Question 1

A person who is extrinsically motivated cannot be prosocially motivated at the same time.

Accepted Answer

A) True 
 B)False  False

Question 2

Using piece-rate pay, an individual-based merit plan, managers base employees' pay on the number of units each employee produces.

Accepted Answer

A) True 
 B)False  True

Question 3

Which of the following managers is extrinsically motivated?

Accepted Answer

A)  Manuela, who works hard because of the sense of satisfaction that doing so gives her 
B)  Patrick, who works hard because his job is interesting and enjoyable 
C)  Kate, who works hard because her job gives her an opportunity to fulfill her potential 
D)  Marco, who works hard because he wants to see his organization achieve its goals 
E)  Jolie, who works hard because she knows that doing so will bring her a promotion 
A)  Manuela, who works hard because of the sense of satisfaction that doing so gives her 
B)  Patrick, who works hard because his job is interesting and enjoyable 
C)  Kate, who works hard because her job gives her an opportunity to fulfill her potential 
D)  Marco, who works hard because he wants to see his organization achieve its goals 
E)  Jolie, who works hard because she knows that doing so will bring her a promotion E

Question 4

According to McClelland, the need for _____ is the extent to which an individual desires to control or influence others.

Accepted Answer

A)  power 
B)  affiliation 
C)  belongingness 
D)  self-awareness 
E)  equity 
A)  power 
B)  affiliation 
C)  belongingness 
D)  self-awareness 
E)  equity

Question 5

Organizational behavior modification works best for behaviors that are specific, objective, and countable.

Accepted Answer

A) True 
 B)False

Question 6

Jobs that are interesting and challenging are more likely to lead to intrinsic motivation than jobs that are boring or do not use a person's skills and abilities.

Accepted Answer

A) True 
 B)False

Question 7

_____ proposes that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.

Accepted Answer

A)  Victor H. Vroom's expectancy theory 
B)  B.F. Skinner's operant conditioning theory 
C)  Abraham Maslow's hierarchy of needs theory 
D)  Frederick Herzberg's motivator-hygiene theory 
E)  David McClelland's theory of needs 
A)  Victor H. Vroom's expectancy theory 
B)  B.F. Skinner's operant conditioning theory 
C)  Abraham Maslow's hierarchy of needs theory 
D)  Frederick Herzberg's motivator-hygiene theory 
E)  David McClelland's theory of needs

Question 8

Which of the following is true of valence, according to the expectancy theory?

Accepted Answer

A)  High motivation results from low valence and low instrumentality. 
B)  Valence refers to how instrumental an employee is to the organization. 
C)  High levels of valency and instrumentality result in low expectancy. 
D)  Outcomes considered to have high valence are identical across all employees. 
E)  Providing employees with highly valent outcomes can reduce turnover. 
A)  High motivation results from low valence and low instrumentality. 
B)  Valence refers to how instrumental an employee is to the organization. 
C)  High levels of valency and instrumentality result in low expectancy. 
D)  Outcomes considered to have high valence are identical across all employees. 
E)  Providing employees with highly valent outcomes can reduce turnover.

Question 9

Vicarious learning is also known as observational learning.

Accepted Answer

A) True 
 B)False

Question 10

_____ reinforcement gives people outcomes they desire when they perform organizationally functional behaviors.

Accepted Answer

A)  Negative 
B)  Extrinsic 
C)  Positive 
D)  Intrinsic 
E)  Absolute 
A)  Negative 
B)  Extrinsic 
C)  Positive 
D)  Intrinsic 
E)  Absolute

Question 11

Which of the following is true of extrinsic motivation?

Accepted Answer

A)  The source of motivation is the consequences of the behavior, not the behavior itself. 
B)  The source of motivation lies with executing the tasks with maximum efficiency and efficacy. 
C)  The motivation is fueled by a person's need for achievement and self-actualization. 
D)  The motivation is fueled by a person's desire to ensure the welfare of other people. 
E)  The source of motivation lies with the sense of satisfaction that performing well brings. 
A)  The source of motivation is the consequences of the behavior, not the behavior itself. 
B)  The source of motivation lies with executing the tasks with maximum efficiency and efficacy. 
C)  The motivation is fueled by a person's need for achievement and self-actualization. 
D)  The motivation is fueled by a person's desire to ensure the welfare of other people. 
E)  The source of motivation lies with the sense of satisfaction that performing well brings.

Question 12

_____ is a theory of motivation that concentrates on people's perceptions of the fairness of their work outcomes relative to, or in proportion to, their work inputs.

Accepted Answer

A)  Equity theory 
B)  Expectancy theory 
C)  Goal-setting theory 
D)  ERG theory 
E)  Three-needs theory 
A)  Equity theory 
B)  Expectancy theory 
C)  Goal-setting theory 
D)  ERG theory 
E)  Three-needs theory

Question 13

Explain the operant conditioning theory briefly.

Accepted Answer

not answered
Explanation:According to op

Question 14

People can be both intrinsically and extrinsically motivated at the same time.

Accepted Answer

A) True 
 B)False

Question 15

According to the expectancy theory, _____ is a person's perception about the extent to which performance at a certain level results in the attainment of outcome.

Accepted Answer

A)  instrumentality 
B)  determinism 
C)  positivism 
D)  valence 
E)  ethnocentrism 
A)  instrumentality 
B)  determinism 
C)  positivism 
D)  valence 
E)  ethnocentrism

Question 16

Which of the following is true of prosocially motivated behavior?

Accepted Answer

A)  It is performed to avoid censure or punishment. 
B)  It is performed for social recognition and respect. 
C)  The source of motivation lies with the desire to conform to the norms of society. 
D)  The source of motivation lies with the fear of punishment. 
E)  It seeks to improve the well-being of other people. 
A)  It is performed to avoid censure or punishment. 
B)  It is performed for social recognition and respect. 
C)  The source of motivation lies with the desire to conform to the norms of society. 
D)  The source of motivation lies with the fear of punishment. 
E)  It seeks to improve the well-being of other people.

Question 17

Which of the following is true of Michael, a manager of stellar performance, who is driven by intrinsic motivation?

Accepted Answer

A)  The source of his motivation lies with the bonus paycheck he receives with each accomplishment. 
B)  The source of his motivation lies with performing his role well and achieving organizational goals. 
C)  He is motivated by the societal recognition and fame his achievements bring him. 
D)  The source of his motivation lies with the censure that failure would bring him. 
E)  He is motivated by the promotion his performance will necessitate. 
A)  The source of his motivation lies with the bonus paycheck he receives with each accomplishment. 
B)  The source of his motivation lies with performing his role well and achieving organizational goals. 
C)  He is motivated by the societal recognition and fame his achievements bring him. 
D)  The source of his motivation lies with the censure that failure would bring him. 
E)  He is motivated by the promotion his performance will necessitate.

Question 18

Advances in information technology have dramatically complicated the administration of piece-rate pay.

Accepted Answer

A) True 
 B)False

Question 19

Why is organizational behavior modification criticized?

Accepted Answer

A)  It fails to give managers a technique to motivate the performance of organizationally functional behaviors. 
B)  It has been unsuccessful when used to improve productivity, efficiency, attendance, and punctuality. 
C)  It can rob people of their individuality, freedom of choice, and creativity if used ineptly. 
D)  It does not work for behaviors that are specific, objective, and countable. 
E)  It is highly ineffective in promoting organizational efficiency among employees. 
A)  It fails to give managers a technique to motivate the performance of organizationally functional behaviors. 
B)  It has been unsuccessful when used to improve productivity, efficiency, attendance, and punctuality. 
C)  It can rob people of their individuality, freedom of choice, and creativity if used ineptly. 
D)  It does not work for behaviors that are specific, objective, and countable. 
E)  It is highly ineffective in promoting organizational efficiency among employees.

Question 20

What are the pros and cons of using punishment as a way to eliminate dysfunctional behaviors? How can managers avoid the unintended side effects of punishment?

Accepted Answer

not answered
Explanation:Administering a

A person who is extrinsically motivated cannot be prosocially motivated at the same time.

Using piece-rate pay, an individual-based merit plan, managers base employees' pay on the number of units each employee produces.

Which of the following managers is extrinsically motivated?

According to McClelland, the need for _____ is the extent to which an individual desires to control or influence others.

Organizational behavior modification works best for behaviors that are specific, objective, and countable.

Jobs that are interesting and challenging are more likely to lead to intrinsic motivation than jobs that are boring or do not use a person's skills and abilities.

_____ proposes that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.

Which of the following is true of valence, according to the expectancy theory?

Vicarious learning is also known as observational learning.

_____ reinforcement gives people outcomes they desire when they perform organizationally functional behaviors.

Which of the following is true of extrinsic motivation?

_____ is a theory of motivation that concentrates on people's perceptions of the fairness of their work outcomes relative to, or in proportion to, their work inputs.

Explain the operant conditioning theory briefly.

People can be both intrinsically and extrinsically motivated at the same time.

According to the expectancy theory, _____ is a person's perception about the extent to which performance at a certain level results in the attainment of outcome.

Which of the following is true of prosocially motivated behavior?

Which of the following is true of Michael, a manager of stellar performance, who is driven by intrinsic motivation?

Advances in information technology have dramatically complicated the administration of piece-rate pay.

Why is organizational behavior modification criticized?

What are the pros and cons of using punishment as a way to eliminate dysfunctional behaviors? How can managers avoid the unintended side effects of punishment?

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

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Exam 13: Motivation Performance

A person who is extrinsically motivated cannot be prosocially motivated at the same time.

Using piece-rate pay, an individual-based merit plan, managers base employees' pay on the number of units each employee produces.

Which of the following managers is extrinsically motivated?

According to McClelland, the need for _____ is the extent to which an individual desires to control or influence others.

Organizational behavior modification works best for behaviors that are specific, objective, and countable.

Jobs that are interesting and challenging are more likely to lead to intrinsic motivation than jobs that are boring or do not use a person's skills and abilities.

_____ proposes that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.

Which of the following is true of valence, according to the expectancy theory?

Vicarious learning is also known as observational learning.

_____ reinforcement gives people outcomes they desire when they perform organizationally functional behaviors.

Which of the following is true of extrinsic motivation?

_____ is a theory of motivation that concentrates on people's perceptions of the fairness of their work outcomes relative to, or in proportion to, their work inputs.

Explain the operant conditioning theory briefly.

People can be both intrinsically and extrinsically motivated at the same time.

According to the expectancy theory, _____ is a person's perception about the extent to which performance at a certain level results in the attainment of outcome.

Which of the following is true of prosocially motivated behavior?

Which of the following is true of Michael, a manager of stellar performance, who is driven by intrinsic motivation?

Advances in information technology have dramatically complicated the administration of piece-rate pay.

Why is organizational behavior modification criticized?

What are the pros and cons of using punishment as a way to eliminate dysfunctional behaviors? How can managers avoid the unintended side effects of punishment?

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters