Question 1

The belief that performance is connected to rewards is known as:

Accepted Answer

A) expectancy 
B) instrumentality 
C) valence 
D) probability or likelihood 
A) expectancy 
B) instrumentality 
C) valence 
D) probability or likelihood

Question 2

A key understanding to the relationship between hygiene and motivation factors is:

Accepted Answer

A) they are interdependent 
B) they are positively related 
C) they are additive 
D) they are independent 
A) they are interdependent 
B) they are positively related 
C) they are additive 
D) they are independent

Question 3

The basic motivational assumption within Taylor's scientific management is the same as within Adam Smith's political economic notions which is:

Accepted Answer

A) both intrinsic and extrinsic factors influence motivation 
B) ungratified needs motivate behavior 
C) individuals are largely motivated by power, affiliation, and achievement 
D) people are motivated by self-interest and economic gain 
A) both intrinsic and extrinsic factors influence motivation 
B) ungratified needs motivate behavior 
C) individuals are largely motivated by power, affiliation, and achievement 
D) people are motivated by self-interest and economic gain

Question 4

As organizations become increasingly international, pay inequities will become less prevalent.

Accepted Answer

A) True 
 B)False

Question 5

To believe that people are motivated by "enlightened" self-interest is consistent with Adam Smith's view on motivation.

Accepted Answer

A) True 
 B)False

Question 6

Assume you own and operate a small printing and specialty advertising business that employs 25 persons.With increased health care costs and related insurance premiums you are contemplating the cancellation of health and hospitalization insurance for your employees.Your decision may cause your employees to become greatly concerned about:

Accepted Answer

A) self-esteem needs 
B) affiliation needs 
C) safety and security needs 
D) self-actualization needs 
A) self-esteem needs 
B) affiliation needs 
C) safety and security needs 
D) self-actualization needs

Question 7

Match the following:
-Hygiene Factor

Accepted Answer

A) A projective test used extensively by David McClelland. 
B) Desire to accomplish goals and perform at high level. 
C) Desire to dominate others. 
D) Company policy and working conditions in the two-factor theory. 
E) Interest in being around others and developing meaningful relationships. 
A) A projective test used extensively by David McClelland. 
B) Desire to accomplish goals and perform at high level. 
C) Desire to dominate others. 
D) Company policy and working conditions in the two-factor theory. 
E) Interest in being around others and developing meaningful relationships.

Question 8

Match the following:
-TAT

Accepted Answer

A) A projective test used extensively by David McClelland. 
B) Desire to accomplish goals and perform at high level. 
C) Desire to dominate others. 
D) Company policy and working conditions in the two-factor theory. 
E) Interest in being around others and developing meaningful relationships. 
A) A projective test used extensively by David McClelland. 
B) Desire to accomplish goals and perform at high level. 
C) Desire to dominate others. 
D) Company policy and working conditions in the two-factor theory. 
E) Interest in being around others and developing meaningful relationships.

Question 9

All of the following are drives or needs that underlie employee motivation except:

Accepted Answer

A) to acquire 
B) to bond 
C) to achieve 
D) to comprehend 
A) to acquire 
B) to bond 
C) to achieve 
D) to comprehend

Question 10

According to information in Real World 5.2 on engagement, the best opportunity for investing leadership effort in order to enhance engagement would be to focus on:

Accepted Answer

A) Grand Prix Drivers 
B) Pole Vaulters 
C) Long Distance Runners 
D) Flatliners 
A) Grand Prix Drivers 
B) Pole Vaulters 
C) Long Distance Runners 
D) Flatliners

Question 11

Under equity theory, people are motivated when:

Accepted Answer

A) they are in equilibrium with perceptions of inputs and outcomes 
B) they can see that their inputs will lead to rewards that are valued 
C) they can identify that social needs are being satisfied in relation to job expectations 
D) they find themselves in a situation they see as unfair 
A) they are in equilibrium with perceptions of inputs and outcomes 
B) they can see that their inputs will lead to rewards that are valued 
C) they can identify that social needs are being satisfied in relation to job expectations 
D) they find themselves in a situation they see as unfair

Question 12

The Real World 5.1 feature on the model manager's (Graham) motivational style included all of the following characteristics except:

Accepted Answer

A) focusing on the positive in contrast to communicating unrealistic positivity 
B) targeting support based on recent project events 
C) positioning himself as a resource for team members rather then judge 
D) providing consistent and timely feedback to individuals of his team 
A) focusing on the positive in contrast to communicating unrealistic positivity 
B) targeting support based on recent project events 
C) positioning himself as a resource for team members rather then judge 
D) providing consistent and timely feedback to individuals of his team

Question 13

Expectancy Theory assumes the individual is rational and acts as a minicomputer, calculating probabilities and values.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following organizational demands-individual contributions match is incorrect?

Accepted Answer

A) task requirements-effort and energy 
B) rules-compliance 
C) deadlines-on time delivery 
D) confidentiality-external professional contracts 
A) task requirements-effort and energy 
B) rules-compliance 
C) deadlines-on time delivery 
D) confidentiality-external professional contracts

Question 15

Frederick Taylor's scientific management advanced the idea that:

Accepted Answer

A) unfulfilled needs acted as motivation 
B) the relationship of management and labor should be one of cooperation rather than conflict 
C) money was not a motivator 
D) self-interest and economic gain are motivators for the owners of production and not the employees of owners 
A) unfulfilled needs acted as motivation 
B) the relationship of management and labor should be one of cooperation rather than conflict 
C) money was not a motivator 
D) self-interest and economic gain are motivators for the owners of production and not the employees of owners

Question 16

Match the following:
-Performance

Accepted Answer

A) The likelihood that one's efforts will lead to reward. 
B) A person's feeling of fairness. 
C) Importance and value of an outcome. 
D) The belief that performance is linked to rewards. 
E) Evaluated work behavior. 
A) The likelihood that one's efforts will lead to reward. 
B) A person's feeling of fairness. 
C) Importance and value of an outcome. 
D) The belief that performance is linked to rewards. 
E) Evaluated work behavior.

Question 17

Instrumentality is the value of a reward.

Accepted Answer

A) True 
 B)False

Question 18

A key to positive energy and full engagement is the concept that energy recovery is less important than energy expenditure.

Accepted Answer

A) True 
 B)False

Question 19

Moral principles in workplace fairness have not been found to be that important with respect to theft and sabotage.

Accepted Answer

A) True 
 B)False

Question 20

Equity theory can be used to explain consequences stemming from differences in pay.Assume many employees in a department feel underpaid.What do you predict their behavior and performance to be?

Accepted Answer

Some may reduce their contributions or p

The belief that performance is connected to rewards is known as:

A key understanding to the relationship between hygiene and motivation factors is:

The basic motivational assumption within Taylor's scientific management is the same as within Adam Smith's political economic notions which is:

As organizations become increasingly international, pay inequities will become less prevalent.

To believe that people are motivated by "enlightened" self-interest is consistent with Adam Smith's view on motivation.

Match the following: -Hygiene Factor

Match the following: -TAT

All of the following are drives or needs that underlie employee motivation except:

According to information in Real World 5.2 on engagement, the best opportunity for investing leadership effort in order to enhance engagement would be to focus on:

Under equity theory, people are motivated when:

The Real World 5.1 feature on the model manager's (Graham) motivational style included all of the following characteristics except:

Expectancy Theory assumes the individual is rational and acts as a minicomputer, calculating probabilities and values.

Which of the following organizational demands-individual contributions match is incorrect?

Frederick Taylor's scientific management advanced the idea that:

Match the following: -Performance

Instrumentality is the value of a reward.

A key to positive energy and full engagement is the concept that energy recovery is less important than energy expenditure.

Moral principles in workplace fairness have not been found to be that important with respect to theft and sabotage.

Equity theory can be used to explain consequences stemming from differences in pay.Assume many employees in a department feel underpaid.What do you predict their behavior and performance to be?

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

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Exam 5: Motivation at Work

The belief that performance is connected to rewards is known as:

A key understanding to the relationship between hygiene and motivation factors is:

The basic motivational assumption within Taylor's scientific management is the same as within Adam Smith's political economic notions which is:

As organizations become increasingly international, pay inequities will become less prevalent.

To believe that people are motivated by "enlightened" self-interest is consistent with Adam Smith's view on motivation.

Match the following: -Hygiene Factor

Match the following: -TAT

All of the following are drives or needs that underlie employee motivation except:

According to information in Real World 5.2 on engagement, the best opportunity for investing leadership effort in order to enhance engagement would be to focus on:

Under equity theory, people are motivated when:

The Real World 5.1 feature on the model manager's (Graham) motivational style included all of the following characteristics except:

Expectancy Theory assumes the individual is rational and acts as a minicomputer, calculating probabilities and values.

Which of the following organizational demands-individual contributions match is incorrect?

Frederick Taylor's scientific management advanced the idea that:

Match the following: -Performance

Instrumentality is the value of a reward.

A key to positive energy and full engagement is the concept that energy recovery is less important than energy expenditure.

Moral principles in workplace fairness have not been found to be that important with respect to theft and sabotage.

Equity theory can be used to explain consequences stemming from differences in pay.Assume many employees in a department feel underpaid.What do you predict their behavior and performance to be?

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