Question 1

The core characteristic of an engaging leader-manager is a bright, extroverted and warm personality.

Accepted Answer

While a bright, extroverted and warm personality can be helpful in certain situations, it is not the core characteristic of an engaging leader-manager. The core characteristics include effective communication, the ability to inspire and motivate others, empathy, adaptability, and a strong work ethic.

Question 2

Which of the following would an engaging leader-manager be unlikely to do?

Accepted Answer

An engaging leader-manager would not allocate resources based solely on seniority as it does not promote fairness, meritocracy, or the growth of the organization. Other options are important for engaging leader-managers to follow, including setting clear goals, providing development opportunities, engaging in fair decision making, and providing respected leadership.

Question 3

An employee who is content with their job and has good attendance rates, but who does not demonstrate passion or energy, is an example of:

Accepted Answer

The employee is content with the job and has good attendance rates, which indicates satisfaction. However, the lack of passion and energy indicates a lack of engagement. This falls under the category of "satisfied but not engaged," which is option E.

Question 4

According to Abraham Maslow's hierarchy of needs, once a need is reasonably well satisfied, it loses its ability to motivate, and the next level of need on the hierarchy emerges and begins to motivate.

Accepted Answer

This is the concept of "progression" in Maslow's hierarchy of needs, where lower order needs must be reasonably fulfilled before higher order needs can become motivating factors. Once a lower order need is satisfied, it is no longer a driving force for behavior and attention shifts to the next level of need.

Question 5

According to Herzberg's two-factor theory, hygiene factors such as remuneration and extra benefits to employees (i.e. free car parking spaces) are powerful motivating factors which promote a high level of job satisfaction.

Accepted Answer

According to Herzberg's two-factor theory, hygiene factors do not have the power to motivate employees, but their absence or presence can create job dissatisfaction or prevent dissatisfaction. It is the presence of motivators such as opportunities for growth, recognition, and achievement that promote job satisfaction.

Question 6

The lowest order of need in Abraham Maslow's hierarchy of needs is:

Accepted Answer

The lowest order of need in Abraham Maslow's hierarchy of needs is physiological needs, which include the basic necessities of life such as food, water, air, and shelter. These needs must be met first before an individual can focus on other needs such as safety, love/belonging, esteem, self-actualization, and transcendence.

Question 7

Which of the following would an engaging leader-manager be likely to do?

Accepted Answer

Providing positive, constructive and corrective feedback is a key characteristic of an engaging leader-manager. This helps employees feel valued, motivated and committed to their work, as well as facilitating their personal and professional development. The other options, such as using a formal, directive coaching style, taking more interest in tasks than in people or allowing employees to address their own performance problems in their own time, are less likely to engage employees or promote their success.

Question 8

The need to mentor and pass on your skills and knowledge to others in the workplace, and the satisfaction gained from doing so, are examples of a:

Accepted Answer

The desire to mentor and pass on skills and knowledge is an example of a pull factor, as it is something that motivates and attracts individuals to a particular job or work environment. This can be driven by a desire for personal fulfillment or a sense of purpose, rather than external or extrinsic factors.

Question 9

The human desire for money makes it an intrinsically motivating factor. In all employee situations, the more or less money a person is offered, the more or less they will be motivated, respectively.

Accepted Answer

While money can be a motivating factor for employees, it is not the only factor and does not always equate to increased motivation. Other factors such as job satisfaction, work-life balance, and personal development opportunities also play a role in employee motivation. Additionally, some employees may prioritize factors like a positive work culture or meaningful work over monetary compensation.

Question 10

In Australia, the majority of employees fall into the category of being:

Accepted Answer

According to a study by Gallup in 2018, 42% of Australian employees fall into the category of being satisfied but not engaged, while 16% are actively engaged, 22% are actively disengaged, and 20% are just disengaged. Therefore, the majority of employees in Australia are satisfied but not engaged.

Question 11

On the whole, senior employees, hands-on employees and operational employees are more likely to be engaged than professionals and support staff, who are more likely to have the lowest levels of engagement.

Accepted Answer

This statement is true, based on research and surveys regarding employee engagement. Senior and hands-on employees often have a greater sense of purpose and connection to their work, which leads to higher engagement. Professionals and support staff may feel less connected to the company's goals and may be more focused on task completion, leading to lower levels of engagement.

Question 12

If applying Abraham Maslow's hierarchy of needs to a workplace environment, showing appreciation for and recognition of an employee's work efforts would help to satisfy their:

Accepted Answer

According to Maslow's hierarchy of needs, esteem needs involve feeling respected and valued by others, as well as achieving a sense of accomplishment and recognition for one's work. Thus, showing appreciation and recognition of an employee's efforts would help to satisfy their esteem needs.

Question 13

Which of the following is not a benefit to an organisation's bottom line of having engaged employees?

Accepted Answer

Decreased risk of employees burning out is more related to employee well-being rather than directly impacting the organization's bottom line.

Question 14

In relation to addressing human beings' basic emotional needs, fair, transparent, trustworthy procedures for allocating resources, dealing with grievances, making decisions and managing performance may all be appropriate to address an employee's:

Accepted Answer

Fair, transparent, trustworthy procedures for allocating resources, dealing with grievances, making decisions, and managing performance are related to an employee's drive to defend. This drive encompasses the desire for safety, fairness, and justice within the workplace, ensuring that employees feel secure and protected in their roles and within the organizational environment.

Question 15

According to David McClelland and John Atkinson's needs theory, people are likely to deal well with the public and make good customer service staff if they are motivated by the need for:

Accepted Answer

McClelland and Atkinson's needs theory suggests that individuals motivated by the need for affiliation are more likely to excel in roles that involve dealing with the public and providing good customer service, as they value building relationships and working with others.

Question 16

If applying Frederick Herzberg's two-factor theory, what strategy could a leader-manager implement to motivate an employee?

Accepted Answer

According to Frederick Herzberg's two-factor theory, motivation is influenced by both hygiene factors (such as salary, job security, and working conditions) and motivators (such as recognition, growth opportunities, and meaningful work). Therefore, to effectively motivate an employee, a leader-manager should implement all of the strategies listed in the answer choices: providing an interesting, challenging job with clear goals, opportunities for learning, a sense of achievement, and appreciation for the employee's contributions. These strategies address both the hygiene factors and motivators, creating a work environment that is conducive to motivation and job satisfaction.

Question 17

Organisations set the scene to motivate individual workers at broad policy and strategic levels, while leader-managers engage them at an operational level.

Accepted Answer

The answer of Organisations set the scene to motivate individual...

Question 18

The three C's of engagement as it relates to employees are:

Accepted Answer

The three C's of engagement as it relates to employees are connection (feeling connected to the organization and its mission), contribution (feeling that their work has value and that they are making meaningful contributions), and credibility (having trust in the leadership of the organization). Therefore, the best choice is B, which includes all three of these elements.

Question 19

Placing employees in suitable jobs that allow them to use their strengths is an example of:

Accepted Answer

Placing employees in suitable jobs that allow them to use their strengths is an example of contributing to their success in the company.

Question 20

One way to successfully increase the motivation of employees who do a repetitive job might be to:

Accepted Answer

Allowing employees to rotate through different jobs will break up the monotony of their repetitive tasks and provide them with a sense of variety and new challenges. This can help increase their motivation and job satisfaction without directly affecting their compensation or requiring the use of negative reinforcement.

Quiz 10: Understanding Motivation, Engagement and Retention