Question 1

Which of the following concepts is explicitly considered by equity theory?

Accepted Answer

A) Comparison other 
B) Effort-to-performance expectancy 
C) Outcome/input ratio 
D) All of the answers are correct. 
E) Comparison other and outcome/input ratio 
A) Comparison other 
B) Effort-to-performance expectancy 
C) Outcome/input ratio 
D) All of the answers are correct. 
E) Comparison other and outcome/input ratio

Question 2

Needs hierarchy theory explains how people develop perceptions of fairness in the distribution and exchange of resources.

Accepted Answer

A) True 
 B)False

Question 3

According to expectancy theory,providing counselling and coaching to an employee who lacks self-confidence is most likely to increase the employee's:

Accepted Answer

A) V-to-O expectancy. 
B) E-to-P expectancy. 
C) P-to-E expectancy. 
D) O-to-P expectancy. 
E) P-to-O expectancy. 
A) V-to-O expectancy. 
B) E-to-P expectancy. 
C) P-to-E expectancy. 
D) O-to-P expectancy. 
E) P-to-O expectancy.

Question 4

Voice and the right to appeal are two important practices that influence:

Accepted Answer

A) the size of outcome valences. 
B) a person's innate drives. 
C) a person's location in Maslow's needs hierarchy. 
D) perceptions of procedural justice. 
E) whether companies should use 360-degree feedback or just supervisor feedback. 
A) the size of outcome valences. 
B) a person's innate drives. 
C) a person's location in Maslow's needs hierarchy. 
D) perceptions of procedural justice. 
E) whether companies should use 360-degree feedback or just supervisor feedback.

Question 5

According to social cognitive theory,people learn to anticipate consequences mainly by observing the experiences of other people.

Accepted Answer

A) True 
 B)False

Question 6

Feelings of procedural injustice produce anger,which,in turn,generates either withdrawal or aggression.

Accepted Answer

A) True 
 B)False

Question 7

Employee motivation tends to increase when people are assigned to jobs for which they are qualified and they receive coaching to improve their self-confidence.Both of these practices improve employee motivation 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 8

Strength-based coaching is inconsistent with self-enhancement.

Accepted Answer

A) True 
 B)False

Question 9

According to expectancy theory,employee motivation will remain high even when the P-to-O expectancy falls to zero.

Accepted Answer

A) True 
 B)False

Question 10

Overreward inequity occurs whenever other people receive less money than you do.

Accepted Answer

A) True 
 B)False

Question 11

According to social cognitive theory,people can reinforce their own behaviour.

Accepted Answer

A) True 
 B)False

Question 12

The optimal level of goal:

Accepted Answer

A) occurs where the goal is challenging but not impossible. 
B) is the most challenging goal that the company can possibly imagine. 
C) occurs only when employees set their own goal. 
D) is the point at which the employee does not yet think the goal will 'stretch' them at all. 
E) occurs where the goal is challenging but not impossible and when employees set their own goal 
A) occurs where the goal is challenging but not impossible. 
B) is the most challenging goal that the company can possibly imagine. 
C) occurs only when employees set their own goal. 
D) is the point at which the employee does not yet think the goal will 'stretch' them at all. 
E) occurs where the goal is challenging but not impossible and when employees set their own goal

Question 13

Goal setting is more effective when employees can easily complete the goals assigned to them.

Accepted Answer

A) True 
 B)False

Question 14

The desire to seek approval from others,conform to their wishes and expectations,and avoid conflict and confrontations is called:

Accepted Answer

A) Need for affiliation 
B) Need for power 
C) Need for achievement 
D) Need for safety 
E) Need for existence 
A) Need for affiliation 
B) Need for power 
C) Need for achievement 
D) Need for safety 
E) Need for existence

Question 15

Organizational behaviour modification emphasizes human thoughts rather than the environment as the source of all learning.

Accepted Answer

A) True 
 B)False

Question 16

Behavioural modelling and self-reinforcement are components of:

Accepted Answer

A) behaviour modification. 
B) tacit knowledge. 
C) social cognitive theory. 
D) the MARS model of individual behaviour and performance. 
E) organizational citizenship. 
A) behaviour modification. 
B) tacit knowledge. 
C) social cognitive theory. 
D) the MARS model of individual behaviour and performance. 
E) organizational citizenship.

Question 17

Suppose that you supervise two-dozen sales representatives,covering every region of the country,from your office at company headquarters.Describe a feedback strategy that might improve the performance of these employees with respect to increasing sales to new clients.

Accepted Answer

To answer this question,we must consider

Question 18

Which motivation theory is based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes?

