Question 1

Which motivation theory is based on the idea that work effort is directed towards 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 E

Question 2

According to McClelland,achievement,affiliation,and power needs are:

Accepted Answer

A) instinctive. 
B) genetic. 
C) non-existent. 
D) learneD. 
E) None of the answers apply. 
A) instinctive. 
B) genetic. 
C) non-existent. 
D) learneD. 
E) None of the answers apply. D

Question 3

If individuals are unable to satisfy a particular need,Maslow's needs hierarchy theory states that they:

Accepted Answer

A) keep trying to fulfill this need until it is satisfied. 
B) redirect their efforts towards fulfilling a higher need in the hierarchy. 
C) permanently remove the blocked need from their list of needs to satisfy. 
D) become fixated on that particular need and are thus unable to progress. 
E) None of the choices are correct. 
A) keep trying to fulfill this need until it is satisfied. 
B) redirect their efforts towards fulfilling a higher need in the hierarchy. 
C) permanently remove the blocked need from their list of needs to satisfy. 
D) become fixated on that particular need and are thus unable to progress. 
E) None of the choices are correct. E

Question 4

A large project engineering company assigns engineering,purchasing,marketing and support staff to client-based projects,which last anywhere from four months to one year.These project staff report to both the project leader and the manager of their functional specialization.For example,a marketing employee in Project Z would receive day-to-day instructions from the Project Z manager,but would receive career development guidance from the company's director of marketing.The functional manager also places employees in future projects.In the past,project staff were evaluated by the employee's project leader at the time of the annual performance evaluation.However,some employees complained that they had just started the project,so the project leader didn't know their performance.The company wants to introduce a 360-degree feedback process to overcome this and other problems with the performance evaluation system.Describe the specific characteristics of a 360-degree feedback process for project staff at this company and identify two problems that the company should know about 360-degree feedback systems.

Accepted Answer

To answer this question,students need to

Question 5

In the equity theory model,a 'comparison other' is an individual or group of people against whom the person compares his or her outcome/input ratio.

Accepted Answer

A) True 
 B)False

Question 6

Strengths-based feedback is consistent with the process of:

Accepted Answer

A) self-reinforcement. 
B) self-enhancement. 
C) self-deprecation. 
D) All of the answers are correct. 
E) None of the answers apply. 
A) self-reinforcement. 
B) self-enhancement. 
C) self-deprecation. 
D) All of the answers are correct. 
E) None of the answers apply.

Question 7

The two types of need for power in learned needs theory are:

Accepted Answer

A) personalized and socialized. 
B) individual and team. 
C) corporate and political. 
D) high and low. 
E) monetary and non-monetary. 
A) personalized and socialized. 
B) individual and team. 
C) corporate and political. 
D) high and low. 
E) monetary and non-monetary.

Question 8

Briefly describe the various drives within the Four-drive Theory and explain how drives influence employee motivation.

Accepted Answer

Drive to acquire:This is the drive to se

Question 9

Feedback to employees is most effective when it is frequent,credible,and general.

Accepted Answer

A) True 
 B)False

Question 10

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

Accepted Answer

A) True 
 B)False

Question 11

Behaviour modification does NOT consider:

Accepted Answer

A) the types of actions that reinforce behaviour. 
B) the effect of feedback on behaviour. 
C) employee behaviour before the behaviour modification strategy is applied. 
D) employee attitudes towards the person reinforcing the behaviour. 
E) changes in employee behaviour when the reinforcer is removed. 
A) the types of actions that reinforce behaviour. 
B) the effect of feedback on behaviour. 
C) employee behaviour before the behaviour modification strategy is applied. 
D) employee attitudes towards the person reinforcing the behaviour. 
E) changes in employee behaviour when the reinforcer is removed.

Question 12

Underreward inequity occurs when your outcome/input ratio is lower than the outcome/input ratio of a comparison other.

Accepted Answer

A) True 
 B)False

Question 13

Four-drive theory recommends that organizations rely on financial rewards rather than non-financial rewards to motivate employees.

Accepted Answer

A) True 
 B)False

Question 14

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 15

Motivation is closely related to the concept of employee engagement.

Accepted Answer

A) True 
 B)False

Question 16

Why is it such a challenge for employers to maintain feelings of equity among employees?

Accepted Answer

Maintaining the perception of equity is

Question 17

Which of the following is an advantage of behavioural modelling?

Accepted Answer

A) Behavioural modelling helps employees to acquire tacit knowledge and skills from others. 
B) Behavioural modelling often transmits information more efficiently than through documentation. 
C) People learn by imitating and practicing those behaviours. 
D) All of the answers are correct. 
E) Behavioural modelling has none of these advantages. 
A) Behavioural modelling helps employees to acquire tacit knowledge and skills from others. 
B) Behavioural modelling often transmits information more efficiently than through documentation. 
C) People learn by imitating and practicing those behaviours. 
D) All of the answers are correct. 
E) Behavioural modelling has none of these advantages.

Question 18

Maslow's needs hierarchy theory failed to explain the dynamics of employee needs because they falsely assume that everyone fits into a single needs hierarchy.

Accepted Answer

A) True 
 B)False

Question 19

To correct performance problems,employees would most likely prefer to receive feedback from:

Accepted Answer

A) the employee's supervisor once or twice each year. 
B) co-workers. 
C) customers. 
D) a frequent computer printout or other document. 
E) the employee's supervisor once or twice each year and co-workers. 
A) the employee's supervisor once or twice each year. 
B) co-workers. 
C) customers. 
D) a frequent computer printout or other document. 
E) the employee's supervisor once or twice each year and co-workers.

Question 20

According to learned needs theory,people with a high personalized need for power enjoy power for its own sake and use it to advance their career rather than to benefit others.

Accepted Answer

A) True 
 B)False

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

According to McClelland,achievement,affiliation,and power needs are:

If individuals are unable to satisfy a particular need,Maslow's needs hierarchy theory states that they:

In the equity theory model,a 'comparison other' is an individual or group of people against whom the person compares his or her outcome/input ratio.

Strengths-based feedback is consistent with the process of:

The two types of need for power in learned needs theory are:

Briefly describe the various drives within the Four-drive Theory and explain how drives influence employee motivation.

Feedback to employees is most effective when it is frequent,credible,and general.

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

Behaviour modification does NOT consider:

Underreward inequity occurs when your outcome/input ratio is lower than the outcome/input ratio of a comparison other.

Four-drive theory recommends that organizations rely on financial rewards rather than non-financial rewards to motivate employees.

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

Motivation is closely related to the concept of employee engagement.

Why is it such a challenge for employers to maintain feelings of equity among employees?

Which of the following is an advantage of behavioural modelling?

Maslow's needs hierarchy theory failed to explain the dynamics of employee needs because they falsely assume that everyone fits into a single needs hierarchy.

To correct performance problems,employees would most likely prefer to receive feedback from:

According to learned needs theory,people with a high personalized need for power enjoy power for its own sake and use it to advance their career rather than to benefit others.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 5: Foundations of Employee Motivation

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

According to McClelland,achievement,affiliation,and power needs are:

If individuals are unable to satisfy a particular need,Maslow's needs hierarchy theory states that they:

In the equity theory model,a 'comparison other' is an individual or group of people against whom the person compares his or her outcome/input ratio.

Strengths-based feedback is consistent with the process of:

The two types of need for power in learned needs theory are:

Briefly describe the various drives within the Four-drive Theory and explain how drives influence employee motivation.

Feedback to employees is most effective when it is frequent,credible,and general.

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

Behaviour modification does NOT consider:

Underreward inequity occurs when your outcome/input ratio is lower than the outcome/input ratio of a comparison other.

Four-drive theory recommends that organizations rely on financial rewards rather than non-financial rewards to motivate employees.

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

Motivation is closely related to the concept of employee engagement.

Why is it such a challenge for employers to maintain feelings of equity among employees?

Which of the following is an advantage of behavioural modelling?

Maslow's needs hierarchy theory failed to explain the dynamics of employee needs because they falsely assume that everyone fits into a single needs hierarchy.

To correct performance problems,employees would most likely prefer to receive feedback from:

According to learned needs theory,people with a high personalized need for power enjoy power for its own sake and use it to advance their career rather than to benefit others.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters