Question 1

The core of reinforcement theory is that behavior that is followed by negative consequences is likely to be repeated.

Accepted Answer

The core of reinforcement theory is actually that behavior that is followed by positive consequences is likely to be repeated. Negative consequences would actually decrease the likelihood of the behavior being repeated, which is known as punishment in reinforcement theory.

Question 2

For reinforcement to work,we must associate the reward with the behavior.

Accepted Answer

Reinforcement works by strengthening a behavior by associating it with a reward. If the reward is not associated with the behavior, it will not have the desired effect.

Question 3

For goal setting to work people must be committed to the goal and have feedback about their progress toward their goal.

Accepted Answer

Goal setting requires commitment and regular feedback to track progress and make necessary adjustments. Without these important elements, goal setting is unlikely to be effective.

Question 4

Punishment is generally more effective than the other methods of behavior modification.

Accepted Answer

While punishment may work to change behavior in the short term, it often has negative side effects such as fear, resentment, and a focus on avoiding punishment rather than learning to behave differently. Positive reinforcement and other non-punitive methods have been shown to be more effective in the long term and are less damaging to the relationship between the person and the one enforcing the behavior change.

Question 5

In a fixed-interval reinforcement schedule,the desired behavior is reinforced after a specified number of correct responses.

Accepted Answer

In a fixed-interval reinforcement schedule, the desired behavior is reinforced after a specified amount of time has passed, not after a specified number of correct responses.

Question 6

Empowerment is consistent with Theory Y.

Accepted Answer

Theory Y, proposed by Douglas McGregor, assumes that people are naturally motivated to work and seek responsibility. Empowerment, which involves giving employees more autonomy and decision-making power, aligns with this theory by acknowledging and leveraging employees' inherent motivation and desire for control over their work.

Question 7

Some of the most powerful rewards are symbolic; things that cost very little but mean a lot to
the people who get them.

Accepted Answer

Symbolic rewards can be in the form of recognition, appreciation, or a simple handwritten note. These gestures may not have a monetary value, but they hold a lot of meaning and can have a significant impact on an individual's motivation and job satisfaction.

Question 8

Because it involves a horizontal rather than vertical expansion of job responsibilities,job rotation is a type of job enlargement rather than job enrichment.

Accepted Answer

Job enlargement refers to the expansion of job duties within the same job level or band. Job rotation involves horizontal movement across different jobs or departments, but without necessarily adding more responsibilities or skills. Therefore, it is a type of job enlargement rather than job enrichment, which aims to enhance the quality of the work itself and give employees more autonomy and decision-making power.

Question 9

If you don't expect any promotion opportunities to be available for a long time,or if you feel that several coworkers are next in line for the job you want,your instrumentality will be high.

Accepted Answer

Instrumentality refers to the perceived likelihood that performance will lead to a certain outcome. If you don't expect any promotion opportunities or believe others are ahead of you for a promotion, your instrumentality regarding getting a promotion would be low, not high.

Question 10

Employees should not wonder why some people get bonuses or get promoted and others do not-the requirements,procedures,and decision making processes should be clear and understood and decisions thoroughly explained.

Accepted Answer

Clear communication and transparency in decision-making processes help employees understand why some are rewarded and others are not, which can improve morale and reduce dissatisfaction among employees.

Question 11

Performance is enhanced when goals are both difficult (challenging but attainable)and specific (a number rather than a range); for example,selling $1,000 worth of clothing in a shift or assembling 15 parts per hour rather than "do your best"

Accepted Answer

Research has shown that specific and challenging goals lead to better performance compared to vague and non-specific goals. It provides clear benchmarks for success and motivates individuals to perform better.

Question 12

Enhancing trust and teamwork reduces the pressure for unethical behavior and better equips employees to manage the pressure.

Accepted Answer

Building trust and improving teamwork can lead to a more positive work environment and reduce the pressure on employees to engage in unethical behavior. This creates a culture where employees feel empowered and supported to make ethical decisions, which can ultimately benefit the organization as a whole.

Question 13

Self-efficacy perceptions cannot be changed.

Accepted Answer

Self-efficacy perceptions can be changed through various means such as gaining knowledge and skills, receiving positive feedback, and experiencing success in related tasks or activities.

Question 14

Goals work better on complex and novel tasks rather than simpler and well-learned tasks.

Accepted Answer

Goals are generally more effective for simple and well-learned tasks because the path to achieving the goal is clearer and the individual knows what actions are necessary. For complex and novel tasks, goals can still be beneficial, but the relationship is less straightforward since the individual may not know the best way to achieve the goal.

Question 15

Incentives almost always decrease unethical behavior.

Accepted Answer

This statement is false. While incentives may encourage some people to act ethically, they can also lead others to engage in unethical behavior in order to achieve the desired reward. Additionally, when people are solely motivated by incentives, they may be more likely to cut corners or engage in unethical behavior in order to reach their goal, rather than focusing on following moral principles.

Question 16

A high expectancy of success can sometimes reduce motivation.

Accepted Answer

If one has a high expectancy of success, they may feel as though success is already guaranteed and therefore may not feel as motivated to put in as much effort as they would if they had a lower expectancy of success. Additionally, if they encounter any obstacles or setbacks, they may feel discouraged or demotivated, as their high expectancy of success has not been met.

Question 17

Company policies and procedures usually govern the use of punishment.

Accepted Answer

Company policies and procedures address various aspects of the workplace, including discipline and punishment for violations or misconduct. These policies set guidelines for handling disciplinary issues and ensure fairness and consistency in administering disciplinary action.

Question 18

A continuous reinforcement schedule is one in which the desired behavior is reinforced each time that it occurs.

Accepted Answer

A continuous reinforcement schedule means that the desired behavior is consistently reinforced every time it occurs, without any lapses or gaps. This strategy can be effective for establishing new behaviors, but it may not be sustainable in the long run and can also lead to dependence on external reinforcement.

Question 19

Hackman and Oldham's job characteristics model focuses on creating a good match between a person and a job.

Accepted Answer

Hackman and Oldham's job characteristics model is based on the assumption that a good match between a person and a job can lead to higher job satisfaction, motivation, and performance. The model identifies five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) that can be manipulated to create a more meaningful and rewarding job for an employee.

Question 20

Individuals who have goals-and are not on course to meet them-are more likely to act unethically than people who are trying to do their best.

Accepted Answer

Research has shown that individuals who feel like they are not making progress towards their goals may be more likely to engage in unethical behavior. This can occur because they feel frustrated, stressed, or desperate to achieve their objectives, and may be willing to compromise their values or principles to do so. By contrast, individuals who are actively working towards their goals and making progress may be more motivated to maintain their integrity and stay true to their values, as they see the benefits of doing so.

Quiz 7: Motivating Behavior