Accepted Answer

A) Equity theory 
B) ERG theory 
C) Goal setting theory 
D) Four-drive theory 
E) Expectancy theory 
A) Equity theory 
B) ERG theory 
C) Goal setting theory 
D) Four-drive theory 
E) Expectancy theory

Question 19

Which of these motivation theories arranges employee needs in a hierarchy of importance?

Accepted Answer

A) Maslow's needs theory 
B) Four-drive theory 
C) Expectancy theory 
D) McClelland's learned needs theory 
E) ERG theory and McClelland's learned needs theory 
A) Maslow's needs theory 
B) Four-drive theory 
C) Expectancy theory 
D) McClelland's learned needs theory 
E) ERG theory and McClelland's learned needs theory

Question 20

360-degree feedback tends to:

Accepted Answer

A) be perceived as less accurate than feedback only from the supervisor. 
B) be more effective when the results are used to determine pay increases and promotions,not just employee development. 
C) be more complete and accurate information than feedback from a supervisor alone. 
D) All of the answers are correct. 
E) be perceived as less accurate than feedback only from the supervisor and be more ambiguous and conflicting than when feedback comes only from the supervisor. 
A) be perceived as less accurate than feedback only from the supervisor. 
B) be more effective when the results are used to determine pay increases and promotions,not just employee development. 
C) be more complete and accurate information than feedback from a supervisor alone. 
D) All of the answers are correct. 
E) be perceived as less accurate than feedback only from the supervisor and be more ambiguous and conflicting than when feedback comes only from the supervisor.

Which of the following concepts is explicitly considered by equity theory?

Needs hierarchy theory explains how people develop perceptions of fairness in the distribution and exchange of resources.

According to expectancy theory,providing counselling and coaching to an employee who lacks self-confidence is most likely to increase the employee's:

Voice and the right to appeal are two important practices that influence:

According to social cognitive theory,people learn to anticipate consequences mainly by observing the experiences of other people.

Feelings of procedural injustice produce anger,which,in turn,generates either withdrawal or aggression.

Employee motivation tends to increase when people are assigned to jobs for which they are qualified and they receive coaching to improve their self-confidence.Both of these practices improve employee motivation by:

Strength-based coaching is inconsistent with self-enhancement.

According to expectancy theory,employee motivation will remain high even when the P-to-O expectancy falls to zero.

Overreward inequity occurs whenever other people receive less money than you do.

According to social cognitive theory,people can reinforce their own behaviour.

The optimal level of goal:

Goal setting is more effective when employees can easily complete the goals assigned to them.

The desire to seek approval from others,conform to their wishes and expectations,and avoid conflict and confrontations is called:

Organizational behaviour modification emphasizes human thoughts rather than the environment as the source of all learning.

Behavioural modelling and self-reinforcement are components of:

Suppose that you supervise two-dozen sales representatives,covering every region of the country,from your office at company headquarters.Describe a feedback strategy that might improve the performance of these employees with respect to increasing sales to new clients.

Which motivation theory is based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes?

Which of these motivation theories arranges employee needs in a hierarchy of importance?

360-degree feedback tends to:

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 concepts is explicitly considered by equity theory?

Needs hierarchy theory explains how people develop perceptions of fairness in the distribution and exchange of resources.

According to expectancy theory,providing counselling and coaching to an employee who lacks self-confidence is most likely to increase the employee's:

Voice and the right to appeal are two important practices that influence:

According to social cognitive theory,people learn to anticipate consequences mainly by observing the experiences of other people.

Feelings of procedural injustice produce anger,which,in turn,generates either withdrawal or aggression.

Employee motivation tends to increase when people are assigned to jobs for which they are qualified and they receive coaching to improve their self-confidence.Both of these practices improve employee motivation by:

Strength-based coaching is inconsistent with self-enhancement.

According to expectancy theory,employee motivation will remain high even when the P-to-O expectancy falls to zero.

Overreward inequity occurs whenever other people receive less money than you do.

According to social cognitive theory,people can reinforce their own behaviour.

The optimal level of goal:

Goal setting is more effective when employees can easily complete the goals assigned to them.

The desire to seek approval from others,conform to their wishes and expectations,and avoid conflict and confrontations is called:

Organizational behaviour modification emphasizes human thoughts rather than the environment as the source of all learning.

Behavioural modelling and self-reinforcement are components of:

Suppose that you supervise two-dozen sales representatives,covering every region of the country,from your office at company headquarters.Describe a feedback strategy that might improve the performance of these employees with respect to increasing sales to new clients.

Which motivation theory is based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes?

Which of these motivation theories arranges employee needs in a hierarchy of importance?

360-degree feedback tends to:

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