Question 1

Herzberg would disagree with the notion that most employees are motivated primarily by money.

Accepted Answer

A) True 
 B)False

Question 2

According to Theory X, most workers dislike work, avoid responsibility, and must be coerced into working.

Accepted Answer

A) True 
 B)False

Question 3

One of the biggest problems that a supervisor must face at work concerns employees with attitude problems who have a negative impact on co-workers.

Accepted Answer

A) True 
 B)False

Question 4

Job enlargement does not result in improved employee performance.

Accepted Answer

A) True 
 B)False

Question 5

Core dimensions of job redesign are skill variety, task identity, and autonomy.

Accepted Answer

A) True 
 B)False

Question 6

According to Herzberg, elements that are intrinsic in a job that promote job performance are:

Accepted Answer

A)  Social factors. 
B)  Stimulus factors. 
C)  Motivation factors. 
D)  Hygiene factors. 
A)  Social factors. 
B)  Stimulus factors. 
C)  Motivation factors. 
D)  Hygiene factors.

Question 7

If Maslow's theory is correct, a person will be unable to satisfy biological needs until security needs are satisfied first.

Accepted Answer

A) True 
 B)False

Question 8

Well-designed jobs lead to increased motivation, higher-quality performance, and higher satisfaction among employees. What three psychological states must employees experience for these outcomes to occur?

Accepted Answer

For these outcomes to occur, employees m

Question 9

In the ERG theory, social and external esteem needs fit within the ________ category.

Accepted Answer

A)  existence 
B)  relatedness 
C)  growth 
D)  consistency 
A)  existence 
B)  relatedness 
C)  growth 
D)  consistency

Question 10

Elements intrinsic in a job that promote job performance are called motivation factors.

Accepted Answer

A) True 
 B)False

Question 11

People are the most important resource that a supervisor is asked to manage.

Accepted Answer

A) True 
 B)False

Question 12

According to equity theory, employees perform better when they believe that their efforts lead to desired rewards.

Accepted Answer

A) True 
 B)False

Question 13

Larry regularly fails to meet sales goals but routinely demands bonuses anyway. Despite his lack of effort, he believes that the organization owes him. This is a classic example of:

Accepted Answer

A)  Employee dissatisfaction 
B)  Inequitable treatment 
C)  Equitable treatment 
D)  Employee entitlement 
A)  Employee dissatisfaction 
B)  Inequitable treatment 
C)  Equitable treatment 
D)  Employee entitlement

Question 14

Job rotation is when a supervisor assigns challenging tasks and gives the employee more decision-making responsibilities.

Accepted Answer

A) True 
 B)False

Question 15

Hank just scored tickets to see his favorite band, but unfortunately, he works the night of the concert. Unable to find a replacement at work, Hank is debating whether to blow off work or go in as scheduled. Hank's dilemma refers to:

Accepted Answer

A)  Realized cost 
B)  Opportunity cost 
C)  Aesthetic dissonance 
D)  Cognitive dissonance 
A)  Realized cost 
B)  Opportunity cost 
C)  Aesthetic dissonance 
D)  Cognitive dissonance

Question 16

Under what circumstances might Theory X techniques be used effectively?

Accepted Answer

Theory X techniques might be e

Question 17

Self-fulfillment needs are the first level of needs that must be satisfied.

Accepted Answer

A) True 
 B)False

Question 18

Equity theory:

Accepted Answer

A)  Proposes that employees are not motivated by factors in the work environment. 
B)  Suggests that employees are motivated by higher-order needs only after lower-level needs have been satisfied. 
C)  Explains how people strive for fairness in the workplace. 
D)  Holds that employees perform better when they believe their efforts lead to desired rewards. 
A)  Proposes that employees are not motivated by factors in the work environment. 
B)  Suggests that employees are motivated by higher-order needs only after lower-level needs have been satisfied. 
C)  Explains how people strive for fairness in the workplace. 
D)  Holds that employees perform better when they believe their efforts lead to desired rewards.

Question 19

Bettina's supervisor has assigned her an extremely challenging task and has given Bettina more personal authority in how to perform the task. This is an example of:

Accepted Answer

A)  Job rotation. 
B)  Job enlargement. 
C)  Job enrichment. 
D)  Job security. 
A)  Job rotation. 
B)  Job enlargement. 
C)  Job enrichment. 
D)  Job security.

Question 20

Giving employees more challenging tasks and more decision-making responsibility for their jobs is referred to as:

Accepted Answer

A)  Job enlargement. 
B)  Job rotation. 
C)  Job enrichment. 
D)  Job redesign. 
A)  Job enlargement. 
B)  Job rotation. 
C)  Job enrichment. 
D)  Job redesign.

Herzberg would disagree with the notion that most employees are motivated primarily by money.

According to Theory X, most workers dislike work, avoid responsibility, and must be coerced into working.

One of the biggest problems that a supervisor must face at work concerns employees with attitude problems who have a negative impact on co-workers.

Job enlargement does not result in improved employee performance.

Core dimensions of job redesign are skill variety, task identity, and autonomy.

According to Herzberg, elements that are intrinsic in a job that promote job performance are:

If Maslow's theory is correct, a person will be unable to satisfy biological needs until security needs are satisfied first.

Well-designed jobs lead to increased motivation, higher-quality performance, and higher satisfaction among employees. What three psychological states must employees experience for these outcomes to occur?

In the ERG theory, social and external esteem needs fit within the ________ category.

Elements intrinsic in a job that promote job performance are called motivation factors.

People are the most important resource that a supervisor is asked to manage.

According to equity theory, employees perform better when they believe that their efforts lead to desired rewards.

Larry regularly fails to meet sales goals but routinely demands bonuses anyway. Despite his lack of effort, he believes that the organization owes him. This is a classic example of:

Job rotation is when a supervisor assigns challenging tasks and gives the employee more decision-making responsibilities.

Hank just scored tickets to see his favorite band, but unfortunately, he works the night of the concert. Unable to find a replacement at work, Hank is debating whether to blow off work or go in as scheduled. Hank's dilemma refers to:

Under what circumstances might Theory X techniques be used effectively?

Self-fulfillment needs are the first level of needs that must be satisfied.

Equity theory:

Bettina's supervisor has assigned her an extremely challenging task and has given Bettina more personal authority in how to perform the task. This is an example of:

Giving employees more challenging tasks and more decision-making responsibility for their jobs is referred to as:

Supervising in Uncertain Times

The Managerial Functions

Communication: the Key to Effective Supervisory Management

Solving Problems: Decision Making and the Supervisor

Positive Discipline

Supervisory Planning

Supervisory Principles for Organizing

The Supervisors Role in Preparing Employees for Success

Supervisory Leadership and the Management of Change

Managing Work Groups: Teamwork, Morale and Counseling

Supervising a Diverse Workforce

Fundamentals of Controlling

Performance Management

Resolving Conflicts in the Workplace

Filters

Exam 4: Principles of Motivation

Herzberg would disagree with the notion that most employees are motivated primarily by money.

According to Theory X, most workers dislike work, avoid responsibility, and must be coerced into working.

One of the biggest problems that a supervisor must face at work concerns employees with attitude problems who have a negative impact on co-workers.

Job enlargement does not result in improved employee performance.

Core dimensions of job redesign are skill variety, task identity, and autonomy.

According to Herzberg, elements that are intrinsic in a job that promote job performance are:

If Maslow's theory is correct, a person will be unable to satisfy biological needs until security needs are satisfied first.

Well-designed jobs lead to increased motivation, higher-quality performance, and higher satisfaction among employees. What three psychological states must employees experience for these outcomes to occur?

In the ERG theory, social and external esteem needs fit within the ________ category.

Elements intrinsic in a job that promote job performance are called motivation factors.

People are the most important resource that a supervisor is asked to manage.

According to equity theory, employees perform better when they believe that their efforts lead to desired rewards.

Larry regularly fails to meet sales goals but routinely demands bonuses anyway. Despite his lack of effort, he believes that the organization owes him. This is a classic example of:

Job rotation is when a supervisor assigns challenging tasks and gives the employee more decision-making responsibilities.

Hank just scored tickets to see his favorite band, but unfortunately, he works the night of the concert. Unable to find a replacement at work, Hank is debating whether to blow off work or go in as scheduled. Hank's dilemma refers to:

Under what circumstances might Theory X techniques be used effectively?

Self-fulfillment needs are the first level of needs that must be satisfied.

Equity theory:

Bettina's supervisor has assigned her an extremely challenging task and has given Bettina more personal authority in how to perform the task. This is an example of:

Giving employees more challenging tasks and more decision-making responsibility for their jobs is referred to as:

Supervising in Uncertain Times

The Managerial Functions

Communication: the Key to Effective Supervisory Management

Solving Problems: Decision Making and the Supervisor

Positive Discipline

Supervisory Planning

Supervisory Principles for Organizing

The Supervisors Role in Preparing Employees for Success

Supervisory Leadership and the Management of Change

Managing Work Groups: Teamwork, Morale and Counseling

Supervising a Diverse Workforce

Fundamentals of Controlling

Performance Management

Resolving Conflicts in the Workplace

Filters