Question 1

Research results show a strong relationship between financial incentives and work quality.

Accepted Answer

A) True 
 B)False

Question 2

Which of the following says that behavior with favorable consequences tends to be repeated,while behavior with unfavorable consequences tends to disappear?

Accepted Answer

A)  Law of effect 
B)  Behaviorism 
C)  Operant conditioning 
D)  Reward equity norm 
E)  Extinction 
A)  Law of effect 
B)  Behaviorism 
C)  Operant conditioning 
D)  Reward equity norm 
E)  Extinction

Question 3

One reason feedback often fails is because it is provided too quickly to do any good.

Accepted Answer

A) True 
 B)False

Question 4

Which of the following strengthen behavior?

Accepted Answer

A)  Positive reinforcement and negative reinforcement 
B)  Punishment and extinction 
C)  Positive reinforcement and extinction 
D)  Punishment and negative reinforcement 
E)  Negative reinforcement and extinction 
A)  Positive reinforcement and negative reinforcement 
B)  Punishment and extinction 
C)  Positive reinforcement and extinction 
D)  Punishment and negative reinforcement 
E)  Negative reinforcement and extinction

Question 5

_____ is the popular term for monetary incentives linking at least some portion of the pay check directly to results or accomplishments.

Accepted Answer

A)  Pay for performance 
B)  Non-variable pay 
C)  Equity 
D)  Salary 
E)  Wage 
A)  Pay for performance 
B)  Non-variable pay 
C)  Equity 
D)  Salary 
E)  Wage

Question 6

Explain the various reasons for the popularity of nontraditional feedback.

Accepted Answer

Nontraditional feedback is growing in po

Question 7

Negative reinforcement is the same as punishment because they have the same effect on behavior.

Accepted Answer

A) True 
 B)False

Question 8

When a behavior is reinforced every time,it refers to:

Accepted Answer

A)  continuous reinforcement. 
B)  variable interval reinforcement. 
C)  fixed ratio reinforcement. 
D)  variable ratio reinforcement. 
E)  fixed interval reinforcement. 
A)  continuous reinforcement. 
B)  variable interval reinforcement. 
C)  fixed ratio reinforcement. 
D)  variable ratio reinforcement. 
E)  fixed interval reinforcement.

Question 9

The most basic form of pay for performance is the traditional _____ plan,whereby the employee is paid a specified amount of money for each unit of work.

Accepted Answer

A)  time-rate 
B)  sales commission 
C)  profit-sharing 
D)  merit pay 
E)  piece-rate 
A)  time-rate 
B)  sales commission 
C)  profit-sharing 
D)  merit pay 
E)  piece-rate

Question 10

Most employees really want feedback about how they are performing in their jobs.

Accepted Answer

A) True 
 B)False

Question 11

Generally,people tend to perceive and recall positive feedback more accurately than they do negative feedback.

Accepted Answer

A) True 
 B)False

Question 12

Pay for performance is also called "variable pay."

Accepted Answer

A) True 
 B)False

Question 13

_____ feedback stands the traditional approach on its head by having lower-level employees provide feedback on a manager's style and performance.

Accepted Answer

A)  Vertical 
B)  Top-down 
C)  Horizontal 
D)  Upward 
E)  Motivational 
A)  Vertical 
B)  Top-down 
C)  Horizontal 
D)  Upward 
E)  Motivational

Question 14

Differentiate between feedback and traditional performance appraisals.

Accepted Answer

Feedback is information about individual

Question 15

_____ is the exchange of information about the status and quality of work products.It provides a road map to success.

Accepted Answer

A)  Performance appraisal 
B)  Performance management 
C)  Management by objectives 
D)  Feedback 
E)  Total quality management 
A)  Performance appraisal 
B)  Performance management 
C)  Management by objectives 
D)  Feedback 
E)  Total quality management

Question 16

Self-efficacy can be damaged by _____ feedback.

Accepted Answer

A)  positive 
B)  negative 
C)  upward 
D)  downward 
E)  360-degree 
A)  positive 
B)  negative 
C)  upward 
D)  downward 
E)  360-degree

Question 17

Feedback becomes positive or negative when it:

Accepted Answer

A)  serves as information. 
B)  is given by a subordinate. 
C)  is compared to a goal,standard,or expectation. 
D)  does not serve as a basis for improvement. 
E)  results from positive or negative equity. 
A)  serves as information. 
B)  is given by a subordinate. 
C)  is compared to a goal,standard,or expectation. 
D)  does not serve as a basis for improvement. 
E)  results from positive or negative equity.

Question 18

The behavioral outcomes of feedback include direction,effort,persistence,and:

Accepted Answer

A)  forecasting. 
B)  personality. 
C)  resistance. 
D)  shaping. 
E)  formulating goal-attainment strategies. 
A)  forecasting. 
B)  personality. 
C)  resistance. 
D)  shaping. 
E)  formulating goal-attainment strategies.

Question 19

_____ is the process of strengthening a behavior by contingently presenting something pleasing.

Accepted Answer

A)  Positive reinforcement 
B)  Punishment 
C)  Extinction 
D)  Negative reinforcement 
E)  Operant behavior 
A)  Positive reinforcement 
B)  Punishment 
C)  Extinction 
D)  Negative reinforcement 
E)  Operant behavior

Question 20

Pay for performance is the term for monetary incentives tied to one's results or accomplishments.

Accepted Answer

A) True 
 B)False

Research results show a strong relationship between financial incentives and work quality.

Which of the following says that behavior with favorable consequences tends to be repeated,while behavior with unfavorable consequences tends to disappear?

One reason feedback often fails is because it is provided too quickly to do any good.

Which of the following strengthen behavior?

_____ is the popular term for monetary incentives linking at least some portion of the pay check directly to results or accomplishments.

Explain the various reasons for the popularity of nontraditional feedback.

Negative reinforcement is the same as punishment because they have the same effect on behavior.

When a behavior is reinforced every time,it refers to:

The most basic form of pay for performance is the traditional _____ plan,whereby the employee is paid a specified amount of money for each unit of work.

Most employees really want feedback about how they are performing in their jobs.

Generally,people tend to perceive and recall positive feedback more accurately than they do negative feedback.

Pay for performance is also called "variable pay."

_____ feedback stands the traditional approach on its head by having lower-level employees provide feedback on a manager's style and performance.

Differentiate between feedback and traditional performance appraisals.

_____ is the exchange of information about the status and quality of work products.It provides a road map to success.

Self-efficacy can be damaged by _____ feedback.

Feedback becomes positive or negative when it:

The behavioral outcomes of feedback include direction,effort,persistence,and:

_____ is the process of strengthening a behavior by contingently presenting something pleasing.

Pay for performance is the term for monetary incentives tied to one's results or accomplishments.

Needed: People-Centered Managers and Workplaces

Organizational Culture, Socialization, and Mentoring

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation I: Needs, Job Design, and Satisfaction

Motivation Ii: Equity, Expectancy, and Goal Setting

Effective Groups and Teams

Making Decisions

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Leadership

Designing Effective Organizations

Managing Change and Organizational Learning

Filters

Exam 8: Improving Performance With Feedback, Rewards, and Positive Reinforcement

Research results show a strong relationship between financial incentives and work quality.

Which of the following says that behavior with favorable consequences tends to be repeated,while behavior with unfavorable consequences tends to disappear?

One reason feedback often fails is because it is provided too quickly to do any good.

Which of the following strengthen behavior?

_____ is the popular term for monetary incentives linking at least some portion of the pay check directly to results or accomplishments.

Explain the various reasons for the popularity of nontraditional feedback.

Negative reinforcement is the same as punishment because they have the same effect on behavior.

When a behavior is reinforced every time,it refers to:

The most basic form of pay for performance is the traditional _____ plan,whereby the employee is paid a specified amount of money for each unit of work.

Most employees really want feedback about how they are performing in their jobs.

Generally,people tend to perceive and recall positive feedback more accurately than they do negative feedback.

Pay for performance is also called "variable pay."

_____ feedback stands the traditional approach on its head by having lower-level employees provide feedback on a manager's style and performance.

Differentiate between feedback and traditional performance appraisals.

_____ is the exchange of information about the status and quality of work products.It provides a road map to success.

Self-efficacy can be damaged by _____ feedback.

Feedback becomes positive or negative when it:

The behavioral outcomes of feedback include direction,effort,persistence,and:

_____ is the process of strengthening a behavior by contingently presenting something pleasing.

Pay for performance is the term for monetary incentives tied to one's results or accomplishments.

Needed: People-Centered Managers and Workplaces

Organizational Culture, Socialization, and Mentoring

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation I: Needs, Job Design, and Satisfaction

Motivation Ii: Equity, Expectancy, and Goal Setting

Effective Groups and Teams

Making Decisions

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Leadership

Designing Effective Organizations

Managing Change and Organizational Learning

Filters