Question 1

The direction of an individual's motivation can be channelled to benefit _________.

Accepted Answer

A) an individual's family only 
B) both individuals and/or organisations 
C) only an individual 
D) only an organisation 
A) an individual's family only 
B) both individuals and/or organisations 
C) only an individual 
D) only an organisation

Question 2

According to the job characteristics model, the degree to which the job affects the lives of other people is known as _________.

Accepted Answer

A) autonomy 
B) skill variety 
C) feedback 
D) task significance 
A) autonomy 
B) skill variety 
C) feedback 
D) task significance

Question 3

Talia has the desire to develop and use his own abilities and potential to the maximum, an example of the _________ need in Maslow's hierarchy of needs.

Accepted Answer

A) social 
B) self-actualisation 
C) safety 
D) esteem 
A) social 
B) self-actualisation 
C) safety 
D) esteem

Question 4

Equity exists when one's own outcomes-to-input ratio _________ that of the referent.

Accepted Answer

A) is equal to 
B) is greater than or less than 
C) is less than 
D) is greater than 
A) is equal to 
B) is greater than or less than 
C) is less than 
D) is greater than

Question 5

Motivation is not a personality trait.

Accepted Answer

A) True 
 B)False

Question 6

Goal-setting theory states that having specific goals improves performance.

Accepted Answer

A) True 
 B)False

Question 7

McClelland thinks that having a high need for achievement (nAch) guarantees that a person will be a good manager.

Accepted Answer

A) True 
 B)False

Question 8

What are the three variables of expectancy theory?

Accepted Answer

Expectancy or effort-performance linkage

Question 9

According to Herzberg, favourable hygiene factors can cause an employee to feel _________.

Accepted Answer

A) not dissatisfied 
B) satisfied 
C) indifferent 
D) dissatisfied 
A) not dissatisfied 
B) satisfied 
C) indifferent 
D) dissatisfied

Question 10

In the integrated model for motivation, high achievers circumvent the entire sequence of steps for motivation because _________.

Accepted Answer

A) they are motivated by the organisation's assessment of their performance 
B) they are internally motivated, not motivated by rewards 
C) their only goal is domination 
D) they are motivated by rewards only, not by internal factors 
A) they are motivated by the organisation's assessment of their performance 
B) they are internally motivated, not motivated by rewards 
C) their only goal is domination 
D) they are motivated by rewards only, not by internal factors

Question 11

In equity theory, an under-rewarded individual is likely to _________.

Accepted Answer

A) have just the right motivation to get the job done 
B) lack motivation because she does not receive enough reward for what she does 
C) have high motivation due to high self-esteem 
D) have high motivation to show her value to the organisation 
A) have just the right motivation to get the job done 
B) lack motivation because she does not receive enough reward for what she does 
C) have high motivation due to high self-esteem 
D) have high motivation to show her value to the organisation

Question 12

Research suggests that many US employees are passionate about their work.

Accepted Answer

A) True 
 B)False

Question 13

Goal-setting theory shows that feedback from a superior provides better motivation than self-generated feedback.

Accepted Answer

A) True 
 B)False

Question 14

The key to motivation, according to Maslow, is to identify _________.

Accepted Answer

A) a person's level in the needs hierarchy 
B) a person's wants first then identify their needs 
C) lower order needs first 
D) a person's most important level in the needs hierarchy 
A) a person's level in the needs hierarchy 
B) a person's wants first then identify their needs 
C) lower order needs first 
D) a person's most important level in the needs hierarchy

Question 15

Maslow contends that lower-order needs are satisfied internally and higher-order needs are satisfied externally.

Accepted Answer

A) True 
 B)False

Question 16

In the JCM, motivation and satisfaction increase when which of the following is true?

Accepted Answer

A) The employee feels rewarded 
B) The employee cares about the task 
C) The employee feels good about herself 
D) The employee feels like she belongs 
A) The employee feels rewarded 
B) The employee cares about the task 
C) The employee feels good about herself 
D) The employee feels like she belongs

Question 17

Managers with a Theory Y view of life think people need to be given the freedom to make their own choices.

Accepted Answer

A) True 
 B)False

Question 18

The three key elements in the definition of motivation are energy, direction and persistence.

Accepted Answer

A) True 
 B)False

Question 19

The JCM is seen in the integrated model of motivation in that jobs that are designed around the five JCM dimensions _________.

Accepted Answer

A) decrease motivation because the work is too easy to complete and the autonomy lacks structure 
B) increase motivation by applying pressure to employees 
C) decrease motivation by giving the employee too much autonomy 
D) increase motivation because the worker enjoys the work itself and the autonomy it provides 
A) decrease motivation because the work is too easy to complete and the autonomy lacks structure 
B) increase motivation by applying pressure to employees 
C) decrease motivation by giving the employee too much autonomy 
D) increase motivation because the worker enjoys the work itself and the autonomy it provides

Question 20

Across cultures, the need for achievement seems to correlate with which of the following?

Accepted Answer

A) Acceptance of risk 
B) Need for money 
C) Little acceptance of risk 
D) Need for security 
A) Acceptance of risk 
B) Need for money 
C) Little acceptance of risk 
D) Need for security

The direction of an individual's motivation can be channelled to benefit _________.

According to the job characteristics model, the degree to which the job affects the lives of other people is known as _________.

Talia has the desire to develop and use his own abilities and potential to the maximum, an example of the _________ need in Maslow's hierarchy of needs.

Equity exists when one's own outcomes-to-input ratio _________ that of the referent.

Motivation is not a personality trait.

Goal-setting theory states that having specific goals improves performance.

McClelland thinks that having a high need for achievement (nAch) guarantees that a person will be a good manager.

What are the three variables of expectancy theory?

According to Herzberg, favourable hygiene factors can cause an employee to feel _________.

In the integrated model for motivation, high achievers circumvent the entire sequence of steps for motivation because _________.

In equity theory, an under-rewarded individual is likely to _________.

Research suggests that many US employees are passionate about their work.

Goal-setting theory shows that feedback from a superior provides better motivation than self-generated feedback.

The key to motivation, according to Maslow, is to identify _________.

Maslow contends that lower-order needs are satisfied internally and higher-order needs are satisfied externally.

In the JCM, motivation and satisfaction increase when which of the following is true?

Managers with a Theory Y view of life think people need to be given the freedom to make their own choices.

The three key elements in the definition of motivation are energy, direction and persistence.

The JCM is seen in the integrated model of motivation in that jobs that are designed around the five JCM dimensions _________.

Across cultures, the need for achievement seems to correlate with which of the following?

Managers and Management

The Managerial Environment

Foundations of Decision Making

Foundations of Planning

Organisational Structure and Design

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behaviour

Understanding Groups and Managing Work Teams

Leadership and Trust

Managing Communication and Information

Foundations of Control

Filters

Exam 10: Motivating and Rewarding Employees

The direction of an individual's motivation can be channelled to benefit _________.

According to the job characteristics model, the degree to which the job affects the lives of other people is known as _________.

Talia has the desire to develop and use his own abilities and potential to the maximum, an example of the _________ need in Maslow's hierarchy of needs.

Equity exists when one's own outcomes-to-input ratio _________ that of the referent.

Motivation is not a personality trait.

Goal-setting theory states that having specific goals improves performance.

McClelland thinks that having a high need for achievement (nAch) guarantees that a person will be a good manager.

What are the three variables of expectancy theory?

According to Herzberg, favourable hygiene factors can cause an employee to feel _________.

In the integrated model for motivation, high achievers circumvent the entire sequence of steps for motivation because _________.

In equity theory, an under-rewarded individual is likely to _________.

Research suggests that many US employees are passionate about their work.

Goal-setting theory shows that feedback from a superior provides better motivation than self-generated feedback.

The key to motivation, according to Maslow, is to identify _________.

Maslow contends that lower-order needs are satisfied internally and higher-order needs are satisfied externally.

In the JCM, motivation and satisfaction increase when which of the following is true?

Managers with a Theory Y view of life think people need to be given the freedom to make their own choices.

The three key elements in the definition of motivation are energy, direction and persistence.

The JCM is seen in the integrated model of motivation in that jobs that are designed around the five JCM dimensions _________.

Across cultures, the need for achievement seems to correlate with which of the following?

Managers and Management

The Managerial Environment

Foundations of Decision Making

Foundations of Planning

Organisational Structure and Design

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behaviour

Understanding Groups and Managing Work Teams

Leadership and Trust

Managing Communication and Information

Foundations of Control

Filters