Question 1

Giving employees an explanation for a negative decision has no effect on procedural justice.

Accepted Answer

A) True 
 B)False

Question 2

An individual's perceived probability that a particular level of effort will result in a particular level of performance refers to the:

Accepted Answer

A) E-to-P need. 
B) EP-to-PO outcome. 
C) E-to-V expectancy. 
D) E-to-P expectancy. 
E) EV-to-PE outcome. 
A) E-to-P need. 
B) EP-to-PO outcome. 
C) E-to-V expectancy. 
D) E-to-P expectancy. 
E) EV-to-PE outcome.

Question 3

The main practical implication of four-drive theory is that:

Accepted Answer

A) companies should ensure everyone fulfills their social needs before status needs. 
B) companies should avoid offering rewards with a high valence. 
C) people experience a sense of fairness in the process,not just the outcomes. 
D) companies should provide a balanced opportunity for employees to acquire,bond,learn,and defend. 
E) employees should receive 360-degree feedback rather than just from their supervisor. 
A) companies should ensure everyone fulfills their social needs before status needs. 
B) companies should avoid offering rewards with a high valence. 
C) people experience a sense of fairness in the process,not just the outcomes. 
D) companies should provide a balanced opportunity for employees to acquire,bond,learn,and defend. 
E) employees should receive 360-degree feedback rather than just from their supervisor.

Question 4

One problem with equity theory is that it incorrectly assumes people are individualistic,rational,and selfish.

Accepted Answer

A) True 
 B)False

Question 5

With respect to procedural justice,the "value-expressive" function which "voice" provides refers to:

Accepted Answer

A) the feeling employees get when they feel valued at work. 
B) the way employees feel after voicing their opinions. 
C) the cathartic benefits of shouting at each other. 
D) the sense of pride employees derive when they are eloquent during presentations. 
E) None of the answers are correct. 
A) the feeling employees get when they feel valued at work. 
B) the way employees feel after voicing their opinions. 
C) the cathartic benefits of shouting at each other. 
D) the sense of pride employees derive when they are eloquent during presentations. 
E) None of the answers are correct.

Question 6

Expectancy theory mainly explains how employees:

Accepted Answer

A) have different needs at different times. 
B) can use personal expectations to reduce work-related stress. 
C) can motivate themselves through power. 
D) have different levels of work effort based on their expectations of performance and reward outcomes. 
E) compare their inputs and outcomes to other people. 
A) have different needs at different times. 
B) can use personal expectations to reduce work-related stress. 
C) can motivate themselves through power. 
D) have different levels of work effort based on their expectations of performance and reward outcomes. 
E) compare their inputs and outcomes to other people.

Question 7

Maslow's needs hierarchy explicitly names the following needs EXCEPT:

Accepted Answer

A) power. 
B) self-actualization. 
C) safety. 
D) esteem. 
E) belongingness. 
A) power. 
B) self-actualization. 
C) safety. 
D) esteem. 
E) belongingness.

Question 8

When people experience procedural injustice,they are more likely to:

Accepted Answer

A) engage in more organizational citizenship behaviours. 
B) engage in counterproductive work behaviours. 
C) more likely to comply with higher authorities in the future. 
D) All of the answers are correct. 
E) engage in more organizational citizenship behaviours and are more likely to comply with higher authorities in the future. 
A) engage in more organizational citizenship behaviours. 
B) engage in counterproductive work behaviours. 
C) more likely to comply with higher authorities in the future. 
D) All of the answers are correct. 
E) engage in more organizational citizenship behaviours and are more likely to comply with higher authorities in the future.

Question 9

Successful entrepreneurs tend to have a high need for achievement.

Accepted Answer

A) True 
 B)False

Question 10

Expectancy theory identifies emotions as a key component of employee motivation.

Accepted Answer

A) True 
 B)False

Question 11

Experts agree that drives are limited to physiological essentials,such as hunger and thirst.

Accepted Answer

A) True 
 B)False

Question 12

Strength-based coaching is also known as appreciative coaching.

Accepted Answer

A) True 
 B)False

Question 13

Research has found that entrepreneurs are more likely to succeed if they have:

Accepted Answer

A) a low need for socialized power. 
B) a high need for personalized power. 
C) a high need for affiliation. 
D) a low existence need. 
E) a high need for achievement. 
A) a low need for socialized power. 
B) a high need for personalized power. 
C) a high need for affiliation. 
D) a low existence need. 
E) a high need for achievement.

Question 14

Jane holds a well-paying job with good job security.She also gets along well with colleagues,but has been frustrated in her attempts to find new friends.Due to this frustration,Jane has recently started spending more time trying to get challenging work from her employer.She now spends less time enjoying social relations with colleagues.Which needs-based theory of motivation would best explain Jane's recent focus on seeking challenging work?

Accepted Answer

A) Four-drive theory 
B) Learned needs theory 
C) Needs hierarchy theory 
D) ERG theory 
E) None of these theories explains why people change their dominant needs 
A) Four-drive theory 
B) Learned needs theory 
C) Needs hierarchy theory 
D) ERG theory 
E) None of these theories explains why people change their dominant needs

Question 15

Combining goal setting with monetary incentives motivates many employees to set up difficult goals.

Accepted Answer

A) True 
 B)False

Question 16

Motivation is one of the four essential drives of individual behaviour and performance.

Accepted Answer

A) True 
 B)False

Question 17

Which drive in four-drive theory is reactive rather than proactive?

Accepted Answer

A) Drive to acquire 
B) Drive to learn 
C) Drive to defend 
D) Drive to bond 
E) Drive for power 
A) Drive to acquire 
B) Drive to learn 
C) Drive to defend 
D) Drive to bond 
E) Drive for power

Question 18

Which of these occurs when a consequence that is introduced decreases the frequency or future probability of a behaviour?

Accepted Answer

A) Negative reinforcement 
B) Positive reinforcement 
C) Punishment 
D) Extinction 
E) None of these 
A) Negative reinforcement 
B) Positive reinforcement 
C) Punishment 
D) Extinction 
E) None of these

Question 19

Research has found that effective leaders possess:

Accepted Answer

A) a high need for socialized power. 
B) a high need for personalized power. 
C) a high need for affiliation. 
D) a high existence need. 
E) a high need for personalized power and a high need for affiliation. 
A) a high need for socialized power. 
B) a high need for personalized power. 
C) a high need for affiliation. 
D) a high existence need. 
E) a high need for personalized power and a high need for affiliation.

Question 20

Which of these statements about behaviour modification is FALSE?

Accepted Answer

A) Behaviour modification's behaviourist approach has lost favour among academics and practitioners. 
B) Behaviour modification programs are sometimes viewed as a form of gambling. 
C) Behaviour modification reinforcers tend to become too strong over time. 
D) Behaviour modification focuses on behaviour rather than human thoughts. 
E) Behaviour modification programs must run infrequently and only for short durations. 
A) Behaviour modification's behaviourist approach has lost favour among academics and practitioners. 
B) Behaviour modification programs are sometimes viewed as a form of gambling. 
C) Behaviour modification reinforcers tend to become too strong over time. 
D) Behaviour modification focuses on behaviour rather than human thoughts. 
E) Behaviour modification programs must run infrequently and only for short durations.

Giving employees an explanation for a negative decision has no effect on procedural justice.

An individual's perceived probability that a particular level of effort will result in a particular level of performance refers to the:

The main practical implication of four-drive theory is that:

One problem with equity theory is that it incorrectly assumes people are individualistic,rational,and selfish.

With respect to procedural justice,the "value-expressive" function which "voice" provides refers to:

Expectancy theory mainly explains how employees:

Maslow's needs hierarchy explicitly names the following needs EXCEPT:

When people experience procedural injustice,they are more likely to:

Successful entrepreneurs tend to have a high need for achievement.

Expectancy theory identifies emotions as a key component of employee motivation.

Experts agree that drives are limited to physiological essentials,such as hunger and thirst.

Strength-based coaching is also known as appreciative coaching.

Research has found that entrepreneurs are more likely to succeed if they have:

Combining goal setting with monetary incentives motivates many employees to set up difficult goals.

Motivation is one of the four essential drives of individual behaviour and performance.

Which drive in four-drive theory is reactive rather than proactive?

Which of these occurs when a consequence that is introduced decreases the frequency or future probability of a behaviour?

Research has found that effective leaders possess:

Which of these statements about behaviour modification is FALSE?

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

Giving employees an explanation for a negative decision has no effect on procedural justice.

An individual's perceived probability that a particular level of effort will result in a particular level of performance refers to the:

The main practical implication of four-drive theory is that:

One problem with equity theory is that it incorrectly assumes people are individualistic,rational,and selfish.

With respect to procedural justice,the "value-expressive" function which "voice" provides refers to:

Expectancy theory mainly explains how employees:

Maslow's needs hierarchy explicitly names the following needs EXCEPT:

When people experience procedural injustice,they are more likely to:

Successful entrepreneurs tend to have a high need for achievement.

Expectancy theory identifies emotions as a key component of employee motivation.

Experts agree that drives are limited to physiological essentials,such as hunger and thirst.

Strength-based coaching is also known as appreciative coaching.

Research has found that entrepreneurs are more likely to succeed if they have:

Combining goal setting with monetary incentives motivates many employees to set up difficult goals.

Motivation is one of the four essential drives of individual behaviour and performance.

Which drive in four-drive theory is reactive rather than proactive?

Which of these occurs when a consequence that is introduced decreases the frequency or future probability of a behaviour?

Research has found that effective leaders possess:

Which of these statements about behaviour modification is FALSE?

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