Question 1

One of the most common consequences of overreward inequity is that overpaid employees try to increase their inputs by working harder.

Accepted Answer

A) True 
 B)False

Question 2

To increase goal performance

Accepted Answer

A) employees need to increase their lack of commitment to those goals. 
B) employers need to set tight deadlines. 
C) employees need to focus on what is good for the company instead of themselves. 
D) supervisors need to reduce any control over setting the goals. 
E) employees need goals that are specific and clear. 
A) employees need to increase their lack of commitment to those goals. 
B) employers need to set tight deadlines. 
C) employees need to focus on what is good for the company instead of themselves. 
D) supervisors need to reduce any control over setting the goals. 
E) employees need goals that are specific and clear.

Question 3

Self-reinforcement is a component of

Accepted Answer

A) attribution theory. 
B) Johari Window. 
C) Equity theory. 
D) social cognitive theory. 
E) behaviour modification. 
A) attribution theory. 
B) Johari Window. 
C) Equity theory. 
D) social cognitive theory. 
E) behaviour modification.

Question 4

360-degree feedback tends to

Accepted Answer

A) be perceived as less accurate than feedback only from the supervisor. 
B) be more complete and accurate information than feedback from a supervisor alone. 
C) be more effective when the results are used to determine pay increases and promotions, not just employee development. 
D) All of the answers are correct. 
E) be perceived as less accurate than feedback only from the supervisor and be more ambiguous and conflicting than when feedback comes only from the supervisor. 
A) be perceived as less accurate than feedback only from the supervisor. 
B) be more complete and accurate information than feedback from a supervisor alone. 
C) be more effective when the results are used to determine pay increases and promotions, not just employee development. 
D) All of the answers are correct. 
E) be perceived as less accurate than feedback only from the supervisor and be more ambiguous and conflicting than when feedback comes only from the supervisor.

Question 5

One problem with equity theory is that it incorrectly assumes people are individualistic, rational, and selfish.

Accepted Answer

A) True 
 B)False

Question 6

Maslow's view of employee motivation

Accepted Answer

A) introduced a mechanistic perspective of the workplace in organizational behaviour. 
B) was that we should focus mostly on need deprivation. 
C) encouraged others to narrowly define needs or drives. 
D) became the foundation of positive organizational behaviour. 
E) helped employers standardize reward systems. 
A) introduced a mechanistic perspective of the workplace in organizational behaviour. 
B) was that we should focus mostly on need deprivation. 
C) encouraged others to narrowly define needs or drives. 
D) became the foundation of positive organizational behaviour. 
E) helped employers standardize reward systems.

Question 7

Voice and the right to appeal are two important practices that influence

Accepted Answer

A) a person's innate drives. 
B) whether companies should use 360-degree feedback or just supervisor feedback. 
C) perceptions of procedural justice. 
D) the size of outcome valences. 
E) a person's location in Maslow's needs hierarchy. 
A) a person's innate drives. 
B) whether companies should use 360-degree feedback or just supervisor feedback. 
C) perceptions of procedural justice. 
D) the size of outcome valences. 
E) a person's location in Maslow's needs hierarchy.

Question 8

Goal setting is most effective when

Accepted Answer

A) the goals are achievable but challenging. 
B) the outcome is an intrinsic reward, rather than an extrinsic reward. 
C) the supervisor sets the goals before discussing them with the employee. 
D) the goal statements are general rather than specific. 
E) the supervisor sets the goals before discussing them with the employee and the goals stretch the employee's abilities and motivation. 
A) the goals are achievable but challenging. 
B) the outcome is an intrinsic reward, rather than an extrinsic reward. 
C) the supervisor sets the goals before discussing them with the employee. 
D) the goal statements are general rather than specific. 
E) the supervisor sets the goals before discussing them with the employee and the goals stretch the employee's abilities and motivation.

Question 9

Friendly Cafe is a chain of coffee shops located throughout Canada. The company president wants your management-consulting firm to use behavioural modelling to improve customer service skills among servers. Give two explanations why behavioural modelling may be an effective learning strategy in this situation and identify two important characteristics of this approach.

Accepted Answer

According to social cognitive theory, em

Question 10

Research suggests that feedback originating only from the supervisor provides more complete and accurate information than feedback received through a 360-degree process.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following basic needs is explicitly stated in needs hierarchy theory and theory of learned needs?

Accepted Answer

A) Physiological needs 
B) Safety needs 
C) Financial needs 
D) Power needs 
E) None of the answers apply. 
A) Physiological needs 
B) Safety needs 
C) Financial needs 
D) Power needs 
E) None of the answers apply.

Question 12

The concept of employee engagement is related to motivation, but not role perception.

Accepted Answer

A) True 
 B)False

Question 13

Motivation is closely related to the concept of employee engagement.

Accepted Answer

A) True 
 B)False

Question 14

Organizational justice has two distinct facets called ________ and ________ justice

Accepted Answer

A) distributive; procedural 
B) structural; social 
C) innate; learned 
D) fair; illegal 
E) active; passive 
A) distributive; procedural 
B) structural; social 
C) innate; learned 
D) fair; illegal 
E) active; passive

Question 15

In four-drive theory, the drive to bond does not produce any emotional markers

Accepted Answer

A) True 
 B)False

Question 16

The variable ratio schedule of reinforcement makes behaviour highly resistant to extinction.

Accepted Answer

A) True 
 B)False

Question 17

People with a high need for affiliation

Accepted Answer

A) try to smooth out conflicts that occur in meetings and other social settings. 
B) want to form positive relationships with others. 
C) try to project a favourable image of themselves. 
D) tend to work well in coordinating roles. 
E) All of the answers are correct. 
A) try to smooth out conflicts that occur in meetings and other social settings. 
B) want to form positive relationships with others. 
C) try to project a favourable image of themselves. 
D) tend to work well in coordinating roles. 
E) All of the answers are correct.

Question 18

Compared with supervisor-only feedback, 360-degree feedback tends to be

Accepted Answer

A) less relevant to the employee's actual performance. 
B) less accurate. 
C) less ambiguous. 
D) All of the answers are correct. 
E) None of the answers apply. 
A) less relevant to the employee's actual performance. 
B) less accurate. 
C) less ambiguous. 
D) All of the answers are correct. 
E) None of the answers apply.

Question 19

If supervisors are able to observe only a small portion of an employee's behaviour and performance, then they should:

Accepted Answer

A) consider using 360-degree feedback for that employee. 
B) evaluate several employees and average their performance results. 
C) infer job performance on unobserved tasks from the person's performance on observed tasks. 
D) evaluate the employee's performance based on their personal observations. 
E) None of the answers apply. 
A) consider using 360-degree feedback for that employee. 
B) evaluate several employees and average their performance results. 
C) infer job performance on unobserved tasks from the person's performance on observed tasks. 
D) evaluate the employee's performance based on their personal observations. 
E) None of the answers apply.

Question 20

Briefly describe the various drives within the Four-drive Theory and explain how drives influence employee motivation.

Accepted Answer

Drive to acquire: This is the drive to s

One of the most common consequences of overreward inequity is that overpaid employees try to increase their inputs by working harder.

To increase goal performance

Self-reinforcement is a component of

360-degree feedback tends to

One problem with equity theory is that it incorrectly assumes people are individualistic, rational, and selfish.

Maslow's view of employee motivation

Voice and the right to appeal are two important practices that influence

Goal setting is most effective when

Research suggests that feedback originating only from the supervisor provides more complete and accurate information than feedback received through a 360-degree process.

Which of the following basic needs is explicitly stated in needs hierarchy theory and theory of learned needs?

The concept of employee engagement is related to motivation, but not role perception.

Motivation is closely related to the concept of employee engagement.

Organizational justice has two distinct facets called and justice

In four-drive theory, the drive to bond does not produce any emotional markers

The variable ratio schedule of reinforcement makes behaviour highly resistant to extinction.

People with a high need for affiliation

Compared with supervisor-only feedback, 360-degree feedback tends to be

If supervisors are able to observe only a small portion of an employee's behaviour and performance, then they should:

Briefly describe the various drives within the Four-drive Theory and explain how drives influence employee motivation.

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 5: Foundations of Employee Motivation

One of the most common consequences of overreward inequity is that overpaid employees try to increase their inputs by working harder.

To increase goal performance

Self-reinforcement is a component of

360-degree feedback tends to

One problem with equity theory is that it incorrectly assumes people are individualistic, rational, and selfish.

Maslow's view of employee motivation

Voice and the right to appeal are two important practices that influence

Goal setting is most effective when

Research suggests that feedback originating only from the supervisor provides more complete and accurate information than feedback received through a 360-degree process.

Which of the following basic needs is explicitly stated in needs hierarchy theory and theory of learned needs?

The concept of employee engagement is related to motivation, but not role perception.

Motivation is closely related to the concept of employee engagement.

Organizational justice has two distinct facets called ________ and ________ justice

In four-drive theory, the drive to bond does not produce any emotional markers

The variable ratio schedule of reinforcement makes behaviour highly resistant to extinction.

People with a high need for affiliation

Compared with supervisor-only feedback, 360-degree feedback tends to be

If supervisors are able to observe only a small portion of an employee's behaviour and performance, then they should:

Briefly describe the various drives within the Four-drive Theory and explain how drives influence employee motivation.

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Organizational justice has two distinct facets called and justice