Question 1

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 2

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 3

When people experience procedural injustice,they tend 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 4

People with a high need for affiliation tend to be more effective in jobs that allocate scarce resources among employees.

Accepted Answer

A) True 
 B)False

Question 5

In expectancy theory,valence refers to the:

Accepted Answer

A)  amount of effort a person puts towards a known goal. 
B)  individual's perceived probability of performing the task at a particular level. 
C)  anticipated satisfaction or dissatisfaction that an individual feels towards an outcome. 
D)  individual's perceived probability that his or her performance will lead to specific outcomes. 
E)  feelings that result from a comparison of the individual's outcome/input ratio with the outcome/input ratio of a comparison other. 
A)  amount of effort a person puts towards a known goal. 
B)  individual's perceived probability of performing the task at a particular level. 
C)  anticipated satisfaction or dissatisfaction that an individual feels towards an outcome. 
D)  individual's perceived probability that his or her performance will lead to specific outcomes. 
E)  feelings that result from a comparison of the individual's outcome/input ratio with the outcome/input ratio of a comparison other.

Question 6

People who are 'equity sensitive' tend to:

Accepted Answer

A)  avoid having a comparison other. 
B)  be tolerant of situations where they are under rewarded. 
C)  have a low E-to-P expectancy. 
D)  feel more comfortable in situations where they receive proportionately more than others. 
E)  want their outcome/input ratio to be equal to the outcome/input ratio of the comparison other. 
A)  avoid having a comparison other. 
B)  be tolerant of situations where they are under rewarded. 
C)  have a low E-to-P expectancy. 
D)  feel more comfortable in situations where they receive proportionately more than others. 
E)  want their outcome/input ratio to be equal to the outcome/input ratio of the comparison other.

Question 7

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 8

According to four-drive theory,organizations maximize motivation by focusing employees on opportunities to fulfill only one of the four drives.

Accepted Answer

A) True 
 B)False

Question 9

Why is it difficult to maintain feelings of equity among employees?

Accepted Answer

Maintaining feelings of equity is not an

Question 10

You want production employees at your company to be more motivated to complete their assignments more efficiently.They are confident that they can perform their jobs more efficiently and the rewards you give employees (pay cheques,paid time off,etc.)are valued by these people.Identify the one element of expectancy theory that requires improvement and identify three possible actions that would increase employee motivation through this element.

Accepted Answer

Students need to answer this question by

Question 11

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

Accepted Answer

A)  Maslow's theory 
B)  ERG theory 
C)  McClelland's learned needs theory 
D)  All of the answers are correct. 
E)  Needs hierarchy theory 
A)  Maslow's theory 
B)  ERG theory 
C)  McClelland's learned needs theory 
D)  All of the answers are correct. 
E)  Needs hierarchy theory

Question 12

The distributive justice principle states that everyone should receive the same rewards in life.

Accepted Answer

A) True 
 B)False

Question 13

Employees who receive a fixed amount of pay each week and who feel under rewarded are likely to:

Accepted Answer

A)  reduce their work effort. 
B)  increase their work effort. 
C)  change their perceptions, thinking that they work harder than they really do. 
D)  encourage the comparison other to reduce his or her work effort. 
E)  None of the answers apply. 
A)  reduce their work effort. 
B)  increase their work effort. 
C)  change their perceptions, thinking that they work harder than they really do. 
D)  encourage the comparison other to reduce his or her work effort. 
E)  None of the answers apply.

Question 14

In four-drive theory,the drive to bond does not produce any emotional markers.

Accepted Answer

A) True 
 B)False

Question 15

David McClelland's research on need for achievement concluded that all needs are instinctive and fixed for life.

Accepted Answer

A) True 
 B)False

Question 16

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 17

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

Accepted Answer

A) True 
 B)False

Question 18

The highest level need in Maslow's hierarchy of needs is:

Accepted Answer

A)  esteem. 
B)  safety. 
C)  power. 
D)  belongingness. 
E)  self-actualization. 
A)  esteem. 
B)  safety. 
C)  power. 
D)  belongingness. 
E)  self-actualization.

Question 19

Which of the following theories suggests that employee motivation is influenced by what other people contribute to and receive from the organization?

Accepted Answer

A)  Expectancy theory 
B)  Equity theory 
C)  Needs-based theory 
D)  Need theory 
E)  Goal setting 
A)  Expectancy theory 
B)  Equity theory 
C)  Needs-based theory 
D)  Need theory 
E)  Goal setting

Question 20

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

Accepted Answer

A) True 
 B)False

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

When people experience procedural injustice,they tend to:

People with a high need for affiliation tend to be more effective in jobs that allocate scarce resources among employees.

In expectancy theory,valence refers to the:

People who are 'equity sensitive' tend to:

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

According to four-drive theory,organizations maximize motivation by focusing employees on opportunities to fulfill only one of the four drives.

Why is it difficult to maintain feelings of equity among employees?

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

The distributive justice principle states that everyone should receive the same rewards in life.

Employees who receive a fixed amount of pay each week and who feel under rewarded are likely to:

In four-drive theory,the drive to bond does not produce any emotional markers.

David McClelland's research on need for achievement concluded that all needs are instinctive and fixed for life.

Maslow's view of employee motivation:

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

The highest level need in Maslow's hierarchy of needs is:

Which of the following theories suggests that employee motivation is influenced by what other people contribute to and receive from the organization?

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

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

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 5: Foundations of Employee Motivation

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

When people experience procedural injustice,they tend to:

People with a high need for affiliation tend to be more effective in jobs that allocate scarce resources among employees.

In expectancy theory,valence refers to the:

People who are 'equity sensitive' tend to:

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

According to four-drive theory,organizations maximize motivation by focusing employees on opportunities to fulfill only one of the four drives.

Why is it difficult to maintain feelings of equity among employees?

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

The distributive justice principle states that everyone should receive the same rewards in life.

Employees who receive a fixed amount of pay each week and who feel under rewarded are likely to:

In four-drive theory,the drive to bond does not produce any emotional markers.

David McClelland's research on need for achievement concluded that all needs are instinctive and fixed for life.

Maslow's view of employee motivation:

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

The highest level need in Maslow's hierarchy of needs is:

Which of the following theories suggests that employee motivation is influenced by what other people contribute to and receive from the organization?

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

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

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters