Question 1

Which of the following does the expectancy theory explain about employees?

Accepted Answer

A) They have different needs at different times. 
B) They can use personal expectations to reduce work-related stress. 
C) They can motivate themselves through power. 
D) They base their work effort on the performance level they expect. 
E) They compare their inputs and outcomes to other people. 
A) They have different needs at different times. 
B) They can use personal expectations to reduce work-related stress. 
C) They can motivate themselves through power. 
D) They base their work effort on the performance level they expect. 
E) They compare their inputs and outcomes to other people.

Question 2

The distributive justice rule employs the concept of:

Accepted Answer

A) motivation. 
B) individual needs. 
C) equity. 
D) goal setting. 
E) performance feedback. 
A) motivation. 
B) individual needs. 
C) equity. 
D) goal setting. 
E) performance feedback.

Question 3

Feelings of inequity occur when employees receive less than others, but not when they receive more than others.

Accepted Answer

A) True 
 B)False

Question 4

When people are assigned to jobs for which they are qualified and they receive coaching to improve their self-confidence, employee motivation improves by:

Accepted Answer

A) reducing feelings of inequity 
B) increasing outcome valences 
C) satisfying existence needs 
D) increasing P-to-O expectancies 
E) increasing E-to-P expectancies 
A) reducing feelings of inequity 
B) increasing outcome valences 
C) satisfying existence needs 
D) increasing P-to-O expectancies 
E) increasing E-to-P expectancies

Question 5

One of the main implications of four-drive theory is that:

Accepted Answer

A) employers should offer employees enough opportunity to keep each drive in balance. 
B) employees should be given specific goals with plenty of feedback. 
C) employers should give all employees the same employee benefits. 
D) employers should select people with the best qualifications for the job. 
E) needs-based theories have no relevance for managing people in organizational settings. 
A) employers should offer employees enough opportunity to keep each drive in balance. 
B) employees should be given specific goals with plenty of feedback. 
C) employers should give all employees the same employee benefits. 
D) employers should select people with the best qualifications for the job. 
E) needs-based theories have no relevance for managing people in organizational settings.

Question 6

ABC Corporation recently held a "Vision Day" event in which all of their employees formed teams to develop 60-second videos for management around how the company is making lives better.Shortly after, their CEO was quoted as saying "We try to get the best out of everybody." In order to get the "best out of everybody," ABC Corp.must maintain high levels of:

Accepted Answer

A) financial rewards. 
B) motivation. 
C) self-efficacy 
D) international competitiveness. 
E) employee support. 
A) financial rewards. 
B) motivation. 
C) self-efficacy 
D) international competitiveness. 
E) employee support.

Question 7

Which of these theories states that we are motivated by several needs, but the strongest source is the lowest unsatisfied need?

Accepted Answer

A) Four-drive theory 
B) Needs hierarchy theory 
C) Equity theory 
D) Distributive justice theory 
E) Learned needs theory 
A) Four-drive theory 
B) Needs hierarchy theory 
C) Equity theory 
D) Distributive justice theory 
E) Learned needs theory

Question 8

People with a high need for affiliation tend to be more effective in jobs that allocate scarce resources among employees.

Accepted Answer

A) True 
 B)False

Question 9

According to expectancy theory, giving more valued rewards to employees with higher job performance mainly increases motivation by:

Accepted Answer

A) strengthening the E-to-P expectancies of employees. 
B) introducing a negative valence in the organization. 
C) weakening the E-to-P expectancies of employees. 
D) strengthening both the E-to-P and P-to-O expectancies of employees. 
E) strengthening the P-to-O expectancies of employees. 
A) strengthening the E-to-P expectancies of employees. 
B) introducing a negative valence in the organization. 
C) weakening the E-to-P expectancies of employees. 
D) strengthening both the E-to-P and P-to-O expectancies of employees. 
E) strengthening the P-to-O expectancies of employees.

Question 10

Employees who receive a fixed amount of pay each week and who feel under-rewarded are most likely to:

Accepted Answer

A) reduce their work effort. 
B) increase their work effort. 
C) change their comparison other. 
D) encourage the comparison other to increase his or her work effort. 
E) use a different measure other than comparison other. 
A) reduce their work effort. 
B) increase their work effort. 
C) change their comparison other. 
D) encourage the comparison other to increase his or her work effort. 
E) use a different measure other than comparison other.

Question 11

To increase goal performance, employees should participate in the goal-setting process:

Accepted Answer

A) when employees would otherwise lack commitment to those goals. 
B) whenever supervisors have any control over setting goals. 
C) when employees lack knowledge of what would improve goal quality. 
D) when they believe that the supervisors are not capable enough to set the goals. 
E) when there are only a few employees in the organization. 
A) when employees would otherwise lack commitment to those goals. 
B) whenever supervisors have any control over setting goals. 
C) when employees lack knowledge of what would improve goal quality. 
D) when they believe that the supervisors are not capable enough to set the goals. 
E) when there are only a few employees in the organization.

