Deck 13: Motivating for Performance

Question 1

When managers think it is warranted or when they believe others expect them to, they use punishment.

Answer 1

True
Explanation: Punishment is administering an aversive consequence. Managers use punishment when they think it is warranted or when they believe others expect them to, and they usually concern themselves with following company policy and procedure.

Question 2

Motivation refers to forces that energize, direct, and sustain a person's efforts.

Answer 2

True
Explanation: Motivation refers to forces that energize, direct, and sustain a person's efforts. All behavior, except involuntary reflexes, is motivated.

Question 3

While it would be ideal if it could be achieved, loyalty to an organization is, in a practical sense, dead.

Answer 3

False
Explanation: You should reject the common recent notion that loyalty is dead and accept the challenge of creating an environment that will attract and energize people so that they commit to the organization.

Question 4

An example of a reinforcer in a management setting is giving an employee-of-the-month award for superior customer service.

Question 5

Stretch goals are targets that are particularly demanding, sometimes even thought to be impossible.

Question 6

Goal-setting theory states that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end.

Question 7

Instrumentality is employees' perception of the likelihood that their efforts will enable them to attain their performance goals.

Question 8

Punishing an employee is warranted if he or she tries something new and it doesn't work out.

Question 9

According to research, people tend to accept and pursue goals willingly if they are involved in setting them.

Question 10

The T in SMART, an acronym used by Microsoft for goal setting, stands for traceable.

Question 11

According to expectancy theory, people develop important beliefs linking effort, performance, and outcome.

Question 12

Organizational behavior modification focuses on influencing people's behavior.

Question 13

Understanding why people do the things they do on the job is an easy task for effective managers.

Question 14

The law of effect states that thinking positive thoughts will result in positive behavioral outcomes.

Question 15

When one expects that his or her efforts to attain performance goals will have a negative outcome, it is known as a negative expectancy.

Question 16

Managers should reward employees for multitasking.

Question 17

All behavior, except involuntary reflexes, is motivated.

Question 18

Applying a consequence that decreases the likelihood that the person will repeat the behavior that led to it is referred to as extinction.

Question 19

Individualized performance goals create cooperation and reduce competition.

Question 20

Not following through on a threat of punishment when the employee begins to perform satisfactorily is a form of negative reinforcement.

Question 21

In job enrichment, workers are given additional tasks at the same level of responsibility.

Question 22

A satisfied worker is always more productive than a dissatisfied one.

Question 23

A psychological contract refers specifically to what employees think is a fair wage or salary for the work that is required.

Question 24

Procedural justice refers to using a fair process in decision making and making sure that others know that the process was as fair as possible.

Question 25

The need for affiliation is characterized by a strong orientation toward success and goal attainment.

Question 26

According to Herzberg, characteristics of the workplace termed hygiene factors will not motivate workers.

Question 27

Growth need strength is a measure of a leader's desire for power and authority.

Question 28

For leaders and managers in the United States, the needs for achievement, growth, and self-actualization are important, but they are not necessarily important in other countries.

Question 29

Motivation will be high if any one of the following is high: expectancy, instrumentalities, or total valence of all outcomes.

Question 30

Andrea works in a pet store. She likes her job because she works in a different area of the store every time she goes to work. Andrea's boss is using job enlargement to keep her motivated.

Question 31

Quality of work life programs may increase employee retention, but they have been unable to improve organizational productivity.

Question 32

Empowerment is the process of centralizing power at the top level of an organization.

Question 33

According to equity theory, employees compare their outcomes and inputs to others' outcomes and inputs.

Question 34

Alderfer's ERG theory includes existence, relatedness, and growth needs.

Question 35

Growth needs in Alderfer's ERG theory are most like self-actualization needs in Maslow's needs hierarchy.

Question 36

According to the Hackman and Oldham model of job enrichment, people will perform better when they feel responsible, that their job has meaning, and they know how well they are performing.

Question 37

Low need for affiliation and moderate to high need for power are associated with managerial success.

Question 38

An extrinsic reward is a reward the person derives directly from performing the job itself.

Question 39

Maslow's hierarchy of needs includes physiological, growth, social, existence, and self-actualization.

Question 40

Increasing expectancies, identifying positively valent outcomes, and making performance instrumental toward positive outcomes are all managerial implications of expectancy theory.

Question 41

The motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end is

A) Equity theory.
B) Law of effect theory.
C) Goal-setting theory.
D) Expectancy theory.
E) Reinforcement theory.

Question 42

According to organizational behavior modification theory, positive consequences that motivate behavior are referred to as

A) Consequences.
B) Behavioral antecedents.
C) Reinforcers.
D) Effectors.
E) Sanctions.

Question 43

In organizational behavior modification, which of the following is a key consequence of behavior?

A) Availability.
B) Expectancy.
C) Instrumentality.
D) Valence.
E) Punishment.
The four key consequences of behavior that either encourage or discourage people's behavior (see Figure 13.1) are positive reinforcement, negative reinforcement, punishment, and extinction.

Question 44

Applying a valued consequence to increase the likelihood that a behavior is repeated is known as

A) Positive reinforcement.
B) Negative reinforcement.
C) Extinction.
D) Encouragement.
E) The law of consequences.

Question 45

Negative reinforcement refers to __________ a(n) ___________ consequence.

A) applying; desirable
B) applying; undesirable
C) withholding; desirable
D) withholding; undesirable
E) applying; neutral

Question 46

Forces that energize, direct, and sustain a person's efforts are known as

A) Leadership.
B) Power.
C) Motivation.
D) Output.
E) A psychological contract.

Question 47

Gabrielle is known to favor some of her employees over others. For those she dislikes, she sometimes sets impossible performance goals so that they cannot possibly succeed, and their motivation suffers. This is an example of

A) Positive reinforcement.
B) Negative reinforcement.
C) Punishment.
D) Extinction.
E) Expectancy.

Question 48

For goals to be motivating, they must be

A) Disliked by employees.
B) Subjective.
C) Easy to achieve.
D) Quantifiable.
E) Open-ended.

Question 49

In organizational behavior modification theory, giving an employee a pay raise is an example of

A) Positive reinforcement.
B) Negative reinforcement.
C) Extinction.
D) Encouragement.
E) The law of consequences.

Question 50

Ashton recently took an employee off probation because his performance had greatly improved, which is an example of

A) Positive reinforcement.
B) Negative reinforcement.
C) Punishment.
D) Extinction.
E) encouragement.

Question 51

Massive Waves is a surf board manufacturer that has designed its positions so that people are attracted to the organization, show up every day, and work hard while they are there. Yet most employees stay no longer than five years. This company needs to address motivation in which essential category for productive employees?

A) Joining the organization.
B) Remaining in the organization.
C) Competing with others.
D) Performing their work.
E) Exhibiting empowerment.

Question 52

Particularly demanding goals that are designed to shift people away from mediocrity and toward major achievement are known as

A) Challenge goals.
B) Mountaintop goals.
C) Reach goals.
D) Summit goals.
E) Stretch goals.

Question 53

According to the guidelines of goal-setting theory, which of the following goals is likely to stimulate performance?

A) Increase quality levels.
B) Obtain revenue growth of 15 percent over last year.
C) Sell 85 percent of defective items overseas within two years.
D) Develop a cure for AIDS this year.
E) Employees who are late for work will be docked a half day's pay.

Question 54

Motivation refers to forces that

A) Energize, direct, and sustain a person's efforts.
B) Are acquired through education.
C) Are basically involuntary.
D) Are beyond the control of an individual.
E) Are beyond the control of a manager.

Question 55

Which of the following implies a consequence that is positive for the person receiving it?

A) Negative reinforcement.
B) Punishment.
C) Extinction.
D) Goals.
E) Motivation.

Question 56

According to what law, behavior that is followed by positive consequences will likely be repeated?

A) The law of consequences.
B) The law of repetition.
C) The law of large numbers.
D) The law of effect.
E) The law of reinforcement.

Question 57

Administering an aversive consequence is referred to as

A) Personal behavior modification.
B) Punishment.
C) Extinction.
D) Negative reinforcement.
E) Reprimanding.

Question 58

Removing or withholding an undesirable consequence is

A) Negative reinforcement.
B) Punishment.
C) Extinction.
D) Positive reinforcement.
E) Empowerment.

Question 59

Failure to provide positive feedback for a job well done, resulting in lower motivation thereafter, is what type of consequence of behavior?

A) Punishment.
B) Extinction.
C) Positive reinforcement.
D) Negative reinforcement.
E) Disempowerment.

Question 60

Withdrawing or failing to provide a reinforcing consequence is referred to as

A) Negative reinforcement.
B) Organizational behavior modification.
C) Expectancy.
D) Extinction.
E) Goal theory.

Question 61

Which of the following statements regarding Maslow's need hierarchy is true?

A) It is a complex and entirely accurate theory of motivation.
B) It sensitizes managers to the importance of personal growth.
C) It focuses managers' efforts on behavior inherent in the workplace.
D) Everyone progresses through the levels in hierarchical order.
E) The concept of needs now has little use in most workplaces since today's workers are generally well satisfied.

Question 62

Roberto does not trust Eric, his boss. Roberto has been brought up to always put in a full day of his best efforts. However, he does not expect that his hard work will be rewarded by Eric. According to expectancy theory, Roberto feels this way about a lack of reward by Eric because he has

A) Low valence for the outcome.
B) Low instrumentality.
C) High expectancy.
D) High valence for the outcome.
E) Negative valence.
According to Figure 13.2, instrumentality is the link between performance and outcome. Roberto does not expect his work to be rewarded because he has low instrumentality, that is, Roberto has a low perceived likelihood that his performance will be followed by a positive outcome from Eric.

Question 63

In expectancy theory, instrumentality is

A) The perceived likelihood that performance will be followed by a particular outcome.
B) The value that expected outcomes hold for the person contemplating them.
C) Any consequence resulting from performance.
D) The perceived likelihood that employees' efforts will enable them to attain their performance goals.
E) Indirectly correlated with motivation.

Question 64

The need found at the bottom of Maslow's hierarchy is

A) Social.
B) Physiological.
C) Ego.
D) Safety.
E) Self-actualization.
According to Figure 13.3, physiological needs like food, water, sex, and shelter are at the bottom of Maslow's need hierarchy.

Question 65

The perceived likelihood that performance will be followed by a particular outcome is referred to as

A) Valence.
B) Instrumentality.
C) Expectancy.
D) Job enlargement.
E) Job enrichment.

Question 66

The theory that proposes that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome is known as

A) Expectancy theory.
B) ERG theory.
C) Path-goal theory.
D) Equity theory.
E) Goal theory.

Question 67

The effort-to-performance link in expectancy theory is called

A) Instrumentality.
B) Valence.
C) Outcomes.
D) Motivational force.
E) Expectancy.
Expectancy is people's perceived likelihood that their efforts will enable them to attain their performance goals. In Figure 13.2, expectancy is the link between effort and performance.

Question 68

According to Maslow's need hierarchy,

A) One can never be fully satisfied.
B) Higher-level needs are more important than lower-level needs.
C) People are motivated to satisfy lower-level needs before higher level needs.
D) Once a need is satisfied, it becomes a powerful motivator.
E) Unsatisfied needs cause permanent dissatisfaction.

Question 69

According to Maslow, a(n) ________ need describes a need for friendship, affection, belonging, and love.

A) self-actualization
B) ego
C) safety or security
D) physiological
E) social

Question 70

Expectancy is

A) The perceived likelihood that performance will be followed by a particular outcome.
B) The value that expected outcomes hold for the person contemplating them.
C) Any consequence resulting from performance.
D) The perceived likelihood that employees' efforts will enable them to attain their performance goals.
E) Indirectly correlated with motivation.

Question 71

In which order would expectancy theory place the following events?

A) Outcome, performance, effort.
B) Performance, effort, outcome.
C) Effort, outcome, performance.
D) Performance, outcome, effort.
E) Effort, performance, outcome.
According to Figure 13.2, in expectancy theory the order of events is effort, performance, outcome.

Question 72

According to Maslow, the average person is only 10 percent self-actualized. The implication from this for managers is to

A) Fully satisfy lower-level needs so that employees are motivated toward self-actualization.
B) Gain specific information on what each employee considers personal fulfillment.
C) Assign pay levels that are commensurate with employee needs as well as employee performance.
D) Create an environment that provides autonomy, responsibility, and challenging assignments.
E) Realize that employee needs are not likely to be met at the workplace.

Question 73

A difference between Maslow's need hierarchy and Alderfer's ERG theory is that

A) ERG theory states that various needs operate simultaneously.
B) Maslow's hierarchy has more scientific validity.
C) Maslow's hierarchy reminds managers that even if one need seems to motivate people, other needs may still need attention.
D) ERG theory focuses on five levels of need.
E) Only Maslow's theory serves to remind managers of the types of reinforcers that can be used to motivate people.

Question 74

Which of the following prescriptions for effectively motivating high performance is suggested by Michael LeBoeuf?

A) Conform to the majority opinion.
B) Create exhaustive solutions to account for every outcome.
C) Focus on quantity to create volume.
D) Use quick fixes so that stock price won't suffer.
E) Be quietly effective rather than the "squeaky wheel."

Question 75

In expectancy theory, valence is

A) The perceived likelihood that performance will be followed by a particular outcome.
B) The value that expected outcomes hold for the person contemplating them.
C) Any consequence resulting from performance.
D) The perceived likelihood that employees' efforts will enable them to attain their performance goals.
E) Indirectly correlated with motivation.

Question 76

A conception of human needs organizing them into a hierarchy of five major types is

A) Maslow's need hierarchy.
B) ERG theory.
C) Herzberg's two-factor theory.
D) Equity theory.
E) Expectancy theory.
Abraham Maslow organized five major types of human needs into a hierarchy, as shown in Figure 13.3. Maslow's need hierarchy illustrates his conception of people satisfying their needs in a specified order, from bottom to top.

Question 77

Alderfer's ERG theory focuses on

A) Existence, relatedness, and growth needs.
B) Existentialism, relativity, and governance.
C) Employment, recruitment, and gain sharing.
D) Effort, return, and goal setting.
E) Expectancy, risk, and growth.

Question 78

Which of these is the highest-level need in Maslow's hierarchy?

A) Social.
B) Physiological.
C) Ego.
D) Self-actualization.
E) Safety.
According to Figure 13.3, self-actualization needs like realizing one's full potential are at the top of Maslow's need hierarchy.

Question 79

According to Maslow, which of the following levels of need includes the need for recognition and respect from others?

A) Physiological.
B) Self-actualization.
C) Safety.
D) Ego.
E) Social.

Question 80

The performance-to-outcome link in expectancy theory is called

A) Valence.
B) Instrumentality.
C) Expectancy.
D) Equity.
E) Hygiene-motivation linkage.
Instrumentality is the perceived likelihood that performance will be followed by a particular outcome. According to Figure 13.2, instrumentality is the link between performance and outcome.