Question 1

Needs hierarchy theory fails to explain the dynamics of employee motivation mainly because:

Accepted Answer

A) some people never experience growth or self-actualization. 
B) people do not have a needs hierarchy. 
C) people do not fit into a single needs hierarchy. 
D) people have drives,not needs. 
E) both theories wrongly assume that everyone has hardwired needs. 
A) some people never experience growth or self-actualization. 
B) people do not have a needs hierarchy. 
C) people do not fit into a single needs hierarchy. 
D) people have drives,not needs. 
E) both theories wrongly assume that everyone has hardwired needs.

Question 2

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.

Question 3

In behaviour modification,extinction occurs when:

Accepted Answer

A) employees are forced to leave the organization. 
B) a behaviour decreases in frequency because it is punished more than reinforced. 
C) employees receive reinforcement less often now than in the past. 
D) employees receive more reinforcement than they should receive. 
E) a behaviour decreases in frequency because no consequence follows it. 
A) employees are forced to leave the organization. 
B) a behaviour decreases in frequency because it is punished more than reinforced. 
C) employees receive reinforcement less often now than in the past. 
D) employees receive more reinforcement than they should receive. 
E) a behaviour decreases in frequency because no consequence follows it.

Question 4

According to equity theory,employees change their comparison other

Accepted Answer

A) only when they are new to their jobs. 
B) every three or four months. 
C) only when they feel overpaid. 
D) as a way to alter their inputs. 
E) as a means of reducing feelings of inequity. 
A) only when they are new to their jobs. 
B) every three or four months. 
C) only when they feel overpaid. 
D) as a way to alter their inputs. 
E) as a means of reducing feelings of inequity.

Question 5

Which theory most explicitly relies on emotions to explain employee motivation?

Accepted Answer

A) Four-drive theory 
B) Maslow's needs hierarchy 
C) Goal setting theory 
D) McClelland's learned needs theory 
E) Expectancy theory 
A) Four-drive theory 
B) Maslow's needs hierarchy 
C) Goal setting theory 
D) McClelland's learned needs theory 
E) Expectancy theory

Question 6

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 7

If supervisors are able to observe only a small portion of an employee's behaviour and performance,then they should:

Accepted Answer

A) evaluate several employees and average their performance results. 
B) evaluate the employee's performance based on their personal observations. 
C) consider using 360-degree feedback for that employee. 
D) infer job performance on unobserved tasks from the person's performance on observed tasks. 
E) None of the answers apply. 
A) evaluate several employees and average their performance results. 
B) evaluate the employee's performance based on their personal observations. 
C) consider using 360-degree feedback for that employee. 
D) infer job performance on unobserved tasks from the person's performance on observed tasks. 
E) None of the answers apply.

Question 8

Which of these statements about behaviour modification is FALSE?

Accepted Answer

A) Behaviour modification programs are most effectively implemented where work behaviour is observable. 
B) Behaviour modification considers the contingencies and schedules of reinforcement. 
C) The reinforcer used in some behaviour modification programs tends to lose its effectiveness over time. 
D) Behaviour modification theory argues that employee beliefs and attitudes cause behaviour. 
E) A-B-C analysis considers what happens before and after the behaviour. 
A) Behaviour modification programs are most effectively implemented where work behaviour is observable. 
B) Behaviour modification considers the contingencies and schedules of reinforcement. 
C) The reinforcer used in some behaviour modification programs tends to lose its effectiveness over time. 
D) Behaviour modification theory argues that employee beliefs and attitudes cause behaviour. 
E) A-B-C analysis considers what happens before and after the behaviour.

Question 9

A large manufacturer of Internet hardware wants to hire an executive who will help develop the firm's marketing division.This executive must be a 'team player' by working with other executives.The successful candidate will also delegate more responsibility to the marketing professionals,but is responsible for making tough decisions regarding allocation of limited budgets.Describe the level of need for achievement,affiliation,and socialized and personalized power that the ideal candidate would have for this position.Your answer should also briefly define these terms.

Accepted Answer

To answer this question,students need to

Question 10

Current evidence indicates that a person's needs hierarchy:

Accepted Answer

A) is hardwired. 
B) is common to everyone. 
C) remains the same over a person's lifetime. 
D) All of the answers are correct. 
E) None of the answers apply. 
A) is hardwired. 
B) is common to everyone. 
C) remains the same over a person's lifetime. 
D) All of the answers are correct. 
E) None of the answers apply.

Question 11

Goals need to be measurable.

Accepted Answer

A) True 
 B)False

Question 12

A salesperson gets one sales order for every six clients called,on average.If a sales order is a form of positive reinforcement,what type of reinforcement schedule exists here?

Accepted Answer

A) Continuous 
B) Fixed interval 
C) Fixed ratio 
D) Variable ratio 
E) Variable interval 
A) Continuous 
B) Fixed interval 
C) Fixed ratio 
D) Variable ratio 
E) Variable interval

Question 13

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

Accepted Answer

A) True 
 B)False

Question 14

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

Accepted Answer

A) True 
 B)False

Question 15

Which of these is the most widely known theory of human motivation?

Accepted Answer

A) Maslow's needs hierarchy theory 
B) Expectancy theory 
C) Goal setting theory 
D) Equity theory 
E) Learned needs theory 
A) Maslow's needs hierarchy theory 
B) Expectancy theory 
C) Goal setting theory 
D) Equity theory 
E) Learned needs theory

Question 16

According to expectancy theory,a skill-development training program would:

Accepted Answer

A) have no effect on employee motivation. 
B) mainly increase the effort-to-performance expectancy. 
C) mainly increase the performance-to-outcome expectancy. 
D) mainly increase the valence of pay increases and other organizational outcomes. 
E) mainly alter the comparison other. 
A) have no effect on employee motivation. 
B) mainly increase the effort-to-performance expectancy. 
C) mainly increase the performance-to-outcome expectancy. 
D) mainly increase the valence of pay increases and other organizational outcomes. 
E) mainly alter the comparison other.

Question 17

One of the most common consequences of overreward inequity is that overpaid employees try to increase their inputs by working harder.

Accepted Answer

A) True 
 B)False

Question 18

Compared to people with low need for affiliation,people with a high need for affiliation tend to:

Accepted Answer

A) have higher absenteeism. 
B) be less effective in jobs requiring social interaction. 
C) be better at mediating conflicts. 
D) All of the answers are correct. 
E) be less effective in jobs requiring social interaction and be better at mediating conflicts. 
A) have higher absenteeism. 
B) be less effective in jobs requiring social interaction. 
C) be better at mediating conflicts. 
D) All of the answers are correct. 
E) be less effective in jobs requiring social interaction and be better at mediating conflicts.

Question 19

Compared to supervisor-only feedback,360-degree feedback tends to produce more ambiguous and conflicting feedback.

Accepted Answer

A) True 
 B)False

Question 20

According to four-drive theory,the drive ______ is a fundamental ingredient in the success of organizations and development of societies.

Accepted Answer

A) to defend 
B) for fairness 
C) to bond 
D) to acquire 
E) to achieve goals 
A) to defend 
B) for fairness 
C) to bond 
D) to acquire 
E) to achieve goals

Needs hierarchy theory fails to explain the dynamics of employee motivation mainly because:

360-degree feedback tends to:

In behaviour modification,extinction occurs when:

According to equity theory,employees change their comparison other

Which theory most explicitly relies on emotions to explain employee motivation?

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

If supervisors are able to observe only a small portion of an employee's behaviour and performance,then they should:

Which of these statements about behaviour modification is FALSE?

Current evidence indicates that a person's needs hierarchy:

Goals need to be measurable.

A salesperson gets one sales order for every six clients called,on average.If a sales order is a form of positive reinforcement,what type of reinforcement schedule exists here?

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

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

Which of these is the most widely known theory of human motivation?

According to expectancy theory,a skill-development training program would:

One of the most common consequences of overreward inequity is that overpaid employees try to increase their inputs by working harder.

Compared to people with low need for affiliation,people with a high need for affiliation tend to:

Compared to supervisor-only feedback,360-degree feedback tends to produce more ambiguous and conflicting feedback.

According to four-drive theory,the drive ______ is a fundamental ingredient in the success of organizations and development of societies.

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

Needs hierarchy theory fails to explain the dynamics of employee motivation mainly because:

360-degree feedback tends to:

In behaviour modification,extinction occurs when:

According to equity theory,employees change their comparison other

Which theory most explicitly relies on emotions to explain employee motivation?

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

If supervisors are able to observe only a small portion of an employee's behaviour and performance,then they should:

Which of these statements about behaviour modification is FALSE?

Current evidence indicates that a person's needs hierarchy:

Goals need to be measurable.

A salesperson gets one sales order for every six clients called,on average.If a sales order is a form of positive reinforcement,what type of reinforcement schedule exists here?

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

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

Which of these is the most widely known theory of human motivation?

According to expectancy theory,a skill-development training program would:

One of the most common consequences of overreward inequity is that overpaid employees try to increase their inputs by working harder.

Compared to people with low need for affiliation,people with a high need for affiliation tend to:

Compared to supervisor-only feedback,360-degree feedback tends to produce more ambiguous and conflicting feedback.

According to four-drive theory,the drive ______ is a fundamental ingredient in the success of organizations and development of societies.

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