Question 1

A person with high self-efficacy is MOST LIKELY to have high ________.

Accepted Answer

A)  expectancy 
B)  instrumentality 
C)  valence 
D)  equity 
A)  expectancy 
B)  instrumentality 
C)  valence 
D)  equity

Question 2

Maslow argued that once a need is satisfied, it is no longer a source of motivation.

Accepted Answer

A) True 
 B)False

Question 3

According to ________, what is important to motivation is how an employee perceives his or her outcome/input ratio compared to the outcome/input ratio of another person.

Accepted Answer

A)  need theory 
B)  equity theory 
C)  expectancy theory 
D)  organizational justice theory 
A)  need theory 
B)  equity theory 
C)  expectancy theory 
D)  organizational justice theory

Question 4

As sales account manager for J & R, Inc., Chris Nguyen can choose to call on customers, do her sales reports, or goof off on company time. The option she chooses BEST exhibits which element of work motivation?

Accepted Answer

A)  level of effort 
B)  dedication to work 
C)  level of persistence 
D)  direction of behavior 
A)  level of effort 
B)  dedication to work 
C)  level of persistence 
D)  direction of behavior

Question 5

Explain the distinction between motivation and performance.

Accepted Answer

Motivation and performance are two disti

Question 6

According to expectancy theory, if a consequence has a valence and an employee has high instrumentality but low expectancy what type of motivation will exist?

Accepted Answer

A)  no motivation 
B)  low motivation 
C)  moderate motivation 
D)  high motivation 
A)  no motivation 
B)  low motivation 
C)  moderate motivation 
D)  high motivation

Question 7

________ is a worker's perception of the extent to which performing certain behaviors or performing at a certain level will lead to the attainment of a particular outcome.

Accepted Answer

A)  Valence 
B)  Expectancy 
C)  Instrumentality 
D)  Ratiocination 
A)  Valence 
B)  Expectancy 
C)  Instrumentality 
D)  Ratiocination

Question 8

________ is an evaluation of the results of a person's behavior.

Accepted Answer

A)  Motivation 
B)  Performance 
C)  Level of effort 
D)  Level of persistence 
A)  Motivation 
B)  Performance 
C)  Level of effort 
D)  Level of persistence

Question 9

Which of the following is NOT an outcome in the motivation equation?

Accepted Answer

A)  job security 
B)  feeling of accomplishment 
C)  level of customer service 
D)  vacation 
A)  job security 
B)  feeling of accomplishment 
C)  level of customer service 
D)  vacation

Question 10

According to Maslow, self-actualization is the highest-level need.

Accepted Answer

A) True 
 B)False

Question 11

Employees' reactions to procedures depend on how fair they perceive them to be, not how fair they may actually be.

Accepted Answer

A) True 
 B)False

A person with high self-efficacy is MOST LIKELY to have high ________.

Maslow argued that once a need is satisfied, it is no longer a source of motivation.

According to ________, what is important to motivation is how an employee perceives his or her outcome/input ratio compared to the outcome/input ratio of another person.

As sales account manager for J & R, Inc., Chris Nguyen can choose to call on customers, do her sales reports, or goof off on company time. The option she chooses BEST exhibits which element of work motivation?

Explain the distinction between motivation and performance.

According to expectancy theory, if a consequence has a valence and an employee has high instrumentality but low expectancy what type of motivation will exist?

________ is a worker's perception of the extent to which performing certain behaviors or performing at a certain level will lead to the attainment of a particular outcome.

________ is an evaluation of the results of a person's behavior.

Which of the following is NOT an outcome in the motivation equation?

According to Maslow, self-actualization is the highest-level need.

Employees' reactions to procedures depend on how fair they perceive them to be, not how fair they may actually be.

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

A person with high self-efficacy is MOST LIKELY to have high ________.

Maslow argued that once a need is satisfied, it is no longer a source of motivation.

According to ________, what is important to motivation is how an employee perceives his or her outcome/input ratio compared to the outcome/input ratio of another person.

As sales account manager for J & R, Inc., Chris Nguyen can choose to call on customers, do her sales reports, or goof off on company time. The option she chooses BEST exhibits which element of work motivation?

Explain the distinction between motivation and performance.

According to expectancy theory, if a consequence has a valence and an employee has high instrumentality but low expectancy what type of motivation will exist?

________ is a worker's perception of the extent to which performing certain behaviors or performing at a certain level will lead to the attainment of a particular outcome.

________ is an evaluation of the results of a person's behavior.

Which of the following is NOT an outcome in the motivation equation?

According to Maslow, self-actualization is the highest-level need.

Employees' reactions to procedures depend on how fair they perceive them to be, not how fair they may actually be.

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