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Chapter 13 - Motivation and Performance

Chapter 13 Motivation and Performance TEST PLANNING TABLE FOR CHAPTER 13

Learning Goal

Easy

Moderate

Hard

1. Explain what motivation is and why managers need to be concerned about it.

1, 2, 3, 4, 5, 7, 9, 10, 38, 39, 40, 42, 47, 48

6, 8, 11, 41, 43, 44, 45, 46

102

2. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce.

12, 13, 14, 17, 50, 52, 54, 57, 58, 61, 63, 65, 66, 70, 71, 72

15, 16, 18, 19, 49, 51, 55, 56, 59, 60, 62, 64, 67, 68, 69

53, 73, 74, 103, 104, 105, 106, 107

3. Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance.

20, 76, 77, 79 21, 22, 23, 75, 78

4. Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory.

24, 25, 27, 31, 32, 81, 82, 83, 86, 87, 90, 91, 92, 93

26, 28, 29, 30, 33, 34, 80, 84, 88, 89

85, 110, 111

5. Explain why and how managers can use pay as a major motivation tool.

35, 36, 37, 94, 96

97, 98, 99, 100, 101

95, 112, 113

Total number of test items: 113 True/false questions are in plain text. Multiple choice questions are in bold text. Short answer questions are in bold underlined text.

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Chapter 13 - Motivation and Performance

True / False Questions 1. The concept of motivation is concerned with the direction of behavior, the amount of effort, and the level of persistence of the worker. True False

2. Persistence refers to how hard an employee works within the organization. True False

3. Effort refers to whether a worker keeps trying in the face of obstacles within the organization. True False

4. The concept of motivation can explain why employees behave the way they do. True False

5. Behaviors that are performed "for their own sake" are known as extrinsically motivated. True False

6. Jobs that score high on the five characteristics of the Job Characteristics Model are less likely to lead to intrinsic motivation than jobs that are low on these characteristics. True False

7. Employees at Enterprise Rent-A-Car are motivated only by intrinsic motivators. True False

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Chapter 13 - Motivation and Performance

8. In intrinsically motivated behavior, the source of motivation is in the consequences of the behavior, and not in the behavior itself. True False

9. Behavior that is performed in order to acquire either a material or a social reward or to avoid punishment is called intrinsically motivated behavior. True False

10. Jennifer volunteered to be chair of the United Way campaign for her department at work. She could be said to be prosocial. True False

11. A person cannot be both prosocial and extrinsically motivated. True False

12. An employee's perception about the extent to which his effort will result in a given level of performance is called an expectancy. True False

13. According to Maslow's motivation theory, the lowest level of unmet needs in the needs hierarchy is the prime motivator of an employee's behavior. True False

14. ERG theory postulates that an employee can be motivated at the same time by needs that occur at more than one level. True False

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Chapter 13 - Motivation and Performance

15. In Herzberg's theory, needs that are related to the physical and psychological context in which the work is performed are known as motivator needs. True False

16. In Herzberg's theory, needs that are related to the nature of the work itself and whether or not it is challenging are known as hygiene needs. True False

17. The extent to which a person has a strong desire to control or influence others is called "need for achievement". True False

18. Inequity exists when an employee's outcome/input ratio is perceived by the employee to be equal to that of a referent. True False

19. In equity theory, when an employee perceives that her own outcome/input ratio is greater than that of a referent, underpayment inequity has occurred. True False

20. The most motivating goals are those that are hard, but not impossible, to attain. True False

21. In general, letting employees participate in goal setting has no effect on their motivation to achieve goals. True False

22. Once an appropriate goal is set and accepted by an employee, feedback is not necessary. True False

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Chapter 13 - Motivation and Performance

23. Specific, difficult goals may detract from performance when employees are learning complex, difficult tasks. True False

24. According to operant conditioning theory, all behavior is determined by its consequences. True False

25. Negative reinforcement can create a very unpleasant work environment. True False

26. Negative reinforcement is primarily used to remove the performance of functional behaviors within the organization. True False

27. When a subordinate performs a dysfunctional behavior and the manager administers an undesired consequence for that behavior, punishment has occurred. True False

28. Negative reinforcement is primarily used to present a negative consequence for behavior when functional behaviors are performed. True False

29. Punishment involves removing a negative consequence when dysfunctional behaviors occur. True False

30. Punishment is primarily used to promote the performance of dysfunctional behaviors within the organization. True False

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Chapter 13 - Motivation and Performance

31. Social learning theory postulates that motivation can also occur from an employee's beliefs. True False

32. Vicarious learning is the same thing as "observational learning." True False

33. Vicarious learning is a strong source of motivation in which people learn by watching others. True False

34. Self-efficacy influences motivation when workers provide their own reinforcement, but not when managers provide reinforcement. True False

35. A compensation plan of an organization that bases pay on performance levels is called a merit pay plan. True False

36. ABC Company bases a worker's pay on the "number of units of output of the worker." ABC is using a piece-rate pay program. True False

37. When an organization bases a sales representative's pay on the percentage of sales dollars generated by the rep, the organization is using a commission pay program. True False

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Chapter 13 - Motivation and Performance

Multiple Choice Questions 38. How hard an employee works on the job is referred to as: A. Persistence B. Effort C. Instrumentality D. Valence E. Equity

39. The degree to which an employee keeps trying when faced with obstacles to the accomplishment of a goal is referred to as: A. Instrumentality B. Equity C. Valence D. Effort E. Persistence

40. Behavior that is performed by an employee "for its own sake" (i.e., the motivation comes from doing the work itself) is referred to as: A. Extrinsically motivated behavior B. An external locus of causality C. Intrinsically motivated behavior D. Equity behavior E. Overpayment inequity

41. A computer programmer who does her job well because she enjoys solving complicated computer problems is said to be: A. Extrinsically motivated B. Negatively reinforced C. Experiencing extinction D. Intrinsically motivated E. Experiencing overpayment inequity

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Chapter 13 - Motivation and Performance

42. Behavior that is performed by an employee to acquire a material reward, to acquire a social reward, or to avoid punishment is referred to as: A. Extrinsically motivated behavior B. Equity behavior C. Underpayment inequity D. Intrinsically motivated behavior E. Overpayment inequity

43. A car salesperson who chooses this occupation because he enjoys receiving a sales commission on each car sold is said to be: A. Extrinsically motivated B. Experiencing extinction C. Experiencing underpayment inequity D. Intrinsically motivated E. None of the above

44. A worker in an automobile assembly line who chooses this type of work because of the job security it entails is said to be: A. Intrinsically motivated B. Experiencing overpayment inequity C. Experiencing underpayment inequity D. Extrinsically motivated E. None of the above

45. All of the following are likely examples of intrinsic motivators EXCEPT: A. Interesting work B. A feeling of accomplishment C. Praise D. Autonomy E. Responsibility

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Chapter 13 - Motivation and Performance

46. All of the following are likely examples of extrinsic motivators EXCEPT: A. Praise B. Job security C. Benefits D. Vacation time E. All of the above are extrinsic motivators

47. Which of the following is NOT an example of an employee's outcome from an organization? A. Effort B. Feeling of accomplishment C. Vacation time D. Pleasure of performing interesting work E. Autonomy

48. Which of the following is an example of an employee's input to the organization? A. Education B. Experience C. Skills D. Work behaviors E. All of the above

49. One of the following theories specifically postulates that motivation of employees will be high when employees believe that a high level of effort on their part will lead to high performance on their part, but only when they believe that high performance leads to their attainment of outcomes that they desire (e.g. higher pay, promotion, etc.). Which theory does this? A. Expectancy theory B. Valence theory C. Hierarchy of needs theory D. Motivator-hygiene theory E. Goal-setting theory

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Chapter 13 - Motivation and Performance

50. An employee's perception about the extent to which her effort will result in a given level of her performance is known as: A. Valence B. Expectancy C. Instrumentality D. Equity E. Inequity

51. Managers can boost an employee's expectancy by: A. Providing training B. Expressing confidence in the employee C. Setting reasonable goals D. Building the employee's self-esteem E. All of the above

52. An employee's perception of the extent to which his performance at a given level will result in outcomes he desires is known as: A. Instrumentality B. Inequity C. Valence D. Expectancy E. Punishment

53. Horace sends an email to his subordinates reminding them of the employee suggestion system, through which workers can receive $100-$500. He is promoting A. Expectancy B. Instrumentality C. Valence D. Equity E. Hygiene

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Chapter 13 - Motivation and Performance

54. The desirability to an employee of each of the outcomes available from the employee's job or organization is known as: A. Instrumentality B. Expectancy C. Valence D. Equity E. Extinction

55. A manager makes sure the outcomes offered to subordinates for good performance are rewards they value. The manager is working on: A. Valence B. Instrumentality C. Expectancy D. Self-Actualization E. Goals

56. According to expectancy theory, high motivation will occur when: A. Expectancy is high B. Instrumentality is high C. Valence is high D. Any two of expectancy, instrumentality, or valence are high E. Expectancy, instrumentality, and valance are all high.

57. According to Maslow's Hierarchy of Needs Theory, the highest level of needs of workers is: A. Physiological needs B. Safety needs C. Self-actualization needs D. Esteem needs E. Belongingness needs

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Chapter 13 - Motivation and Performance

58. Which of the following motivators is the most basic need in Maslow's hierarchy? A. Safety B. Belonging C. Physiological D. Esteem E. Self-actualization

59. An employer can attempt to meet employees' safety needs by providing: A. Adequate pay B. Company social events C. Promotions D. Medical benefits E. Opportunity to grow

60. According to Alderfer's ERG theory, if an individual becomes frustrated at a certain level of need, the person will then: A. Skip a level B. Continue to pursue the need, despite frustration C. Focus more on satisfying a lower level D. Quit trying to satisfying any need E. Become self-actualizing

61. In Herzberg's Motivator-Hygiene Theory, needs that are related to the nature of the work itself and the degree of challenge contained in the work are known as: A. Motivator needs B. Expectancy needs C. Instrumentality needs D. Hygiene needs E. Valence needs

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Chapter 13 - Motivation and Performance

62. In Herzberg's Motivator-Hygiene Theory, all of the following are examples of motivator needs EXCEPT: A. Interesting work B. Responsibility C. Pay D. A sense of accomplishment E. Autonomy

63. In Herzberg's Motivator-Hygiene Theory, needs that are related to the physical and psychological context in which the work is performed are known as: A. Motivator needs B. Hygiene needs C. Valence needs D. Expectancy needs E. Extinction needs

64. In Herzberg's Motivator-Hygiene Theory, all of the following are examples of hygiene needs EXCEPT: A. Pay B. Responsibility C. Job security D. Good relationships with coworkers E. Effective supervision

65. The theory that suggests that distinctions between needs related to work itself from those related to the context of the work is: A. Maslow's Hierarchy Theory B. Alderfer's ERG Theory C. Herzberg's Motivator-Hygiene Theory D. McClelland's Needs Theory E. Equity Theory

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Chapter 13 - Motivation and Performance

66. Which of the following is NOT a need proposed in McClelland's work? A. Power B. Self-actualization C. Achievement D. Affiliation E. All of the above were proposed by McClelland

67. What need(s) has (have) research found to be assets for first line and middle managers to possess? A. Power B. Affiliation C. Achievement D. Both power and achievement E. Power, affiliation, and achievement are all assets

68. What need(s) has (have) research found to be especially important for upper managers to possess? A. Power B. Affiliation C. Achievement D. Both power and achievement E. Power, affiliation, and achievement are all assets

69. Research suggests that ________________________ are assets for first-line and middle managers. A. Need for affiliation and need for power. B. Esteem and belongingness needs C. Growth and relatedness needs D. Need for power and need for self-actualization E. Need for power and need for achievement

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Chapter 13 - Motivation and Performance

70. The theory of motivation that focuses on the perceptions of workers of the fairness of their work outcomes relative to their work inputs is known as: A. Equity theory B. Valence theory C. Instrumentality theory D. The needs hierarchy theory E. Motivator-hygiene theory

71. Dale, an employee of ABC Company, perceives that his outcome/input ratio is less than that of his coworker Sam. This is known as: A. Overpayment inequity B. Underpayment inequity C. The valence effect D. Positive reinforcement E. Extinction

72. Johanna perceives that she is working harder than her coworker, but being paid less. This is known as: A. The valence effect B. Extinction C. Negative reinforcement D. Underpayment inequity E. Overpayment inequity

73. People experiencing underpayment inequity are most likely to: A. Raise their perceptions of their own inputs B. Lower their perceptions of others' outcomes C. Work harder D. Be absent more E. Ask for more work

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Chapter 13 - Motivation and Performance

74. People experiencing overpayment inequity are most likely to: A. Raise their perceptions of their own inputs B. Ask for a raise C. Work slower D. Be absent more E. Raise their perceptions of others' inputs

75. The most motivating goals are: A. Specific and easy B. General and easy C. Specific and difficult D. General and difficult E. Specific and out of reach

76. Which of the following is an example of a quantitative goal? A. To achieve a ten percent return on investment B. To reduce debt by twenty percent C. To launch three new products in the next six months D. To increase profits by eight percent E. All of the above

77. All of the following are examples of quantitative goals EXCEPT: A. To sell $500 worth of TVs every working day B. To increase profits by $40,000 C. To increase return on investment by five percent D. To sell as much as we can every day E. All of the above

78. Specific, difficult goals can detract from performance when: A. The employee is learning simple, easy tasks B. The employee is learning complex, difficult tasks C. The employee is performing routine tasks D. The employee has been on the job a significant amount of time E. The employee provides his own feedback

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Chapter 13 - Motivation and Performance

79. Which of the following theories describes how employees learn to perform behaviors that lead to desired consequences, and to avoid behaviors that lead to undesired consequences? A. Needs hierarchy theory B. ERG theory C. Equity theory D. Operant conditioning theory E. Motivator-hygiene theory

80. A subordinate changes his behavior from a dysfunctional to a functional behavior, and his manager then removes an undesired outcome. This is known as: A. Positive reinforcement B. Extinction C. Negative reinforcement D. Inequity E. Instrumentality

81. For most people, pay is considered to be: A. A negative reinforcer B. A positive reinforcer C. A negative valence D. Vicarious learning E. Self-efficacy

82. For most people, a promotion is considered to be: A. A negative valence B. Self-efficacy C. Vicarious learning D. A positive reinforcer E. None of the above

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Chapter 13 - Motivation and Performance

83. For most people, praise from their superior is considered to be: A. A positive reinforcer B. A negative reinforcer C. Extinction D. Self-efficacy E. A negative valence

84. A manager removes a positive reinforcement in order to change the behavior of a subordinate. This is called: A. Extinction B. Positive reinforcement C. Negative reinforcement D. Instrumentality E. Valence

85. Negative reinforcement involves __________ negative consequences when functional behaviors are performed and punishment involves __________ negative consequences when dysfunctional behaviors are performed. A. Removing; removing B. Administering; administering C. Removing; administering D. Administering; removing E. None of the above

86. A subordinate performs a dysfunctional behavior, and her manager administers an undesirable consequence to the subordinate. This is known as: A. Extinction B. Positive reinforcement C. Negative reinforcement D. Equity E. Punishment

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Chapter 13 - Motivation and Performance

87. OB Modification is based on the principles of: A. Learning Theory B. Maslow's Hierarchy C. Herzberg's Motivator-Hygiene Theory D. Equity Theory E. Operant Conditioning

88. OB Modification programs work best for: A. Morale problems B. Improving attendance C. Improving workers' satisfaction D. Increasing workers' dignity E. Improving subje...