Question 1

The performance-to-outcome expectancy is a person's perception of the probability that effort will lead to performance.

Accepted Answer

The performance-to-outcome expectancy is a person's perception of the probability that performance will lead to a desired outcome, not the probability that effort will lead to performance.

Question 2

The dual-structure theory identifies motivation factors, which prevent dissatisfaction, and hygiene factors, which enhance satisfaction.

Accepted Answer

The dual-structure theory, also known as Herzberg's motivation-hygiene theory, identifies motivation factors that enhance job satisfaction and hygiene factors that prevent dissatisfaction.

Question 3

Individuals might adjust their inputs or outcomes in order to mitigate concerns about inequity.

Accepted Answer

Individuals might adjust their inputs (e.g. effort, time spent on the task) or outcomes (e.g. rewards, pay) in order to reduce the perceived level of inequity. This is known as "equity theory" and has been widely studied in the field of social psychology.

Question 4

Motivation factors include achievement, recognition, and responsibility.

Accepted Answer

These are all common motivation factors which can drive an individual's performance and engagement in their work or other pursuits.

Question 5

Classical conditioning is a simple form of learning that links a conditioned response with an unconditioned stimulus.

Accepted Answer

Classical conditioning is defined as a form of learning in which a neutral stimulus is consistently paired with a stimulus that already produces a particular response. Eventually, the neutral stimulus alone begins to produce a response similar to that produced by the original stimulus. The original stimulus is known as the unconditioned stimulus (UCS) because it naturally leads to a response without any prior learning, while the new response to the neutral stimulus is known as the conditioned response (CR). Therefore, classical conditioning links a conditioned response with an unconditioned stimulus.

Question 6

High-need achievers often do not get promoted into high-level managerial positions.

Accepted Answer

High-need achievers often prioritize their individual work and may not possess the necessary interpersonal skills or desire to manage teams or lead at higher levels. They may also be perceived as too task-focused and less strategic, which can limit their advancement opportunities.

Question 7

The top two sets of needs in Maslow's hierarchy are referred to as growth needs.

Accepted Answer

The top two sets of needs in Maslow's hierarchy are self-actualization and esteem needs, which are also known as growth needs.

Question 8

Equity is achieved when an individual perceives that he or she is being treated fairly in relation to others.

Accepted Answer

Equity is defined as the perception of fairness in treatment compared to others. Therefore, if an individual feels that they are being treated fairly in relation to others, equity is achieved.

Question 9

Esteem needs involve realizing our full potential.

Accepted Answer

Esteem needs, according to Maslow's hierarchy of needs, involve achieving, gaining recognition, status, respect, and self-esteem, rather than realizing our full potential, which is associated with self-actualization needs.

Question 10

Herzberg viewed satisfaction and dissatisfaction as two different factors that exist along different dimensions.

Accepted Answer

Herzberg's two-factor theory suggests that satisfaction and dissatisfaction are not opposite ends of the same continuum but are two different factors that exist along different dimensions. Satisfaction is related to intrinsic factors such as achievement, recognition, and the work itself, while dissatisfaction is related to extrinsic factors such as pay, working conditions, and interpersonal relationships.

Question 11

Hygiene factors include the quality of supervision, working conditions, and interpersonal relationships.

Accepted Answer

Hygiene factors refer to the basic necessities within a workplace that must be met for an employee to remain motivated and satisfied. Examples include the quality of supervision, working conditions, and the relationships between colleagues.

Question 12

The desirability of outcomes received for performing work is referred to as valence.

Accepted Answer

Valence is defined as the relative attractiveness or perceived value of a particular outcome or reward to an individual. Therefore, the statement is true.

Question 13

Historical perspectives on motivation are important because these ideas provide a background for current understanding of motivation.

Accepted Answer

Understanding the historical perspectives on motivation can help in developing new theories and approaches to motivation, as well as providing context for current research and practices.

Question 14

Porter and Lawler suggested that, under the right conditions, high levels of performance might lead to satisfaction, rather than the other way around.

Accepted Answer

Porter and Lawler's expectancy theory proposed that individual effort, performance, and outcomes are interlinked with motivation, and there is a relationship between High performance and satisfaction. This suggests that if an employee performs well, and the rewards for their performance match their expectations, they are likely to experience job satisfaction. Therefore, high levels of performance may lead to satisfaction, rather than the other way around, as stated in option A.

Question 15

The most basic needs in Maslow's hierarchy are security needs.

Accepted Answer

The most basic needs in Maslow's hierarchy are physiological needs, such as food, water, and shelter. Security needs come second.

Question 16

Frederick Taylor (the father of scientific management) believed people were motivated by the opportunity to contribute to the workplace.

Accepted Answer

Frederick Taylor primarily believed that people were motivated by money and that productivity would increase by optimizing and simplifying jobs, a principle of his scientific management theory.

Question 17

According to reinforcement theory, if rewards are removed from behaviors that were previously reinforced, the behaviors are likely to decrease in frequency and eventually disappear.

Accepted Answer

Reinforcement theory states that behaviors that are positively reinforced are likely to continue, while behaviors that are not reinforced or are negatively reinforced are likely to decrease or disappear. When rewards are removed from behaviors that were previously reinforced, there is no longer a motivator for the behavior and it is likely to decrease in frequency until it eventually disappears.

Question 18

Supervisors can more easily manage employees' motivation than they can their ability or the environment.

Accepted Answer

Motivation is a complex, internal state influenced by a variety of personal, social, and environmental factors, making it more challenging to manage directly compared to more tangible aspects like ability (through training) or the environment (through changes in workplace conditions).

Question 19

The need for affiliation is the desire to control one's environment.

Accepted Answer

The need for affiliation is the desire for social interaction and the sense of belongingness, rather than the desire to control one's environment.

Question 20

Performance depends upon ability and motivation, but not on the environment.

Accepted Answer

Performance can be influenced by the environment, such as access to resources, support from colleagues, and the physical workspace. These can either facilitate or hinder one's ability to perform, regardless of their ability and motivation.

Quiz 5: Motivating Behavior