Question 1

Modern management practices emphasize _____.

Accepted Answer

A) only material rewards 
B) only economic rewards 
C) external incentives 
D) the use of differential piece-rate systems 
A) only material rewards 
B) only economic rewards 
C) external incentives 
D) the use of differential piece-rate systems C

Question 2

Expectancy theory attributes motivational problems to:

Accepted Answer

A) disbelief in a relationship between effort and performance. 
B) one's desire for professional recognition. 
C) belief in a relationship between performance and rewards. 
D) one's self-interest. 
A) disbelief in a relationship between effort and performance. 
B) one's desire for professional recognition. 
C) belief in a relationship between performance and rewards. 
D) one's self-interest. A

Question 3

According to McClelland's need theory, the _____ is interpersonal because it involves influence over other people.

Accepted Answer

A) need for achievement 
B) need for affiliation 
C) need for safety 
D) need for power 
A) need for achievement 
B) need for affiliation 
C) need for safety 
D) need for power D

Question 4

Susan, a systems engineer at Mark and Stefunn, is highly satisfied with her job because of the recognition she gets from her manager. The presence of constant opportunities for career growth and job responsibilities also adds to her satisfaction. According to Herzberg's theory, which of the following is a reason for Susan's job satisfaction?

Accepted Answer

A) The presence of motivation factors 
B) The absence of manifest needs 
C) Insufficient hygiene factors 
D) Sufficient existence needs 
A) The presence of motivation factors 
B) The absence of manifest needs 
C) Insufficient hygiene factors 
D) Sufficient existence needs

Question 5

What are some of the characteristics of people with a high need for affiliation?

Accepted Answer

Answers will vary. The need for affiliat

Question 6

Adam Smith formulated the invisible hand and the free market to explain the motivation for individual behaviors. The invisible hand refers to:

Accepted Answer

A) the variables within an individual that lead to motivation and behavior. 
B) the desire to influence others, the urge to change people or events, and the wish to make a difference in life. 
C) the work conditions related to satisfaction of the need for psychological growth. 
D) the unseen forces of a system that shape the most efficient use of people, money, and resources for productive ends. 
A) the variables within an individual that lead to motivation and behavior. 
B) the desire to influence others, the urge to change people or events, and the wish to make a difference in life. 
C) the work conditions related to satisfaction of the need for psychological growth. 
D) the unseen forces of a system that shape the most efficient use of people, money, and resources for productive ends.

Question 7

The _____ is a manifest need to establish and maintain warm, close, intimate relationships with other people.

Accepted Answer

A) need for achievement 
B) need for affiliation 
C) need for safety 
D) need for power 
A) need for achievement 
B) need for affiliation 
C) need for safety 
D) need for power

Question 8

According to McClelland, high achievers:

Accepted Answer

A) prefer to work alone, irrespective of their task. 
B) often hope and plan for success. 
C) set goals that are very simple. 
D) do not mind having external events interfere with their progress. 
A) prefer to work alone, irrespective of their task. 
B) often hope and plan for success. 
C) set goals that are very simple. 
D) do not mind having external events interfere with their progress.

Question 9

Identify the seven basic strategies provided by Adams' theory for restoring equity.

Accepted Answer

Answers will vary. Once a person establi

Question 10

According to McClelland, people with a high need for achievement:

Accepted Answer

A) do not like to receive feedback on their progress. 
B) do not like having external events interfere with their progress. 
C) always prefer to work with a team, irrespective of their task. 
D) set goals that are very simple and easily achievable. 
A) do not like to receive feedback on their progress. 
B) do not like having external events interfere with their progress. 
C) always prefer to work with a team, irrespective of their task. 
D) set goals that are very simple and easily achievable.

Question 11

_____ of motivation focus on the elements in the environment, including the consequences of behavior, as the basis for understanding and explaining people's behavior at work.

Accepted Answer

A) External theories 
B) Process theories 
C) Internal theories 
D) Dual-route theories 
A) External theories 
B) Process theories 
C) Internal theories 
D) Dual-route theories

Question 12

According to Adams's theory of inequity, which of the following is a strategy for restoring equity?

Accepted Answer

A) Rationalizing the equity 
B) Altering a person's inputs 
C) Including a hierarchy 
D) Altering the organizational structure 
A) Rationalizing the equity 
B) Altering a person's inputs 
C) Including a hierarchy 
D) Altering the organizational structure

Question 13

External theories of motivation give primary consideration to variables within an individual that lead to motivation and behavior.

Accepted Answer

A) True 
 B)False

Question 14

In the context of Murray's manifest needs theory, the _____ is the desire for independence and freedom from constraints.

Accepted Answer

A) need for autonomy 
B) need for affiliation 
C) need for safety 
D) need for power 
A) need for autonomy 
B) need for affiliation 
C) need for safety 
D) need for power

Question 15

People with a high need for autonomy:

Accepted Answer

A) prefer to work with a team. 
B) control the pace of their work. 
C) like bureaucratic rules. 
D) prefer having stringent guidelines and procedures. 
A) prefer to work with a team. 
B) control the pace of their work. 
C) like bureaucratic rules. 
D) prefer having stringent guidelines and procedures.

Question 16

Adams's theory of inequity suggests that people are motivated when they:

Accepted Answer

A) find themselves in situations of equity. 
B) have a very high need for socialized power as opposed to personalized power. 
C) satisfy organizational demands through a range of contributions. 
D) find themselves in situations of unfairness. 
A) find themselves in situations of equity. 
B) have a very high need for socialized power as opposed to personalized power. 
C) satisfy organizational demands through a range of contributions. 
D) find themselves in situations of unfairness.

Question 17

Organizations with high levels of employee engagement usually do not perform well financially in volatile economic times.

Accepted Answer

A) True 
 B)False

Question 18

Maslow's need hierarchy suggests that:

Accepted Answer

A) people progress up the hierarchy as they successively gratify each level of need. 
B) people with a high need for achievement seek performance excellence. 
C) it is more crucial to gratify the needs at the highest level and then the ones below it. 
D) the lowest level of needs represents the external incentives of employees. 
A) people progress up the hierarchy as they successively gratify each level of need. 
B) people with a high need for achievement seek performance excellence. 
C) it is more crucial to gratify the needs at the highest level and then the ones below it. 
D) the lowest level of needs represents the external incentives of employees.

Question 19

John, a corporate lawyer, works 80 hours a week. Because of his busy schedule, he doesn't get enough sleep and that has started to take a toll on his health. He asks his manager for a day off so that he could get some sleep. According to Maslow's need hierarchy theory, which of the following needs does John try to fulfill?

Accepted Answer

A) The need for security 
B) Physiological needs 
C) Self-actualization needs 
D) The need for affiliation 
A) The need for security 
B) Physiological needs 
C) Self-actualization needs 
D) The need for affiliation

Question 20

In Herzberg's two-factor theory, work conditions related to satisfaction of the need for psychological growth were labeled motivation factors.

Accepted Answer

A) True 
 B)False

Modern management practices emphasize _____.

Expectancy theory attributes motivational problems to:

According to McClelland's need theory, the _____ is interpersonal because it involves influence over other people.

What are some of the characteristics of people with a high need for affiliation?

Adam Smith formulated the invisible hand and the free market to explain the motivation for individual behaviors. The invisible hand refers to:

The _____ is a manifest need to establish and maintain warm, close, intimate relationships with other people.

According to McClelland, high achievers:

Identify the seven basic strategies provided by Adams' theory for restoring equity.

According to McClelland, people with a high need for achievement:

_____ of motivation focus on the elements in the environment, including the consequences of behavior, as the basis for understanding and explaining people's behavior at work.

According to Adams's theory of inequity, which of the following is a strategy for restoring equity?

External theories of motivation give primary consideration to variables within an individual that lead to motivation and behavior.

In the context of Murray's manifest needs theory, the _____ is the desire for independence and freedom from constraints.

People with a high need for autonomy:

Adams's theory of inequity suggests that people are motivated when they:

Organizations with high levels of employee engagement usually do not perform well financially in volatile economic times.

Maslow's need hierarchy suggests that:

In Herzberg's two-factor theory, work conditions related to satisfaction of the need for psychological growth were labeled motivation factors.

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Organizational Culture

Career Management

Managing Change

Filters

Exam 5: Motivation at Work

Modern management practices emphasize _____.

Expectancy theory attributes motivational problems to:

According to McClelland's need theory, the _____ is interpersonal because it involves influence over other people.

What are some of the characteristics of people with a high need for affiliation?

Adam Smith formulated the invisible hand and the free market to explain the motivation for individual behaviors. The invisible hand refers to:

The _____ is a manifest need to establish and maintain warm, close, intimate relationships with other people.

According to McClelland, high achievers:

Identify the seven basic strategies provided by Adams' theory for restoring equity.

According to McClelland, people with a high need for achievement:

_____ of motivation focus on the elements in the environment, including the consequences of behavior, as the basis for understanding and explaining people's behavior at work.

According to Adams's theory of inequity, which of the following is a strategy for restoring equity?

External theories of motivation give primary consideration to variables within an individual that lead to motivation and behavior.

In the context of Murray's manifest needs theory, the _____ is the desire for independence and freedom from constraints.

People with a high need for autonomy:

Adams's theory of inequity suggests that people are motivated when they:

Organizations with high levels of employee engagement usually do not perform well financially in volatile economic times.

Maslow's need hierarchy suggests that:

In Herzberg's two-factor theory, work conditions related to satisfaction of the need for psychological growth were labeled motivation factors.

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Organizational Culture

Career Management

Managing Change

Filters