Question 12

Motivation is closely related to the concept of employee engagement.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following is the highest level need in Maslow's hierarchy of needs?

Accepted Answer

A) Esteem 
B) Safety 
C) Power 
D) Belongingness 
E) Self-actualization 
A) Esteem 
B) Safety 
C) Power 
D) Belongingness 
E) Self-actualization

Question 14

Goal setting tends to be more effective when goals are specific rather than general.

Accepted Answer

A) True 
 B)False

Question 15

A person's hierarchy of needs is influenced by his or her values.

Accepted Answer

A) True 
 B)False

Question 16

Multisource feedback tends to provide more complete and accurate information than feedback from a supervisor alone.

Accepted Answer

A) True 
 B)False

Question 17

Briefly explain the various sources of feedback.What are the considerations when selecting a source?

Accepted Answer

Employees receive feedback about their b

Question 18

People learn not only by observing others but also by imitating and practicing those behaviors.

Accepted Answer

A) True 
 B)False

Question 19

What are some of the drivers of employee engagement discussed in the text?

Accepted Answer

A) goal setting, self-esteem, self-efficacy. 
B) organizational comprehension, sufficient resources, the company vision. 
C) organizational justice, punishment, rewards. 
D) an appealing company vision, employee involvement, employee development opportunities. 
E) affiliation, achievement, power. 
A) goal setting, self-esteem, self-efficacy. 
B) organizational comprehension, sufficient resources, the company vision. 
C) organizational justice, punishment, rewards. 
D) an appealing company vision, employee involvement, employee development opportunities. 
E) affiliation, achievement, power.

Question 20

Your organization wants to improve employee motivation.Employees already have strong P-to-O expectancies and the outcome valences are quite favorable for strong performance, but they seem to have a low E-to-P expectancy.Identify any three strategies that would potentially increase employee motivation by improving the E-to-P expectancy.

Accepted Answer

E-to-P expectancies are influenced by th

Which of the following does the expectancy theory explain about employees?

The distributive justice rule employs the concept of:

Feelings of inequity occur when employees receive less than others, but not when they receive more than others.

When people are assigned to jobs for which they are qualified and they receive coaching to improve their self-confidence, employee motivation improves by:

One of the main implications of four-drive theory is that:

Which of these theories states that we are motivated by several needs, but the strongest source is the lowest unsatisfied need?

People with a high need for affiliation tend to be more effective in jobs that allocate scarce resources among employees.

According to expectancy theory, giving more valued rewards to employees with higher job performance mainly increases motivation by:

Employees who receive a fixed amount of pay each week and who feel under-rewarded are most likely to:

To increase goal performance, employees should participate in the goal-setting process:

Motivation is closely related to the concept of employee engagement.

Which of the following is the highest level need in Maslow's hierarchy of needs?

Goal setting tends to be more effective when goals are specific rather than general.

A person's hierarchy of needs is influenced by his or her values.

Multisource feedback tends to provide more complete and accurate information than feedback from a supervisor alone.

Briefly explain the various sources of feedback.What are the considerations when selecting a source?

People learn not only by observing others but also by imitating and practicing those behaviors.

What are some of the drivers of employee engagement discussed in the text?

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and 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

Which of the following does the expectancy theory explain about employees?

The distributive justice rule employs the concept of:

Feelings of inequity occur when employees receive less than others, but not when they receive more than others.

When people are assigned to jobs for which they are qualified and they receive coaching to improve their self-confidence, employee motivation improves by:

One of the main implications of four-drive theory is that:

Which of these theories states that we are motivated by several needs, but the strongest source is the lowest unsatisfied need?

People with a high need for affiliation tend to be more effective in jobs that allocate scarce resources among employees.

According to expectancy theory, giving more valued rewards to employees with higher job performance mainly increases motivation by:

Employees who receive a fixed amount of pay each week and who feel under-rewarded are most likely to:

To increase goal performance, employees should participate in the goal-setting process:

Motivation is closely related to the concept of employee engagement.

Which of the following is the highest level need in Maslow's hierarchy of needs?

Goal setting tends to be more effective when goals are specific rather than general.

A person's hierarchy of needs is influenced by his or her values.

Multisource feedback tends to provide more complete and accurate information than feedback from a supervisor alone.

Briefly explain the various sources of feedback.What are the considerations when selecting a source?

People learn not only by observing others but also by imitating and practicing those behaviors.

What are some of the drivers of employee engagement discussed in the text?

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and 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