Question 1

Employees consider feedback from non-social sources to be more accurate than feedback from social sources.

Accepted Answer

A) True 
 B)False

Question 2

_________ produce emotions,whereas _________ represent the motivational force of those emotions which are channelled toward particular goals.

Accepted Answer

A)  Drives; needs 
B)  Needs; drives 
C)  Thinking; doing 
D)  Planning; projecting 
E)  None of the above is correct. 
A)  Drives; needs 
B)  Needs; drives 
C)  Thinking; doing 
D)  Planning; projecting 
E)  None of the above is correct.

Question 3

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

Question 4

Research suggests that feedback originating only from the supervisor provides more complete and accurate information than feedback received through a 360-degree process.

Accepted Answer

A) True 
 B)False

Question 5

Expectancy theory of motivation states that people naturally direct their effort towards behaviours they believe are most likely to lead to desired outcomes.

Accepted Answer

A) True 
 B)False

Question 6

Alex demands loyalty from employees and gains satisfaction from controlling people.His actions don't seem to benefit the organization; rather,he does this to advance his own career and for the enjoyment of influencing others.Based on this information,it is most accurate to say that Alex has a:

Accepted Answer

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

Question 7

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 8

After discovering the cause of a computer network problem,Jessie rewards herself by taking a coffee break.Jessie's action of taking a break is an example of:

Accepted Answer

A)  poor performance. 
B)  learning through experience. 
C)  self-reinforcement. 
D)  behaviour modelling. 
E)  learning through feedback. 
A)  poor performance. 
B)  learning through experience. 
C)  self-reinforcement. 
D)  behaviour modelling. 
E)  learning through feedback.

Question 9

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 10

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.

Employees consider feedback from non-social sources to be more accurate than feedback from social sources.

_ produce emotions,whereas _ represent the motivational force of those emotions which are channelled toward particular goals.

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

Research suggests that feedback originating only from the supervisor provides more complete and accurate information than feedback received through a 360-degree process.

Expectancy theory of motivation states that people naturally direct their effort towards behaviours they believe are most likely to lead to desired outcomes.

Alex demands loyalty from employees and gains satisfaction from controlling people.His actions don't seem to benefit the organization; rather,he does this to advance his own career and for the enjoyment of influencing others.Based on this information,it is most accurate to say that Alex has a:

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

After discovering the cause of a computer network problem,Jessie rewards herself by taking a coffee break.Jessie's action of taking a break is an example of:

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:

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 Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change Additional Cases

Filters

Exam 5: Foundations of Employee Motivation

Employees consider feedback from non-social sources to be more accurate than feedback from social sources.

_________ produce emotions,whereas _________ represent the motivational force of those emotions which are channelled toward particular goals.

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

Research suggests that feedback originating only from the supervisor provides more complete and accurate information than feedback received through a 360-degree process.

Expectancy theory of motivation states that people naturally direct their effort towards behaviours they believe are most likely to lead to desired outcomes.

Alex demands loyalty from employees and gains satisfaction from controlling people.His actions don't seem to benefit the organization; rather,he does this to advance his own career and for the enjoyment of influencing others.Based on this information,it is most accurate to say that Alex has a:

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

After discovering the cause of a computer network problem,Jessie rewards herself by taking a coffee break.Jessie's action of taking a break is an example of:

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:

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 Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change Additional Cases

Filters

_ produce emotions,whereas _ represent the motivational force of those emotions which are channelled toward particular goals.