Question 1

Knowledge of results is the degree to which employees know how well they are performing their jobs on a continuous basis.

Accepted Answer

Knowledge of results is the measurement of how well employees know the results of their job performance. It is important for employees to have a clear understanding of their level of performance in order to identify areas of improvement and to motivate them to perform better.

Question 2

The job characteristics model acknowledges the role that individual differences play in determining how employees respond to the design of their jobs.

Accepted Answer

The job characteristics model does recognize that individual differences, such as skills, abilities, and values, can impact how employees react to job design factors such as autonomy, feedback, and task variety.

Question 3

When the intrinsic motivation of employees is high, they require close supervision.

Accepted Answer

When the intrinsic motivation of employees is high, they are internally motivated to do well. Therefore, managers do not need to supervise them as closely as they do when their intrinsic motivation is low.

Question 4

Social information processing and the job characteristics model have nothing in common.

Accepted Answer

The job characteristics model is complemented by the social information processing model.

Question 5

Receiving feedback has a positive impact on intrinsic motivation.

Accepted Answer

Receiving feedback can provide individuals with a sense of competence, autonomy, and relatedness, which are all key factors in promoting intrinsic motivation. This is especially true when the feedback is specific, timely, and related to the individual's goals or interests.

Question 6

The Job Diagnostic Survey can be used to identify the core dimensions of a job that should be redesigned and that, if changed, will produce the largest increase in the motivating potential score.

Accepted Answer

The Job Diagnostic Survey is designed to identify the key dimensions of a job that can be improved to enhance employee motivation and performance. By assessing key factors such as skill variety, task identity, task significance, autonomy, and feedback, the survey can help managers identify areas where job redesign and restructuring may be most effective. By focusing on these core dimensions, managers can create jobs that are more engaging, rewarding, and satisfying for employees, which can in turn improve overall organizational performance.

Question 7

The motivating potential score (MPS) is equal to the average of the first three core-job dimensions (skill variety, task identity, and task significance) multiplied by autonomy and feedback.

Accepted Answer

The formula for MPS is indeed the average of skill variety, task identity, and task significance multiplied by autonomy and feedback.

Question 8

Task significance is the degree to which a job allows an employee freedom and independence.

Accepted Answer

Task significance is the extent to which a job has an impact on the lives or work of other people in or out of the organization.

Question 9

Workers who are dissatisfied with their work context spend significant amounts of energy dealing with their dissatisfaction and are not able to appreciate and respond to the potential for intrinsic motivation on their jobs.

Accepted Answer

Studies have shown that when workers are dissatisfied with their work context, they focus less on intrinsic motivation and may even become actively disengaged, leading to reduced productivity and performance.

Question 10

Autonomy is the degree to which a job allows an employee the freedom and independence to schedule work and decide how to carry it out.

Accepted Answer

Autonomy refers to the level of authority and control an employee has over their work. It allows employees to make decisions on how to accomplish their tasks and manage their workflow. Therefore, the statement is true.

Question 11

Growth-need strength describes how satisfied employees are with extrinsic outcomes they receive from their jobs.

Accepted Answer

Growth-need strength is the extent to which an individual wants his or her work to contribute to personal growth, learning, and development.

Question 12

Management's perceptions of the five core dimensions of a job are the key determinants of intrinsic motivation.

Accepted Answer

The key determinants of intrinsic motivation are the employees' perceptions of the five core dimensions of a job.

Question 13

Salancik and Pfeffer propose that how employees perceive and respond to the design of their jobs is influenced by their moods.

Accepted Answer

Salancik and Pfeffer propose that how employees perceive and respond to the design of their jobs is influenced by social information and by their own past behavior.

Question 14

Experienced responsibility for work outcomes is the extent to which employees feel they are personally responsible or accountable for their job performance.

Accepted Answer

Experienced responsibility for work outcomes refers to an employee's sense of personal accountability for their job performance.

Question 15

According to the job characteristics model, satisfaction with the work context is the extent to which an individual wants his or her work to contribute to personal growth, learning, and development.

Accepted Answer

Satisfaction with the work context describes how satisfied employees are with extrinsic outcomes they receive from their jobs.

Question 16

Contingent workers are hired or contracted on a temporary basis to fill needs for labor, which change over time.

Accepted Answer

Contingent workers are hired or contracted on a temporary basis to fill needs for labor, which change over time.

Question 17

Experienced meaningfulness of work is the degree to which employees feel their jobs are important and worthwhile.

Accepted Answer

Experienced meaningfulness of work refers to the subjective perception of employees that their work is important and valuable, and provides a sense of purpose and significance. This is a key aspect of job satisfaction and can lead to increased motivation and engagement in the workplace.

Question 18

The motivating potential score (MPS) is a measure of the overall potential of a job to foster intrinsic motivation.

Accepted Answer

The motivating potential score (MPS) is a well-established concept in job design that measures the extent to which a job is capable of motivating individuals based on five key job characteristics: skill variety, task identity, task significance, autonomy, and job feedback. These factors can increase the experience of meaningfulness, responsibility, and knowledge of results, which can boost intrinsic motivation. Therefore, a higher MPS indicates a more engaging and satisfying job that is likely to promote intrinsic motivation in employees.

Question 19

The job of a carnival ride operator who presses buttons to start and stop rides has a low level of skill variety.

Accepted Answer

The job of a carnival ride operator involves mainly pressing buttons to start and stop rides, which means it has a low level of skill variety.

Question 20

The social environment provides employees with information about how they should evaluate their jobs and work outcomes.

Accepted Answer

The social environment includes factors such as organizational culture, coworkers, and supervisors, which can influence employee perceptions of job satisfaction, performance expectations, and overall job attitudes. Social cues and feedback from others in the workplace can shape how individuals interpret and respond to different aspects of their work, including the tasks they perform, the recognition they receive, and the opportunities for growth and advancement.

Quiz 7: Creating a Motivating Work Setting

Knowledge of results is the degree to which employees know how well they are performing their jobs on a continuous basis.

The job characteristics model acknowledges the role that individual differences play in determining how employees respond to the design of their jobs.

When the intrinsic motivation of employees is high, they require close supervision.

Social information processing and the job characteristics model have nothing in common.

Receiving feedback has a positive impact on intrinsic motivation.

The Job Diagnostic Survey can be used to identify the core dimensions of a job that should be redesigned and that, if changed, will produce the largest increase in the motivating potential score.

The motivating potential score (MPS) is equal to the average of the first three core-job dimensions (skill variety, task identity, and task significance) multiplied by autonomy and feedback.

Task significance is the degree to which a job allows an employee freedom and independence.

Workers who are dissatisfied with their work context spend significant amounts of energy dealing with their dissatisfaction and are not able to appreciate and respond to the potential for intrinsic motivation on their jobs.

Autonomy is the degree to which a job allows an employee the freedom and independence to schedule work and decide how to carry it out.

Growth-need strength describes how satisfied employees are with extrinsic outcomes they receive from their jobs.

Management's perceptions of the five core dimensions of a job are the key determinants of intrinsic motivation.

Salancik and Pfeffer propose that how employees perceive and respond to the design of their jobs is influenced by their moods.

Experienced responsibility for work outcomes is the extent to which employees feel they are personally responsible or accountable for their job performance.

According to the job characteristics model, satisfaction with the work context is the extent to which an individual wants his or her work to contribute to personal growth, learning, and development.

Contingent workers are hired or contracted on a temporary basis to fill needs for labor, which change over time.

Experienced meaningfulness of work is the degree to which employees feel their jobs are important and worthwhile.

The motivating potential score (MPS) is a measure of the overall potential of a job to foster intrinsic motivation.

The job of a carnival ride operator who presses buttons to start and stop rides has a low level of skill variety.

The social environment provides employees with information about how they should evaluate their jobs and work outcomes.