Question 1

Alderfer's growth need, McClelland's need for achievement, and Maslow's self-actualization are similar.

Accepted Answer

A) True 
 B)False

Question 2

According to McClelland's research, successful managers tend to have a high need for:

Accepted Answer

A)  personalized power. 
B)  achievement. 
C)  affiliation. 
D)  security. 
A)  personalized power. 
B)  achievement. 
C)  affiliation. 
D)  security.

Question 3

Under the theory of inequity, people are motivated when:

Accepted Answer

A)  they are in equilibrium with perceptions of inputs and outcomes. 
B)  they can see that their inputs lead to rewards. 
C)  they can identify that social needs are being satisfied in relation to job expectations. 
D)  they find themselves in a situation they see as unfair. 
A)  they are in equilibrium with perceptions of inputs and outcomes. 
B)  they can see that their inputs lead to rewards. 
C)  they can identify that social needs are being satisfied in relation to job expectations. 
D)  they find themselves in a situation they see as unfair.

Question 4

Eustress leads us to draw on positive emotions at work.

Accepted Answer

A) True 
 B)False

Question 5

All of the following are demands an organization can place on an employee except:

Accepted Answer

A)  deadlines. 
B)  quality standards. 
C)  advancement opportunities. 
D)  production quotas. 
A)  deadlines. 
B)  quality standards. 
C)  advancement opportunities. 
D)  production quotas.

Question 6

According to the Protestant ethic, a person should work hard because hard work and prosperity would lead to a place in heaven. The organizational scholar who advanced the Protestant Ethic notion was .

Accepted Answer

A)  John Calvin 
B)  Sigmund Freud 
C)  Adam Smith 
D)  Max Weber 
A)  John Calvin 
B)  Sigmund Freud 
C)  Adam Smith 
D)  Max Weber

Question 7

Match the following:
-Motivation

Accepted Answer

A) The process of arousing and sustaining goal-directed behavior 
B) Work conditions related to dissatisfaction caused by discomfort or pain 
C) Factors and conditions outside the person that may explain and predict a person's behavior 
D) What is most appropriate and beneficial to an individual 
E) Attributes and characteristics inside an individual that determine behavior 
A) The process of arousing and sustaining goal-directed behavior 
B) Work conditions related to dissatisfaction caused by discomfort or pain 
C) Factors and conditions outside the person that may explain and predict a person's behavior 
D) What is most appropriate and beneficial to an individual 
E) Attributes and characteristics inside an individual that determine behavior

Question 8

External theories of motivation include need models, equity and expectancy theories, as well as goal-setting approaches.

Accepted Answer

A) True 
 B)False

Question 9

Match the following:
-Maslow

Accepted Answer

A) Needs hierarchy theory 
B) Two-factor theory 
C) Expectancy theory 
D) Equity theory 
E) Needs theory 
A) Needs hierarchy theory 
B) Two-factor theory 
C) Expectancy theory 
D) Equity theory 
E) Needs theory

Question 10

Adam Smith formulated the "invisible hand" and the free market to explain the motivation for individual behavior. The "invisible hand" refers to:

Accepted Answer

A)  personal ethics in a free market system. 
B)  unconscious motives. 
C)  internal needs. 
D)  unseen forces of a free market system. 
A)  personal ethics in a free market system. 
B)  unconscious motives. 
C)  internal needs. 
D)  unseen forces of a free market system.

Question 11

Which of the following would be the best framework if you use calculated involvement as a basis for understanding a person's relationship with a work organization?

Accepted Answer

A)  Need theory 
B)  Content theory 
C)  Social exchange 
D)  Vroom's personal perception expectancy model 
A)  Need theory 
B)  Content theory 
C)  Social exchange 
D)  Vroom's personal perception expectancy model

Question 12

Modern management practices such as employee management recognition programs, flexible benefit packages, and stock ownership plans emphasize:

Accepted Answer

A)  internal needs. 
B)  intrinsic motivation. 
C)  external incentives. 
D)  the principle of the psychodynamic theory. 
A)  internal needs. 
B)  intrinsic motivation. 
C)  external incentives. 
D)  the principle of the psychodynamic theory.

Question 13

According to the the equity theory, when employees view managers as being overpaid, the employees may:

Accepted Answer

A)  work harder. 
B)  not change. 
C)  reduce their commitment. 
D)  become more efficient. 
A)  work harder. 
B)  not change. 
C)  reduce their commitment. 
D)  become more efficient.

Question 14

Maslow's progression hypothesis states that:

Accepted Answer

A)  as one level of need is satisfied, an individual considers the next higher level of need as a source of motivation. 
B)  it is important to focus more on the physical and economic needs of individuals than on their psychological and interpersonal needs. 
C)  individuals will move up the hierarchy of needs as well as down the hierarchy. 
D)  higher order needs are more important than lower order needs. 
A)  as one level of need is satisfied, an individual considers the next higher level of need as a source of motivation. 
B)  it is important to focus more on the physical and economic needs of individuals than on their psychological and interpersonal needs. 
C)  individuals will move up the hierarchy of needs as well as down the hierarchy. 
D)  higher order needs are more important than lower order needs.

Question 15

The motivation theory that holds that employee motivation is determined by the belief that a valued outcome will result from effort is called the:

Accepted Answer

A)  equity theory. 
B)  goal-setting theory. 
C)  expectancy theory. 
D)  two-factor theory. 
A)  equity theory. 
B)  goal-setting theory. 
C)  expectancy theory. 
D)  two-factor theory.

Question 16

Which of the following is considered a motivating factor in Herzberg's two-factor theory?

Accepted Answer

A)  Recognition 
B)  Fringe benefits 
C)  Supervision 
D)  Working conditions 
A)  Recognition 
B)  Fringe benefits 
C)  Supervision 
D)  Working conditions

Question 17

Match the following:
-Internal needs

Accepted Answer

A) The process of arousing and sustaining goal-directed behavior 
B) Work conditions related to dissatisfaction caused by discomfort or pain 
C) Factors and conditions outside the person that may explain and predict a person's behavior 
D) What is most appropriate and beneficial to an individual 
E) Attributes and characteristics inside an individual that determine behavior 
A) The process of arousing and sustaining goal-directed behavior 
B) Work conditions related to dissatisfaction caused by discomfort or pain 
C) Factors and conditions outside the person that may explain and predict a person's behavior 
D) What is most appropriate and beneficial to an individual 
E) Attributes and characteristics inside an individual that determine behavior

Question 18

The process of arousing and sustaining goal-directed behavior is called:

Accepted Answer

A)  energizing. 
B)  psychoanalysis. 
C)  motivation. 
D)  affiliation. 
A)  energizing. 
B)  psychoanalysis. 
C)  motivation. 
D)  affiliation.

Question 19

Motivation factors relate to job satisfaction and hygiene factors relate to job dissatisfaction in Herzberg's model.

Accepted Answer

A) True 
 B)False

Question 20

The expectancy theory of motivation focuses on:

Accepted Answer

A)  individual needs. 
B)  social exchange processes. 
C)  personal perceptions. 
D)  learning. 
A)  individual needs. 
B)  social exchange processes. 
C)  personal perceptions. 
D)  learning.

Alderfer's growth need, McClelland's need for achievement, and Maslow's self-actualization are similar.

According to McClelland's research, successful managers tend to have a high need for:

Under the theory of inequity, people are motivated when:

Eustress leads us to draw on positive emotions at work.

All of the following are demands an organization can place on an employee except:

According to the Protestant ethic, a person should work hard because hard work and prosperity would lead to a place in heaven. The organizational scholar who advanced the Protestant Ethic notion was .

Match the following: -Motivation

External theories of motivation include need models, equity and expectancy theories, as well as goal-setting approaches.

Match the following: -Maslow

Adam Smith formulated the "invisible hand" and the free market to explain the motivation for individual behavior. The "invisible hand" refers to:

Which of the following would be the best framework if you use calculated involvement as a basis for understanding a person's relationship with a work organization?

Modern management practices such as employee management recognition programs, flexible benefit packages, and stock ownership plans emphasize:

According to the the equity theory, when employees view managers as being overpaid, the employees may:

Maslow's progression hypothesis states that:

The motivation theory that holds that employee motivation is determined by the belief that a valued outcome will result from effort is called the:

Which of the following is considered a motivating factor in Herzberg's two-factor theory?

Match the following: -Internal needs

The process of arousing and sustaining goal-directed behavior is called:

Motivation factors relate to job satisfaction and hygiene factors relate to job dissatisfaction in Herzberg's model.

The expectancy theory of motivation focuses on:

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Organizational Culture

Career Management

Managing Change

Filters

Exam 5: Motivation at Work

Alderfer's growth need, McClelland's need for achievement, and Maslow's self-actualization are similar.

According to McClelland's research, successful managers tend to have a high need for:

Under the theory of inequity, people are motivated when:

Eustress leads us to draw on positive emotions at work.

All of the following are demands an organization can place on an employee except:

According to the Protestant ethic, a person should work hard because hard work and prosperity would lead to a place in heaven. The organizational scholar who advanced the Protestant Ethic notion was .

Match the following: -Motivation

External theories of motivation include need models, equity and expectancy theories, as well as goal-setting approaches.

Match the following: -Maslow

Adam Smith formulated the "invisible hand" and the free market to explain the motivation for individual behavior. The "invisible hand" refers to:

Which of the following would be the best framework if you use calculated involvement as a basis for understanding a person's relationship with a work organization?

Modern management practices such as employee management recognition programs, flexible benefit packages, and stock ownership plans emphasize:

According to the the equity theory, when employees view managers as being overpaid, the employees may:

Maslow's progression hypothesis states that:

The motivation theory that holds that employee motivation is determined by the belief that a valued outcome will result from effort is called the:

Which of the following is considered a motivating factor in Herzberg's two-factor theory?

Match the following: -Internal needs

The process of arousing and sustaining goal-directed behavior is called:

Motivation factors relate to job satisfaction and hygiene factors relate to job dissatisfaction in Herzberg's model.

The expectancy theory of motivation focuses on:

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Design and Structure

Organizational Culture

Career Management

Managing Change

Filters