TEST BANK Daft Richard L Management 11th Ed 2014 Chapter 16 Motivating Empl [PDF]

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Chapter 16--Motivating Employees Student: ___________________________________________________________________________

1.

_____ is the imposition of unpleasant outcomes on an employee.    A.  Avoidance learning B.  Punishment C.  Positive reinforcement D.  Extinction E.  Avoiding punishment

 

2.

Which of the following techniques reduces the likelihood that behavior will be repeated?    A Positive .  reinforcemen t B Negative .  reinforcemen t C.  Extinction D Reward .  enhancement E.  All of these

 

One of your fellow students is continually late to class. The professor has tried numerous verbal warnings and recently took points away from the student's grade. Based on the above, the professor's actions are consistent with which of the following reinforcement techniques?    A.  Negative reinforcement B.  Punishment C.  Positive reinforcement D.  Avoidance learning E.  Rewards enhancement  

Jeff and Rob have a difficult time getting along at work.  Most days, Jeff spends a lot of time cracking jokes and goofing off, while Rob constantly nags him and tells him to act like a grownup.  On days when Jeff is more reserved, Rob does not nag him, hoping that this will result in improved behavior down the road. This is an example of which form of behavior modification?    A.  Empowerment B.  Extinction C.  Punishment D.  Avoidance learning E.  Positive reinforcement  

1

Which of these refers to the withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future?    A. Avoidance learning B.  Punishment C. Positive reinforcement D.  Extinction E.  None of these  

One of your fellow team members at work is continually disrupting the team's work with jokes and general horseplay. You hope that by ignoring him he will stop this senseless behavior. You are attempting to use which reinforcement tool?    A.  Extinction B.  Positive reinforcement C.  Negative reinforcement D.  Avoidance learning E.  Desired behavior is reinforced annually  

Which theory proposes that an individual’s motivation can result not just from direct experience of rewards and punishments but also from the person’s thoughts and beliefs and his or her observations of other people’s behavior?    A.  Reinforcement theory B. Hierarchy of needs theory C.  ERG theory D. Experiential learning theory E.  Social learning theory  

_____ occurs when an individual sees others perform certain behaviors and get rewarded for them.    A.  Vicarious learning B.  Self-efficacy C.  Self-reinforcement D.  Delegation E.  Experiential learning  

At Rightway Industries, new hires spend a significant portion of their first week of training just walking around the factory, observing other workers and watching them get rewarded for doing their jobs well.  This is an example of:    A.  vicarious learning. B.  self-efficacy. C.  self-reinforcement. D.  delegation. E.  experiential learning.  

2

Which of the following is the application of motivational theories to the structure of work for improving productivity and satisfaction?    A.  Job design B.  Job enlargement C. Job simplification D. Job characteristics E.  Job enrichment  

While job ____ can lead to greater task efficiencies, it has failed as a motivational technique.    A.  rotation B.  enlargemen t C. simplificati on D. characterist ics E.  enrichment  

External and relatedness are the first two groups of needs in Aldefer's ERG theory.    True    False  

Many companies are finding that creating a humane work environment that allows people to achieve a balance between work and personal life is also a great high-level motivator.    True    False  

Herzberg's two-factor theory divides work-related needs into two categories: hygiene factors and reward factors.    True    False  

Factors that influence job satisfaction based on fulfillment of high-level needs such as achievement, recognition, and opportunity for growth are called motivators.    True    False  

Hygiene factors are the same as dissatisfiers and include company policies and procedures.    True    False  

Hygiene factors are the same as satisfiers and are based on fulfillment of higher level needs including responsibility.    True    False  

3

The implication of the two-factor theory for managers is clear. Providing hygiene factors will eliminate employee dissatisfaction but will not motivate workers to high achievement levels.    True    False  

A need for power, a need for accomplishment and a need for superior power is proposed by David McClelland's acquired needs theory.    True    False  

A high need for power often is associated with successful attainment of top levels in the organizational hierarchy.    True    False  

The group of theories that explain how employees meet their needs and determine their success are called process theories.    True    False  

Expectancy theory is a process theory that focuses on individuals' perception of how fairly they are treated in comparison to other people.    True    False  

Goal acceptance, in goal-setting theory, means that employees have to "buy into" the goals and be committed to them.    True    False  

