Question 1

Valence refers to how desirable each of the available outcomes is to most workers.

Accepted Answer

A) True 
 B)False

Question 2

A small organization has only five employees. The employees are very close to one another and the office is like home, very safe and comfortable. However, it is a struggling business, so the employees are not making enough to get by. According to Alderfer, which of the following statements is FALSE?

Accepted Answer

A)  The employees need to make more money before they are motivated by anything else. 
B)  The employees may put even more effort into their relationships with one another. 
C)  If the boss proposes an exciting project, the workers may be excited to work on it. 
D)  The employees may be interested in improving their own skills. 
A)  The employees need to make more money before they are motivated by anything else. 
B)  The employees may put even more effort into their relationships with one another. 
C)  If the boss proposes an exciting project, the workers may be excited to work on it. 
D)  The employees may be interested in improving their own skills.

Question 3

Expectancy theory is concerned with how employees make choices among alternative behaviors and levels of effort.

Accepted Answer

A) True 
 B)False

Question 4

The three key elements of work motivation are direction of behavior, level of effort, and goal achievement.

Accepted Answer

A) True 
 B)False

Question 5

Work motivation explains why employees behave the way they do.

Accepted Answer

A) True 
 B)False

Question 6

Barbara Subaru is a secretary with a prestigious law firm who has observed that other secretaries with the firm receive better pay and have better working conditions than she does, even though she is more productive than they are. Equity theory would label this condition as ________.

Accepted Answer

A)  overpayment inequity 
B)  referent inequity 
C)  underpayment inequity 
D)  imbalance inequity 
A)  overpayment inequity 
B)  referent inequity 
C)  underpayment inequity 
D)  imbalance inequity

Question 7

ERG theory asserts that an individual who is frustrated in satisfying a higher-level need will ________.

Accepted Answer

A)  stay at the current need level 
B)  increase the level of persistence until he or she satisfies the need 
C)  skip to the next higher level of need 
D)  experience increased motivation to satisfy lower-level needs 
A)  stay at the current need level 
B)  increase the level of persistence until he or she satisfies the need 
C)  skip to the next higher level of need 
D)  experience increased motivation to satisfy lower-level needs

Question 8

A need is a requirement for survival and well-being.

Accepted Answer

A) True 
 B)False

Question 9

Laura has dreamed of playing in a symphony. She practices her instrument everyday and yet year after year, she cannot successfully play the difficult musical piece necessary to try out. This is an example of ________.

Accepted Answer

A)  motivation not equaling performance 
B)  vicarious learning being of upmost importance 
C)  motivation being the main factor in performance 
D)  extrinsic motivation outweighing intrinsic motivation 
A)  motivation not equaling performance 
B)  vicarious learning being of upmost importance 
C)  motivation being the main factor in performance 
D)  extrinsic motivation outweighing intrinsic motivation

Question 10

The law office of Smith and Smith is one of safety and comfort. Co-workers are friends and there are several office parties. But, everything is not perfect. June has a large family and her salary is just not enough to cover everything. Bill makes the same salary but because he is single and doesn't have many expenses his needs are met. Sam, a new employee, appreciates the office parties but still feels out of the loop. According to Maslow, who is most likely to be motivated by interesting projects and opportunities for growth?

Accepted Answer

A)  June 
B)  Bill 
C)  Sam 
D)  any of the employees may be equally motivated by interesting projects 
A)  June 
B)  Bill 
C)  Sam 
D)  any of the employees may be equally motivated by interesting projects

Question 11

The outcome/input ratio is the relationship between what an employee gets from a job (outcomes), and what he or she contributes to the job (inputs).

Accepted Answer

A) True 
 B)False

Question 12

An employee's work motivation can be either intrinsic or extrinsic, but not both.

Accepted Answer

A) True 
 B)False

Question 13

If an employee does not think she is capable of performing at an adequate level even with maximum effort, her motivation to perform at that level will be ________.

Accepted Answer

A)  high 
B)  low 
C)  zero 
D)  average 
A)  high 
B)  low 
C)  zero 
D)  average

Question 14

Preliminary research has shown that perceptions of ________ may be especially important when outcomes like pay and benefits are relatively low.

Accepted Answer

A)  informational justice 
B)  distributive justice 
C)  procedural justice 
D)  interpersonal justice 
A)  informational justice 
B)  distributive justice 
C)  procedural justice 
D)  interpersonal justice

Question 15

Discuss the ways in which equity can be restored.

Accepted Answer

Equity can be restored in the following

Question 16

________ is concerned with how employees make choices among alternative behaviors and levels of effort.

Accepted Answer

A)  Equity theory 
B)  ERG theory 
C)  Expectancy theory 
D)  Need theory 
A)  Equity theory 
B)  ERG theory 
C)  Expectancy theory 
D)  Need theory

Question 17

Direction of behavior refers to how hard a person works to perform a chosen behavior.

Accepted Answer

A) True 
 B)False

Question 18

According to Maslow's hierarchy of needs, physiological needs involve security, stability, and a safe environment.

Accepted Answer

A) True 
 B)False

Question 19

Expectancy is an employee's perception about the extent to which his or her effort will result in a certain level of job performance.

Accepted Answer

A) True 
 B)False

Question 20

________ pertains to employees' perceptions of the extent to which managers explain their decisions, and the procedures used to make them, to employees.

Accepted Answer

A)  Distributive justice 
B)  Procedural justice 
C)  Interpersonal justice 
D)  Informational justice 
A)  Distributive justice 
B)  Procedural justice 
C)  Interpersonal justice 
D)  Informational justice

Valence refers to how desirable each of the available outcomes is to most workers.

A small organization has only five employees. The employees are very close to one another and the office is like home, very safe and comfortable. However, it is a struggling business, so the employees are not making enough to get by. According to Alderfer, which of the following statements is FALSE?

Expectancy theory is concerned with how employees make choices among alternative behaviors and levels of effort.

The three key elements of work motivation are direction of behavior, level of effort, and goal achievement.

Work motivation explains why employees behave the way they do.

Barbara Subaru is a secretary with a prestigious law firm who has observed that other secretaries with the firm receive better pay and have better working conditions than she does, even though she is more productive than they are. Equity theory would label this condition as ________.

ERG theory asserts that an individual who is frustrated in satisfying a higher-level need will ________.

A need is a requirement for survival and well-being.

Laura has dreamed of playing in a symphony. She practices her instrument everyday and yet year after year, she cannot successfully play the difficult musical piece necessary to try out. This is an example of ________.

The outcome/input ratio is the relationship between what an employee gets from a job (outcomes), and what he or she contributes to the job (inputs).

An employee's work motivation can be either intrinsic or extrinsic, but not both.

If an employee does not think she is capable of performing at an adequate level even with maximum effort, her motivation to perform at that level will be ________.

Preliminary research has shown that perceptions of ________ may be especially important when outcomes like pay and benefits are relatively low.

Discuss the ways in which equity can be restored.

________ is concerned with how employees make choices among alternative behaviors and levels of effort.

Direction of behavior refers to how hard a person works to perform a chosen behavior.

According to Maslow's hierarchy of needs, physiological needs involve security, stability, and a safe environment.

Expectancy is an employee's perception about the extent to which his or her effort will result in a certain level of job performance.

________ pertains to employees' perceptions of the extent to which managers explain their decisions, and the procedures used to make them, to employees.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters

Exam 6: The Nature of Work Motivation

Valence refers to how desirable each of the available outcomes is to most workers.

Expectancy theory is concerned with how employees make choices among alternative behaviors and levels of effort.

The three key elements of work motivation are direction of behavior, level of effort, and goal achievement.

Work motivation explains why employees behave the way they do.

Barbara Subaru is a secretary with a prestigious law firm who has observed that other secretaries with the firm receive better pay and have better working conditions than she does, even though she is more productive than they are. Equity theory would label this condition as ________.

ERG theory asserts that an individual who is frustrated in satisfying a higher-level need will ________.

A need is a requirement for survival and well-being.

Laura has dreamed of playing in a symphony. She practices her instrument everyday and yet year after year, she cannot successfully play the difficult musical piece necessary to try out. This is an example of ________.

The outcome/input ratio is the relationship between what an employee gets from a job (outcomes), and what he or she contributes to the job (inputs).

An employee's work motivation can be either intrinsic or extrinsic, but not both.

If an employee does not think she is capable of performing at an adequate level even with maximum effort, her motivation to perform at that level will be ________.

Preliminary research has shown that perceptions of ________ may be especially important when outcomes like pay and benefits are relatively low.

Discuss the ways in which equity can be restored.

________ is concerned with how employees make choices among alternative behaviors and levels of effort.

Direction of behavior refers to how hard a person works to perform a chosen behavior.

According to Maslow's hierarchy of needs, physiological needs involve security, stability, and a safe environment.

Expectancy is an employee's perception about the extent to which his or her effort will result in a certain level of job performance.

________ pertains to employees' perceptions of the extent to which managers explain their decisions, and the procedures used to make them, to employees.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters