Question 1

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 2

Motivation is closely related to the concept of employee engagement.

Accepted Answer

A) True 
 B)False

Question 3

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 4

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 5

Maslow's needs hierarchy theory was dismissed by experts more than three decades ago,yet Maslow's writing has had a lasting and valuable effect by advocating a more holistic and humanistic approach to human motivation.Discuss these two elements and point out how they were applied in Maslow's needs hierarchy theory.

Accepted Answer

Students should describe each of these t

Question 6

Four-drive theory recommends keeping all four drives in "balance"; that is,organizations should avoid too much or too little opportunity to fulfill each drive.

Accepted Answer

A) True 
 B)False

Question 7

Social cognitive theory states that:

Accepted Answer

A)  we learn the consequences of behaviour by observing the experiences of other people. 
B)  we learn through self-reinforcement. 
C)  we learn by modelling the behaviour of other people. 
D)  All of the answers are correct. 
E)  employees cannot learn in social settings. 
A)  we learn the consequences of behaviour by observing the experiences of other people. 
B)  we learn through self-reinforcement. 
C)  we learn by modelling the behaviour of other people. 
D)  All of the answers are correct. 
E)  employees cannot learn in social settings.

Question 8

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 9

Which of these occurs when a consequence that is introduced decreases the frequency or future probability of a behaviour?

Accepted Answer

A)  Negative reinforcement 
B)  Positive reinforcement 
C)  Punishment 
D)  Extinction 
E)  None of these 
A)  Negative reinforcement 
B)  Positive reinforcement 
C)  Punishment 
D)  Extinction 
E)  None of these

Question 10

Feedback can be more frequent when employees perform short rather than long job cycles.

Accepted Answer

A) True 
 B)False

Question 11

Maslow's view of employee motivation:

Accepted Answer

A)  became the foundation of positive organizational behaviour. 
B)  helped employers standardize reward systems. 
C)  was that we should focus mostly on need deprivation. 
D)  encouraged others to narrowly define needs or drives. 
E)  introduced a mechanistic perspective of the workplace in organizational behaviour. 
A)  became the foundation of positive organizational behaviour. 
B)  helped employers standardize reward systems. 
C)  was that we should focus mostly on need deprivation. 
D)  encouraged others to narrowly define needs or drives. 
E)  introduced a mechanistic perspective of the workplace in organizational behaviour.

Question 12

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 13

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

Accepted Answer

A) True 
 B)False

Question 14

The main problem with behavioural modelling is that it transfers explicit knowledge,but not tacit knowledge.

Accepted Answer

A) True 
 B)False

Question 15

The concept of employee engagement is related to motivation,but not role perception.

Accepted Answer

A) True 
 B)False

Question 16

Co-workers no longer praise you when you engage in dangerous pranks,so you stop engaging in these pranks.This is an example of:

Accepted Answer

A)  negative reinforcement. 
B)  punishment. 
C)  positive reinforcement. 
D)  action learning. 
E)  extinction. 
A)  negative reinforcement. 
B)  punishment. 
C)  positive reinforcement. 
D)  action learning. 
E)  extinction.

Question 17

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 18

How is effective feedback related to an employee's task cycle (the time required to complete a typical task in the job)?

Accepted Answer

A)  Feedback should be received an average of three times within each task cycle. 
B)  Employees with short task cycles usually need to receive feedback less often than employees with long task cycles. 
C)  Employees with short task cycles should receive feedback more frequently than employees with long task cycles. 
D)  Employees with short task cycles should never receive feedback. 
E)  Task cycles have no effect on effective feedback. 
A)  Feedback should be received an average of three times within each task cycle. 
B)  Employees with short task cycles usually need to receive feedback less often than employees with long task cycles. 
C)  Employees with short task cycles should receive feedback more frequently than employees with long task cycles. 
D)  Employees with short task cycles should never receive feedback. 
E)  Task cycles have no effect on effective feedback.

Question 19

Two drives identified in four-drive theory are the drive to acquire and the drive to bond.

Accepted Answer

A) True 
 B)False

Question 20

Equity sensitivity refers to how strongly people feel about outcome/input rations with others.

Accepted Answer

A) True 
 B)False

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

Motivation is closely related to the concept of employee engagement.

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

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

Four-drive theory recommends keeping all four drives in "balance"; that is,organizations should avoid too much or too little opportunity to fulfill each drive.

Social cognitive theory states that:

360-degree feedback tends to:

Which of these occurs when a consequence that is introduced decreases the frequency or future probability of a behaviour?

Feedback can be more frequent when employees perform short rather than long job cycles.

Maslow's view of employee motivation:

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

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

The main problem with behavioural modelling is that it transfers explicit knowledge,but not tacit knowledge.

The concept of employee engagement is related to motivation,but not role perception.

Co-workers no longer praise you when you engage in dangerous pranks,so you stop engaging in these pranks.This is an example of:

Behavioural modelling and self-reinforcement are components of:

How is effective feedback related to an employee's task cycle (the time required to complete a typical task in the job)?

Two drives identified in four-drive theory are the drive to acquire and the drive to bond.

Equity sensitivity refers to how strongly people feel about outcome/input rations with 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 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

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Exam 5: Foundations of Employee Motivation

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

Motivation is closely related to the concept of employee engagement.

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

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

Four-drive theory recommends keeping all four drives in "balance"; that is,organizations should avoid too much or too little opportunity to fulfill each drive.

Social cognitive theory states that:

360-degree feedback tends to:

Which of these occurs when a consequence that is introduced decreases the frequency or future probability of a behaviour?

Feedback can be more frequent when employees perform short rather than long job cycles.

Maslow's view of employee motivation:

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

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

The main problem with behavioural modelling is that it transfers explicit knowledge,but not tacit knowledge.

The concept of employee engagement is related to motivation,but not role perception.

Co-workers no longer praise you when you engage in dangerous pranks,so you stop engaging in these pranks.This is an example of:

Behavioural modelling and self-reinforcement are components of:

How is effective feedback related to an employee's task cycle (the time required to complete a typical task in the job)?

Two drives identified in four-drive theory are the drive to acquire and the drive to bond.

Equity sensitivity refers to how strongly people feel about outcome/input rations with 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 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