Goal-setting theory proposes that managers can increase motivation by setting specific, challenging goals that are accepted as valid by subordinates, then helping people track their progress toward goal achievement by providing timely feedback.    True    False  

Goal specificity, in goal-setting theory, refers to the difficulty level of goals.    True    False  

The equity theory focuses on individual's perceptions of how fairly they are treated relative to others.    True    False  

The equity theory, by J. Stacy Adams, states that equity exists when the ratio of outcomes to inputs for one person is equal to the same ratio for another person.    True    False  

Expectancy theory is based on the relationship among the individual's effort and performance and not on the desirability of outcomes.    True    False  

4

Motivation increases, according to the expectancy theory, when the worker believes that the successful performance will result by putting effort into a given task. This is called E-P expectancy.    True    False  

According to expectancy theory, for an employee to be highly motivated, E-P expectancy and valence must be maximized.    True    False  

Valence is the perceived value of a reward or outcome.    True    False  

The expectancy theory attempts to define specific types of needs or rewards to establish that they exist and may be similar to other individuals.    True    False  

Behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated, as stated in the Law of Effect.    True    False  

The administration of a pleasant and rewarding consequence following a desired behavior is positive reinforcement.    True    False  

The imposition of unpleasant outcomes on an employee is avoidance learning.    True    False  

Punishment increases the likelihood that behavior will be repeated.    True    False  

Punishment is the imposition of an unpleasant outcome following undesirable behavior.    True    False  

One weakness of the use of punishment in organizations is that it fails to indicate the correct behavior.    True    False  

Extinction is defined as the withdrawal of positive reward.    True    False  

Job rotation systematically moves employees from one job to another, thereby increasing the number of different tasks an employee performs without increasing the complexity of any one job.    True    False  

5

Job enlargement is a job design that incorporates achievement, recognition, and other high-level motivators into the work.    True    False  

Job enlargement combines a series of tasks into one new, broader job.    True    False  

The degree to which the job is perceived as important and having an impact on the company or customers refers to task significance.    True    False  

The job characteristic of autonomy influences the worker's experiencing meaningfulness of work.    True    False  

Skill variety, task identity, and task significance tend to influence the employee's psychological state of experienced meaningfulness of work.    True    False  

Gain sharing rewards employees with part ownership of the organization based on achieving performance goals.    True    False  

Empowering employees means giving them four elements that enable them to act more freely to accomplish their jobs: information, knowledge, power, and rewards.    True    False  

Employee stock ownership plans give employees part ownership of the organization, enabling them to share in improved profit performance.    True    False  

Organizations that empower employees often reward them based on the results shown in the company's bottom line.    True    False  

Employee engagement means that people enjoy their jobs and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the organization.    True    False  

6

Which of the following is the arousal, direction, and persistence of behavior?    A.  Commitment B.  Motivation C.  Satisfaction D.  Rewarding behavior E.  Behavior modification  

A(n)_____ refers to a reward given by another person.    A intrinsic .  reward B internal .  reward C extrinsic .  reward D valued .  reward E.  charity  

A(n)_____ is an example of an intrinsic reward.    Aemploye . e's feelings of selfworth Bpat on . the back from your boss C. pay raise D promot .  ion E.  bonus  

Katie dislikes almost everything about her job. The only reason she continues to work at Mace Autobody is the excellent benefits package she receives. Katie is motivated by:    A. extrinsic rewards. B. intrinsic rewards. C. variable rewards. D.  all of these. E.  none of these.  

7

Sally enjoys her job as a teacher, not because of the pay or benefits, but because she feels good about shaping the minds of tomorrow’s leaders. Sally is motivated by:    A.  power factors. B.  leadership factors. C.  hygiene factors. D.  extrinsic rewards. E.  intrinsic rewards.  

Which of the following theories focuses on employee learning of desired work behaviors?    A. Reinforcement theory B.  ERG theory C Hierarchy of .  needs theory D Experiential .  learning theory E.  Content theory  

Which motivation theory proposes that needs must be satisfied in sequence?    A.  Reinforcement theory B.  ERG theory C. Hierarchy of needs theory D. Experiential learning theory E.  Social learning theory  

Which of the following theories emphasize the needs that motivate people?    A.  Process B. Reinforcem ent C.  Content D. Contingenc y E.  Situational  

Which of the following is a content theory that proposes that people are motivated by physiological, safety, belongingness, esteem, and self-actualization needs?    A. Reinforcement theory B.  Process theory C.  Situational theory D. Hierarchy of needs theory E.  Contingency theory  

8

_____ focus on employee learning of desired work behaviors.    A.  Contingency theories B.  Situational theories C.  Content theories D.  Process theories E.  Reinforcement theories  

Which of the following is NOT a need proposed by Maslow in his hierarchy of needs theory?    A.  Safety needs B.  Compensation needs C.  Physiological needs D.  Esteem needs E.  Self-actualization needs  

Nelson is motivated by a strong need for recognition and is continually seeking credit for his contributions to the organization. According to Maslow, Neil is motivated by which category of needs?    A.  Physiological B.  Safety C.  Belongingness D.  Esteem E.  Self-actualization  

_____ describe the most basic human physical needs, including food, water and oxygen.    A Self.  actualization needs B. Physiological needs C.  Esteem needs D Belongingnes .  s needs E.  Safety needs  

Which need describes the desire to be accepted by one's peer, have friendships, be part of a group, and be loved?    A Self.  actualization needs B. Physiological needs C.  Esteem needs D Belongingnes .  s needs E.  Safety needs  

9

According to Maslow, the highest order needs are:    A self.  actualization needs. B. physiological needs. C.  esteem needs. D belongingness .  needs. E.  safety needs.  

Alderfer referred to the needs for physical well being as _____ needs.    A physiolo .  gical B. existen ce C belongin .  gness D. relatedn ess E.  growth  

Frank is primarily driven by a need to establish close social relationships with other people. Alderfer would say he is motivated by:    A.  growth needs. B.  existence needs. C.  relatedness needs. D. self-actualization needs. E.  physiological needs.  

The frustration-regression principle is most closely related with _____.    A. Maslo w B. Herzbe rg C McClel .  land D. Alderf er E.  Adam  

10

According to Herzberg, _____ is an example of a hygiene factor.    A.  achievement B.  recognition C.  pay D.  responsibility E.  opportunity for growth  

Highroller Casinos provides good salaries and benefits, including bonuses of up to 25 percent of annual salaries.  However, the company has been criticized for not establishing an achievement or recognition program for its employees. Which of the following best describes the company in terms of the two-factor theory?    AGood motivators .  and inadequate hygiene factors BGood hygiene .  factors and inadequate motivators C Good hygiene .  factors and motivators DInadequate hygiene .  factors and motivators E.  None of the above  

Which of the following are high-level needs, according to Herzberg, and include achievement, recognition, responsibility, and opportunity for growth?    A. Hygiene factors B. Extrinsic factors C.  Motivators D.  Dissatisfier s E.  All of these  

_____ have the greatest impact, according to Herzberg, on job satisfaction.    A. Hygiene factors B.  Reinforcers C.  Motivators D.  Dissatisfier s E.  All of these  

11

The majority of hourly workers at Formatting Unlimited are neither satisfied nor dissatisfied. What would Herzberg recommend if your goal were to increase their level of satisfaction?    AIncrease the .  level of hygiene factors B Increase the .  level of motivators CDecrease the .  level of motivators DDecrease the .  level of hygiene factors E.  None of these  

The desire to form close personal relationships, avoid conflict, and establish warm friendships, describes:    A a need for .  affiliation. B. a need for power. C a need for .  achievement. D a need for .  authority. E.  all of these.  

A high need for _____ is associated with successful attainment of top levels in the organizational hierarchy, according to McClelland.    A.  power B. achievem ent C.  affiliatio n D.  success E.  expertise  

12

Denise has a desire to influence others, be responsible for them, and have authority over them. It can be described as her:    A. need for power. B. need for achievement. C. need for affiliation. D. need for relatedness. E.  none of these.  

Alden is a recent college graduate. He is unsure about his future. A counselor in his university's career resources office recently told Alden that he had a high need for achievement. Based on this, what type of career should Alden pursue?    AHe should look . for work as a project manager. BHe should think . about starting his own business. CHe should look . for work in "corporate America," he is sure to climb to the top. D He should play .  the Lotto. E.  None of these.  

Which term, in goal-setting theory, refers to the need to make goals highly ambitious but achievable?    A.  Goal specificity B.  Goal difficulty C.  Goal acceptance D.  Feedback E.  Goal motivation  

In goal-setting theory, _____ refers to the idea that employees have to "buy into" the goals.    A.  goal specificity B.  goal difficulty C.  goal acceptance D.  feedback E.  goal motivation  

13

In goal-setting theory, which term refers to the need to get information to people about how well they are doing in progressing toward goal achievement?    A.  Goal specificity B.  Goal difficulty C.  Goal acceptance D.  Feedback E.  Goal motivation  

Which of the following is an example of a process theory of motivation?    A.  Need hierarchy theory B.  Equity theory C.  Two-factor theory D.  ERG theory E.  Acquired needs theory  

_____ theory deals with employee's perception of fairness.    A Expec .  tancy BReinfo .  rceme nt CNeed .  hierarc hy D. Equit y E.  ERG  

Kara and Simon are both middle managers at Gotcha International. Kara is dissatisfied because she knows that Simon makes more in salary even though, in Kara's opinion, she works longer hours than he does. If Kara wishes to reduce this perceived inequity, what should she do?    A.  She could reduce the number of hours she works. B.  She could increase her level of absenteeism. C.  She could ask for a raise. D.  All of these. E.  Only she could reduce the number of hours she works and she could ask for a raise.  

Which of the following is NOT a common method for reducing a perceived inequity?    A.  Change inputs B. Change outcomes C. Distorts perception D.  Leave the job E.  Change equity  

14

Which of the following is based on the relationships between effort, performance, and outcomes?    A. Equity theory B. Expectancy theory C Reinforceme .  nt theory D. Two-factor theory E.  ERG theory  

Samuel, a sales associate at an electronics store, learns that his base pay is higher than any other sales associate in the store.  He justifies his higher salary to the idea that he must be a top sales associate, generating more revenue than anyone else. This example demonstrates which method for reducing perceived inequity?     A Working harder, .  not smarter B. Changing outcomes C. Changing work effort D. Changing perceptions E.  Leaving the job  

Yolanda recently learned that Sue, who works in the same position as she and has been with the company for the same amount of time, earns about ten percent more than she does.  As a result, Yolanda feels that she should not work as hard, so she starts coming in late and taking more days off.  This is an example of which method for reducing perceived equity?    A Working harder, .  not smarter B. Changing outcomes C. Changing work effort D. Changing perceptions E.  Leaving the job  

15

A recent study from the U.S. Department of Labor shows that the top reason that people leave their jobs is because they:    A. don’t make enough money. B.  don’t feel appreciated. Cdon’t believe in what .  the organization stands for. D. don’t like their colleagues. E.  don’t like their boss.  

The _____ involves whether putting effort into a task will lead to high performance.    A.  P -> O expectancy B.  E -> P expectancy C.  O -> V expectancy D.  A -> Z expectancy E.  V -> P expectancy  

Tim is a manager at Chuck's Construction. He sees little opportunity for advancement at Chuck's Construction, regardless of how well he performs. Which of the following expectancies is low for Tim?    A. E -> P expectancy B. O -> V expectancy C. P -> O expectancy D. E -> V expectancy E.  None of these  

Abbi works at Railroad Ties. Her bosses continually indicate that her motivational level is low. Abbi agrees, but is unwilling to work harder until the company changes the types of reward it offers its employees. Which of the following is low for Abbi?    A.  E -> P expectancy B.  O -> P expectancy C.  Valence D.  Motivators E.  O -> E indicators  

16

Which of the following describes the value or attraction an individual has for an outcome?    A.  Motivators B.  Valence C.  O -> V expectancy D.  P -> O expectancy E.  E -> V expectancy  

Which of the following theories concern the thought processes that influence behavior?    A.  Process B. Reinforce ment C.  Content D.  Needs E.  Maslow's  

Theories that explain how employees select the behaviors that allow them to meet their needs are known as:    A.  content theories. B.  contingency theories. C.  process theories. D.  need hierarchy theories. E.  reinforcement theories.  

In goal-setting theory, _____ refers to the degree to which goals are concrete and unambiguous.    A.  goal specificity B.  goal difficulty C.  goal acceptance D.  feedback E.  goal motivation  

Which of the following theories places an emphasis on behavior and its consequences?    A. Two-factor theory B. Need hierarchy theory C. Reinforcement theory D.  ERG theory E.  Equity theory  

17

Which of the following is the administration of a pleasant and rewarding consequence following a desired behavior?    A Avoidance .  learning B.  Punishment C Positive .  reinforceme nt D.  Extinction E.  Suspension  

Bruce publicly praises his employees when they have achieved their goals. Bruce hopes this will increase the likelihood of goal achievement in the future. This is an example of:    A.  extinction. B negative .  reinforcement. C. avoidance learning. D positive .  reinforcement. E.  none of these.  

The removal of an unpleasant consequence following a desired behavior is referred to as:    A.  avoidance learning. B.  punishment. C.  positive reinforcement. D.  extinction. E.  inefficient management.  

Which of these is sometimes called negative reinforcement?    A. Avoidance learning B.  Punishment C. Positive reinforcement D.  Extinction E.  Neutral learning  

18

Larry is looking for ways to increase the number of different tasks that an employee performs without increasing task complexity. He should try:    A job .  simplificati on. B. job enlargement . C.  job rotation. D. job enrichment. E.  job lay-off.  

_____ systematically moves employees from one job to another, thereby increasing the number of different tasks an employee performs without increasing the complexity of any one job.    A. Job simplification B.  Job rotation C. Job enlargement D. Job enrichment E.  None of these  

Which of these combines a number of tasks horizontally into one, new broader job?    A. Job simplification B.  Job rotation C.  Job enrichment D.  All of these E.  None of these  

Which of the following combines a series of tasks into one new, broader job?    A Job .  simplificati on B. Job enlargemen t C.  Job rotation D Job .  characteristi cs E.  Job lay-off  

19

A job design that incorporates achievement, recognition, and other high-level motivators into the work is referred to as:    A. job simplification. B.  job rotation. C. job enlargement. D. job enrichment. E.  none of these.  

Karen is a first line supervisor at Wolfs, Inc. She wishes to increase her employee's opportunities for growth and learning. Which of the following techniques should she use?    A. Job enlargement B. Job enrichment C.  Job rotation D Positive .  reinforcemen t E.  Continuous  

_____ is an important part of the job characteristics model.    A Critical .  psychological states B. A hierarchy of needs C Schedules of .  reinforcement D.  All of these E.  None of these  

The core dimension of Hackman and Oldham's model of job characteristics that is based on the number of diverse activities that make up a job is known as:    A. autonomy . B. job enlargeme nt. C. skill variety. D. task identity. E.  feedback.  

20

Which of the following refers to the degree to which an employee performs a total job with a recognizable beginning and ending?    A. Task complexity B.  Task identity C. Task significance D.  Task structure E.  None of these  

The degree to which the job is perceived as important and having impact on the company or customers is referred to as:    A.  task complexity. B.  task identity. C.  task significance. D.  task structure. E.  task simplification.  

_____ influences the critical psychological state of experienced meaningfulness of work.    A.  Skill variety B.  Task significance C.  Task identity D.  All of these E.  Task significance and task identity only  

_____ is an individual’s belief about his or her abilities to successfully accomplish a specific task or outcome.    A. Selfcontrol B. Selfefficacy C Self.  reinforceme nt D.  Autonomy E.  Delegation  

Daisy tried to apply the job characteristics model to her workforce, but it only worked for some of her employees. Which of the following may be a reason why it did not work for everyone?    A.  Some of her employees are lazy. B.  Some of her employees are low in growth-need strength. C.  Some of her employees have a low need for power. D.  All of her employees have high growth-needs. E.  Some of her employees have low affiliation needs.  

21

_____ is the extent to which doing the job provides information back to the employee about his or her performance.    A.  Feedback B.  Assessmen t C.  Evaluation D.  Satisfactio n E.  Fulfillment  

The job characteristic of feedback provides the worker with:    Aemployee .  growth-need strength. Bexperienced .  meaningfulness of work. C experienced .  responsibility. D knowledge of .  actual results. E.  demotivation.  

The delegation of power and authority to subordinates is referred to as:    A.  need for power. B. need for achievement. C.  empowerment. D.  passing the buck. E.  need of affiliation.  

Empowering employees means giving employees _____.    A.  informatio n B.  knowledge C.  power D.  rewards E.  all of these  

Ricky is a manager at InfoServices, where she rewards the top sales employee every month by giving him or her a high-definition TV or PC. This is an example of what employee motivation program?      A.  Pay for performance B.  Lifestyle award C. Employee stock ownership plan D.  Flexible work schedule E.  Team-based compensation 22

 

On the continuum of empowerment, what is the highest level of empowerment that requires the most complex skills?    A.  Self-management B. Suggestion programs C.  Participation groups D. Cross-functional teams E.  Periodic briefings  

_____ is power sharing, or the delegation of power or authority to subordinates in an organization.    A. Engageme nt B.  Synergy C.  Motivation D. Empowerm ent E.  Leadership  

On the continuum of empowerment, employees who are self-managed:    A.  give input. B. participate in decisions. Care responsible . for decision process and strategy. D have no decision .  discretion. E.  make decisions.  

_____ is a situation in which employees enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization.    A.  Commitment B.  Engagement C.  Employee loyalty D.  Employee assurance E.  Employee guarantee  

23

Carla’s subordinates view her as a great manager.  Not only does she get the job done, but she organizes the workplace in such a way that employees experience a sense of meaningfulness, connection, and growth.  This is an example of employee:    A pay-for.  performance. B.  delegation. C.  empathy. D.  apathy. E.  engagement.  

Scenario - Donovan Zorn Donovan Zorn was a successful manager for one of the subsidiaries at Eagles Unlimited. He was responsible for 232 workers and had a span of control of eight lower level managers. Donovan has decided to try to increase performance and productivity by the careful use of motivational theories. The hygiene factors, or dissatifiers, that Donovan can influence include all of the following EXCEPT: a. b. c. d. e.

salary and wages. supervision relationships. working conditions. company policies. all are hygiene factors.

             

24

Scenario - Donovan Zorn Donovan Zorn was a successful manager for one of the subsidiaries at Eagles Unlimited. He was responsible for 232 workers and had a span of control of eight lower level managers. Donovan has decided to try to increase performance and productivity by the careful use of motivational theories. Donovan understands that perceived inequity creates tensions within individuals that motivate them to bring equity back into balance, and one of his production supervisors feels that she is underpaid. Which of the following is not a common method for reducing perceived inequity? a. b. c. d. e.

Change in his inputs to the organization Change his outcomes from the organization Distort his perception Leave the job for a new one All are common methods

             

Scenario - Donovan Zorn Donovan Zorn was a successful manager for one of the subsidiaries at Eagles Unlimited. He was responsible for 232 workers and had a span of control of eight lower level managers. Donovan has decided to try to increase performance and productivity by the careful use of motivational theories. The motivator factors, or satisfiers, that Donovan can change and influence include all of the following EXCEPT: a. b. c. d. e.

recognition. growth opportunities. achievement. salary. all are motivator factors.

             

25

Scenario - Donovan Zorn Donovan Zorn was a successful manager for one of the subsidiaries at Eagles Unlimited. He was responsible for 232 workers and had a span of control of eight lower level managers. Donovan has decided to try to increase performance and productivity by the careful use of motivational theories. One of Donovan's best employees has a driving need to be able to attain a high standard of success, to master complex tasks, and to surpass others. Donovan recognizes these acquired needs as defined as: a. b. c. d. e.

the need for accomplishment. the need for power. the need for affiliation. the need for adaptation. none of these.

             

_____ refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.    ________________________________________  

_____ rewards are given by another person, typically a manager, and include promotions and pay increases.    ________________________________________  

The satisfaction received in the process of performing an action is also known as a(n) _____.    ________________________________________  

_____ theories emphasize the needs that motivate people.    ________________________________________  

A content theory that proposes that people are motivated by five categories of needs-physiological, safety, belongingness, esteem, and self-actualization-that exist in a hierarchical order is called the _____ theory.    ________________________________________  

_____ are the most basic human physical needs, including food, water, and oxygen.    ________________________________________  

26

A modification of the needs hierarchy theory that proposes three categories of needs: existence, relatedness, and growth is called the _____ theory.    ________________________________________  

The idea that failure to meet a high-order need may cause a regression to an already satisfied lower-order need is referred to as a(n) _____.    ________________________________________  

Factors that involve the presence or absence of job dissatisfiers, such as working conditions or pay, are known as _____.    ________________________________________  

_____ are high-level needs and include achievement, recognition, responsibility, and opportunity for growth.    ________________________________________  

_____ theories explain how workers select behavioral actions to meet their needs and determine whether their choices were successful.    ________________________________________  

_____ theory proposes that managers can increase motivation by setting specific, challenging goals that are accepted as valid by subordinates, then helping people track their progress toward goal achievement by providing timely feedback.    ________________________________________  

_____ theory focuses on an individual's perceptions of how fairly he or she is treated relative to others.    ________________________________________  

A state of _____ exists whenever the ratio of one person's outcomes to inputs equals the ratio of another's outcomes to inputs.    ________________________________________  

_____ theory suggests that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards.    ________________________________________  

_____ involves whether putting effort into a task will lead to high performance.    ________________________________________  

_____ involves whether successful performance will lead to the desired outcome.    ________________________________________  

27

_____ is the value of outcomes, or attraction for outcomes, for the individual.    ________________________________________  

A motivation theory based on the relationship between a given behavior and its consequences is called the _____.    ________________________________________  

_____ is the name given to the set of techniques by which reinforcement theory is used to modify human behavior.    ________________________________________  

The assumption that positively reinforced behavior tends to be repeated is the basis for the _____.    ________________________________________  

_____ is defined as anything that causes a certain behavior to be repeated or inhibited.    ________________________________________  

_____ is the removal of an unpleasant consequence following a desired behavior.    ________________________________________  

_____ is the application of motivational theories to the structure of work for improving productivity and satisfaction.    ________________________________________  

_____ systematically moves employees from one job to another, thereby increasing the number of different tasks an employee performs without increasing the complexity of any one job.    ________________________________________  

_____ combines a series of tasks into one new, broader job.    ________________________________________  

_____ incorporates high-level motivators into the work, including job responsibility, recognition, and opportunities for growth, learning, and achievement.    ________________________________________  

_____ is defined as the altering of jobs to increase both the quality of employees' work experience and their productivity.    ________________________________________  

_____ is the degree to which the worker has freedom, discretion, and self-determination in planning and carrying out tasks.    ________________________________________ 28

 

The delegation of power and authority to subordinates is called _____.    ________________________________________  

List the four content theories discussed in your text.             

List the three needs proposed by Clayton Alderfer.             

List the four types of reinforcement.             

List the five core job dimensions found in the job characteristics model.             

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Differentiate between intrinsic and extrinsic rewards.             

Briefly describe Maslow's hierarchy of needs theory.             

Compare the five groups of needs in Maslow's theory with the three groups of needs in Alderfer's ERG theory.             

In David McClelland's acquired needs theory, what are the three acquired needs most commonly discussed and which is(are) not dependent on relationships with other people?             

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Briefly explain expectancy theory.             

Briefly describe social learning theory and its three elements.             

Explain employee growth-need strength and its relationship to the job characteristics model.             

Describe the four elements that enable employees to become empowered.             

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Chapter 16--Motivating Employees Key   1. B   2. C    B    D    D    A    E    A    A    A    C    FALSE    TRUE    FALSE    TRUE    TRUE    FALSE    TRUE    FALSE    TRUE    TRUE    FALSE    TRUE    TRUE    FALSE    TRUE    TRUE    FALSE    TRUE    TRUE  

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 TRUE    FALSE    TRUE    TRUE    FALSE    FALSE    TRUE    TRUE    TRUE    TRUE    FALSE    TRUE    TRUE    FALSE    TRUE    FALSE    TRUE    TRUE    TRUE    TRUE    B    C    A    A    E    A    C    C    D    E    B    D    B    D  

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 A    B    C    D    C    B    C    C    B    A    A    A    B    B    C    D    B    D    D    E    B    D    C    B    B    C    C    B    A    C    A    C    C    D  

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 A    A    C    B    E    B    D    B    A    C    B    C    D    B    B    A    D    C    E    B    A    D    C    B    E    e    e    d    e    Motivation    Extrinsic    intrinsic reward    Content    hierarchy of needs  

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 Physiological needs    ERG    frustration-regression principle    hygiene factors    Motivators    Process    Goal-setting    Equity    equity    Expectancy    E -> P expectancy    P -> O expectancy    Valence    reinforcement theory    Behavior modification    law of effect    Reinforcement    Avoidance learning    Job design    Job rotation    Job enlargement    Job enrichment    Work redesign    Autonomy    empowerment    The four content theories are (1) hierarchy of needs theory, (2) ERG theory, (3) two-factor theory, and (4) acquired needs theory.    The three needs are (1) existence needs, (2) relatedness needs, and (3) growth needs.    The four types of reinforcement are (1) positive reinforcement, (2) avoidance learning, (3) punishment, and (4) extinction.    The five dimensions are (1) skill variety, (2) task identity, (3) task significance, (4) autonomy, and (5) feedback.    Intrinsic rewards is the satisfaction received in the process of performing an action. Extrinsic rewards are rewards given by another person.    Maslow's theory is a content theory that proposes that people are motivated by five categories of needs. They are (1) physiological, (2) safety and security, (3) belongingness and love, (4) esteem, and (5) self-actualization. According to Maslow's theory, lower-order needs take priority; they must be at least partially satisfied before higher order needs are even recognized or experienced. An unsatisfied need is a motivating need.    Physiological and safety needs in Maslow's theory correspond to the existence need in Alderfer's theory. Belongingness and the need for esteem from other people in Maslow's theory correspond to the relatedness need in Alderfer's theory. Finally, the need for self-esteem and self-actualization in Maslow's theory correspond to Alderfer's need for growth.  

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 The three needs are the need for achievement, the need for power, and the need for affiliation. The need for affiliation is the need for friendships with other people and the need for power is the need to influence people. The need for achievement is the desire to accomplish something. People with a high need for achievement tend to be entrepreneurs. While relationships with other people are implicit in the needs for affiliation and power, relationships with other people are not central to the need for achievement.    Expectancy theory is based on the relationship between the individual's effort, the individual's performance, and the desirability of outcomes associated with high performance. The key to expectancy theory lies in understanding three key variables. The first variable is the relationship between effort and high performance (E ® P expectancy). What is the expectancy that putting effort into a task will lead to high performance? The second variable is the relationship between successful performance and desired outcomes (P ® O expectancy). What is the expectancy that successful performance will lead to the desired outcome? The final variable is valence, i.e., the value or attraction of the outcome to individuals. Thus, motivation is a function of the individual's expectations about his or her ability to perform tasks and receive desired rewards.    Social learning theory proposes that an individual’s motivation can result not just from direct experience of rewards and punishments but also from the person’s thoughts and beliefs and his or her observations of other people’s behavior. Vicarious learning occurs when an individual sees others perform certain behaviors and get rewarded for them. Self-reinforcement refers to an individual motivating him or herself by setting goals and ways of reaching them and then providing positive reinforcement to him- or herself when goals are achieved. Self-efficacy is an individual’s belief about his or her abilities to successfully accomplish a specific task or outcome.    Growth need strength (GNS) means that people have different needs for growth and development. GNS would influence the effectiveness of the job characteristics model in terms of personal and work outcomes. If a person has low-level needs, such as needs for security or belongingness, the impact of the job characteristics model would be minimized. On the other hand, people with a high need to grow and expand their abilities should respond very favorably to the model and there should be significant improvement in the outcomes of interest.    Empowering employees involves giving them four elements that enable them to act more freely to accomplish their jobs: information, knowledge, power, and rewards. 1. Employees receive information about company performance. In companies where employees are fully empowered, all employees have access to all financial and operational information. 2. Employees have knowledge and skills to contribute to company goals. Companies use training programs to help employees acquire the knowledge and skills they need to contribute to organizational performance. 3. Employees have the power to make substantive decisions. Empowered employees have the authority to directly influence work procedures and organizational performance, such as through quality circles or self-directed work teams. 4. Employees are rewarded based on company performance. Organizations that empower workers often reward them based on the results shown in the company's bottom line.  

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