Question 1

About 20 percent of Canadian employees have low engagement or are actively disengaged in their jobs.

Accepted Answer

A) True 
 B)False

Question 2

Which of the following statements about performance feedback is FALSE?

Accepted Answer

A)  The optimal frequency of feedback depends on the type of job. 
B)  Feedback is more valuable when it comes from a credible source. 
C)  Feedback is more useful when it consists of general phrases, such as 'Your sales are going well!', rather than specific phrases. 
D)  Feedback should be available to employees as soon as possible. 
E)  Feedback is relevant when it is linked to goals. 
A)  The optimal frequency of feedback depends on the type of job. 
B)  Feedback is more valuable when it comes from a credible source. 
C)  Feedback is more useful when it consists of general phrases, such as 'Your sales are going well!', rather than specific phrases. 
D)  Feedback should be available to employees as soon as possible. 
E)  Feedback is relevant when it is linked to goals.

Question 3

You have been asked to design a training program that will help managers create a better sense of procedural justice in their day-to-day decisions.Describe what this training program would emphasize to improve perceptions of procedural justice.

Accepted Answer

The textbook discusses the need to provi

Question 4

Your organization wants to hire and develop a group of people for executive positions in a fast-growing high-technology firm.The company's selection tests are able to identify each applicant's current level of need for achievement,power (both types)and affiliation.Moreover,the company has special training programs to further develop these fast-track executives on these learned needs.Identify which learned needs the company should use to select these applicants and should further develop in the training programs.

Accepted Answer

Need for socialized power.Effective exec

Question 5

One of the most significant discoveries in equity theory research is that people tend to keep the same comparison other throughout their working lives.

Accepted Answer

A) True 
 B)False

Question 6

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 7

Which of the following employee motivation theories does NOT arrange needs in a hierarchy of importance?

Accepted Answer

A)  Maslow's theory 
B)  Four-drive theory. 
C)  McClelland's learned needs theory 
D)  All of the above are correct. 
E)  'C' and 'D' only. 
A)  Maslow's theory 
B)  Four-drive theory. 
C)  McClelland's learned needs theory 
D)  All of the above are correct. 
E)  'C' and 'D' only.

Question 8

Successful entrepreneurs tend to have a high need for achievement.

Accepted Answer

A) True 
 B)False

Question 9

All of the following are reasons given for why some employees are "disengaged" EXCEPT:

Accepted Answer

A)  Companies have not strived for employee involvement. 
B)  Organizational injustices. 
C)  Communication about the business is lacking. 
D)  Employee development opportunities are lacking. 
E)  Basic needs of employees have not been provided or satisfied. 
A)  Companies have not strived for employee involvement. 
B)  Organizational injustices. 
C)  Communication about the business is lacking. 
D)  Employee development opportunities are lacking. 
E)  Basic needs of employees have not been provided or satisfied.

Question 10

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 11

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 12

Which of the following typically provides feedback from more than one source?

Accepted Answer

A)  Supervisor's quarterly performance review. 
B)  360-degree feedback report. 
C)  Executive coaching session 
D)  Electronic display showing number of people waiting for call centre staff to answer their call. 
E)  None of the answers apply. 
A)  Supervisor's quarterly performance review. 
B)  360-degree feedback report. 
C)  Executive coaching session 
D)  Electronic display showing number of people waiting for call centre staff to answer their call. 
E)  None of the answers apply.

Question 13

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 14

To determine the fairness of pay or other outcomes,people almost always rely on the equity principle.

Accepted Answer

A) True 
 B)False

Question 15

Which of these statements about expectancy theory is FALSE?

Accepted Answer

A)  Expectancy theory details a person's thinking process when translating demands from competing drives. 
B)  Expectancy theory doesn't explain motivation in different cultures. 
C)  Expectancy theory explains why coaching and pay-for-performance motivate employees. 
D)  Expectancy theory emphasizes rational thinking more than emotions. 
E)  Expectancy theory offers one of the best models available for predicting work effort and motivation. 
A)  Expectancy theory details a person's thinking process when translating demands from competing drives. 
B)  Expectancy theory doesn't explain motivation in different cultures. 
C)  Expectancy theory explains why coaching and pay-for-performance motivate employees. 
D)  Expectancy theory emphasizes rational thinking more than emotions. 
E)  Expectancy theory offers one of the best models available for predicting work effort and motivation.

Question 16

A person's hierarchy of needs is influenced by his or her values.

Accepted Answer

A) True 
 B)False

Question 17

Unlike needs hierarchy models,recent studies suggest that:

Accepted Answer

A)  values, self-concept, and social identity influence a person's unique needs hierarchy. 
B)  people do not have a needs hierarchy. 
C)  everyone has the same needs hierarchy. 
D)  physiological and safety needs are always the lowest level needs. 
E)  all needs are learned rather than formed from innate drives. 
A)  values, self-concept, and social identity influence a person's unique needs hierarchy. 
B)  people do not have a needs hierarchy. 
C)  everyone has the same needs hierarchy. 
D)  physiological and safety needs are always the lowest level needs. 
E)  all needs are learned rather than formed from innate drives.

Question 18

Procedural justice is influenced by the policies and practices that decision makers follow as well as their standards of interpersonal conduct.

Accepted Answer

A) True 
 B)False

Question 19

According to Maslow's needs hierarchy,after people have satisfied their physiological and safety needs,they are mainly motivated to fulfill their ______________ needs.

Accepted Answer

A)  belongingness 
B)  growth 
C)  self-esteem 
D)  social esteem 
E)  existence 
A)  belongingness 
B)  growth 
C)  self-esteem 
D)  social esteem 
E)  existence

Question 20

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

Accepted Answer

A) True 
 B)False

About 20 percent of Canadian employees have low engagement or are actively disengaged in their jobs.

Which of the following statements about performance feedback is FALSE?

You have been asked to design a training program that will help managers create a better sense of procedural justice in their day-to-day decisions.Describe what this training program would emphasize to improve perceptions of procedural justice.

One of the most significant discoveries in equity theory research is that people tend to keep the same comparison other throughout their working lives.

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

Which of the following employee motivation theories does NOT arrange needs in a hierarchy of importance?

Successful entrepreneurs tend to have a high need for achievement.

All of the following are reasons given for why some employees are "disengaged" EXCEPT:

Which of these statements about behaviour modification is FALSE?

Which of the following typically provides feedback from more than one source?

In behaviour modification,extinction occurs when:

To determine the fairness of pay or other outcomes,people almost always rely on the equity principle.

Which of these statements about expectancy theory is FALSE?

A person's hierarchy of needs is influenced by his or her values.

Unlike needs hierarchy models,recent studies suggest that:

Procedural justice is influenced by the policies and practices that decision makers follow as well as their standards of interpersonal conduct.

According to Maslow's needs hierarchy,after people have satisfied their physiological and safety needs,they are mainly motivated to fulfill their ______________ needs.

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

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

About 20 percent of Canadian employees have low engagement or are actively disengaged in their jobs.

Which of the following statements about performance feedback is FALSE?

You have been asked to design a training program that will help managers create a better sense of procedural justice in their day-to-day decisions.Describe what this training program would emphasize to improve perceptions of procedural justice.

One of the most significant discoveries in equity theory research is that people tend to keep the same comparison other throughout their working lives.

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

Which of the following employee motivation theories does NOT arrange needs in a hierarchy of importance?

Successful entrepreneurs tend to have a high need for achievement.

All of the following are reasons given for why some employees are "disengaged" EXCEPT:

Which of these statements about behaviour modification is FALSE?

Which of the following typically provides feedback from more than one source?

In behaviour modification,extinction occurs when:

To determine the fairness of pay or other outcomes,people almost always rely on the equity principle.

Which of these statements about expectancy theory is FALSE?

A person's hierarchy of needs is influenced by his or her values.

Unlike needs hierarchy models,recent studies suggest that:

Procedural justice is influenced by the policies and practices that decision makers follow as well as their standards of interpersonal conduct.

According to Maslow's needs hierarchy,after people have satisfied their physiological and safety needs,they are mainly motivated to fulfill their ______________ needs.

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

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