relationships,you may have a high need for affiliation.In that case,you may not be the most efficient manager because at times you will have to make decisions that will make people resent you.Instead,you will tend to prefer work,such as sales,that provides for personal relationships and social approval.

Question 10

Inputs,outputs,and comparisons are the essential elements in equity setting theory.

Accepted Answer

The key elements in equity theory are inputs,outputs (rewards),and comparisons.

Question 11

According to equity theory,employees who feel they are being underrewarded might respond by doing less work,calling in sick,or leaving early.

Accepted Answer

According to equity theory,employees who feel they are being underrewarded will respond to the perceived inequity in one or more negative ways,as by reducing their inputs,trying to change the outputs or rewards they receive,distorting the inequity,changing the object of comparison,or leaving the situation.

Question 12

If you are happy with accomplishment of a task being its own reward,you may have a high need for power.

Accepted Answer

If you (or an employee)are happy with accomplishment of a task being its own reward,don't mind or even prefer working alone,and are willing to take moderate risks,then you probably have a high need for achievement.

Question 13

In Herzberg's theory,the lower-level needs are known as hygiene factors,and the higher-level needs are called motivating factors.

Accepted Answer

In Herzberg's theory,the hygiene factors are the lower-level needs,the motivating factors are the higher-level needs.

Question 14

According to expectancy theory,for a person's motivation to be high,he or she must be high on all three elements: instrumentality,performance,and valence.

Accepted Answer

For your motivation to be high,you must be high on all three elements: expectancy,instrumentality,and valence.If any element is low,you will not be motivated.

Question 15

According to Herzberg's two-factor theory,a worker's salary and working conditions are possible sources of job satisfaction.

Accepted Answer

In Herzberg's theory,the lower-level needs,hygiene factors,are factors associated with job dissatisfaction.These include salary,working conditions,interpersonal relationships,and company policy,all of which affect the job context in which people work.Motivating factors are associated with satisfaction.

Question 16

The three process perspectives on motivation are equity theory,expectancy theory,and goal-setting theory.

Accepted Answer

The three process perspectives on motivation are equity theory,expectancy theory,and goal-setting theory.

Question 17

Need-based perspectives try to explain why employees have different needs,what behaviors they select to satisfy them and how they decide if their choices were successful.

Accepted Answer

Whereas need-based perspectives simply try to understand employee needs,process perspectives go further and try to understand why employees have different needs,what behaviors they select to satisfy them,and how they decide if their choices were successful.

Question 18

In two-factor theory,motivating factors include achievement,recognition,and responsibility.

Accepted Answer

In Herzberg's two-factor theory,the motivating factors include achievement,recognition,responsibility,and advancement.Hygiene factors include salary,working conditions,interpersonal relationships,and company policy.

Question 19

McClelland identifies the need for institutional power as positive and involving problem solving to further mutual goals.

Accepted Answer

McClelland identifies two forms of the need for power.The negative kind is the need for personal power,as expressed in the desire to dominate others,and involves manipulating people for one's own gratification.The positive kind,characteristic of top managers and leaders,is the desire for institutional power,as expressed in the need to solve problems that further organizational goals.

Question 20

No matter how fair managers think the organization's policies,procedures,and reward system are,each employee's perception of those factors is what counts.

Accepted Answer

No matter how fair managers think the organization's policies,procedures,and reward system are,each employee's perception of those factors is what counts.

Quiz 12: Motivating Employees: Achieving Superior Performance in the Workplace

Equity theory is based on the idea that employees are motivated to see fairness in the rewards they expect for task performance and are motivated to resolve feelings of injustice.

If you assign a lot of importance or a high value to your prospective bonus or pay raise,then your valence is said to be high.

Instrumentality,also called the performance-to-reward expectancy,is the expectation that successful performance of the task will lead to the outcome desired.

Your motivation,according to expectancy theory,involves the relationship between your effort,your personality,and the desirability of the outcomes (such as pay or recognition)of your performance.

According to Herzberg,hygiene factors are associated with job dissatisfaction.

It is natural for people to set and strive for goals;even if people don't understand and accept the goals,the goal-setting process is useful.

According to expectancy theory,assuming they have choices,people will make the choice that promises them the greatest reward if they think they can get it.

John's manager just told his team about this year's contest,the winner of which will receive an all-expense paid trip to Bangkok.John does not like to travel to places where he can't speak the language,so he is not very enthusiastic.This reward has a high valence for John.

Those with a high need for achievement may be the least efficient managers because they resist making decisions that make others resent them.

Inputs,outputs,and comparisons are the essential elements in equity setting theory.

According to equity theory,employees who feel they are being underrewarded might respond by doing less work,calling in sick,or leaving early.

If you are happy with accomplishment of a task being its own reward,you may have a high need for power.

In Herzberg's theory,the lower-level needs are known as hygiene factors,and the higher-level needs are called motivating factors.

According to expectancy theory,for a person's motivation to be high,he or she must be high on all three elements: instrumentality,performance,and valence.

According to Herzberg's two-factor theory,a worker's salary and working conditions are possible sources of job satisfaction.

The three process perspectives on motivation are equity theory,expectancy theory,and goal-setting theory.

Need-based perspectives try to explain why employees have different needs,what behaviors they select to satisfy them and how they decide if their choices were successful.

In two-factor theory,motivating factors include achievement,recognition,and responsibility.

McClelland identifies the need for institutional power as positive and involving problem solving to further mutual goals.

No matter how fair managers think the organization's policies,procedures,and reward system are,each employee's perception of those factors is what counts.