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Organisational Behaviour: Core Concepts and Applications 3rd Edition

by Wood et al. Prepared by Robert Thompson Queensland University of Technology

© John Wiley & Sons Australia, Ltd

Organisational Behaviour: Core Concepts and Applications, 3rd Edition

Chapter 3 Motivation and empowerment Multiple choice questions 1. Many organisations are now concerned with labour shortages. There are two contributing factors, which are: a. mobility of workforce and government policy. b. shortage of skilled workers and mobility of workforce. c. mobility of workforce and unstable economy. *d. shortage of skilled workers and ageing workforce. 2. An individual's willingness to perform is directly related to their: a. needs, expectations, rewards. *b. needs, expectations, values. c. expectations, values, effort. d. expectations, competencies, needs. 3. Content motivation theories are represented by: *a. Maslow, Alderfer, Herzberg and McClelland. b. Maslow, Vroom, Alderfer and Herzberg. c. Alderfer, McClelland, Vroom and Adams. d. Alderfer, Maslow, Herzberg and Adams. 4. The need level immediately preceding self-actualisation in Maslow's hierarchy of needs theory is: a. social. b. safety. *c. esteem. d. security. 5. Maslow's theory: a. applies only to all work motivation. *b. is a content motivation theory. c. is more a theory of leadership than of motivation. d. is a process motivation theory. 6. Self-actualisation is defined as: a. the need for security and protection. © John Wiley & Sons Australia, Ltd 2012

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b. the sense of competence or mastery. *c. the utilisation of one's abilities to the fullest. d. self-esteem. 7. The most basic of Maslow's needs are: a. social. b. psychological. c. esteem. *d. physiological.

8. One of the needs in Alderfer's theory is called: a. physiological. *b. growth. c. self-actualisation. d. security.

9. Which of the following relates to Alderfer's growth needs? a. Physiological wellbeing b. Love and affection *c. Continued personal development d. Satisfying interpersonal relationships

10. A theory of acquired needs was developed by: a. Maslow. b. Alderfer. *c. McClelland. d. Vroom. 11. Alderfer's modification of Maslow's theory puts the need levels into how many different categories? *a. Three b. Four c. Five d. Six 12. The three acquired needs in McClelland's theory are: a. achievement, affiliation, self-actualisation. © John Wiley & Sons Australia, Ltd 2012

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*b. achievement, affiliation, power. c. achievement, safety, power. d. achievement, affiliation, security. 13. The three needs in Alderfer's modification of Maslow's theory are existence, relatedness and: *a. growth. b. achievement. c. power. d. affiliation.

14. Herzberg suggested that performance can be improved by: a. emphasising instrumentality. b. stressing higher-order needs. *c. adding satisfiers to people's jobs. d. adding hygiene factors to people's jobs.

15. McClelland's need for achievement is characterised by a desire to: *a. solve problems. b. influence others' behaviour. c. be responsible for other people. d. emphasise higher-order needs. 16. ERG theory is the work of: a. Maslow. b. Herzberg. c. Adams. *d. Alderfer.

17. In Alderfer's theory: a. only one need can be activated at one time. *b. more than one need can be activated at one time. c. activated needs become rewards. d. content and process theories are combined. 18. Herzberg's theory does not include: a. satisfiers. b. hygiene factors. *c. equity. © John Wiley & Sons Australia, Ltd 2012

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d. job content factors.

19. Process theories: a. are thought to be static and descriptive. b. lend insight into people's needs. c. are weakly linked with work efforts. *d. provide an understanding of the thoughts that influence behaviour.

20. The probability assigned by an individual that work effort will be followed by a given level of achieved task performance is: a. instrumentality. *b. expectancy. c. deprivation. d. valence. 21. The key terms in expectancy theory are: *a. expectancy, instrumentality, valence. b. instrumentality, equity, tension. c. valence, desirability, instrumentality. d. tension, valence, expectancy. 22. Alderfer assumes: *a. a frustration-regression principle. b. That lower-level needs must be satisfied before higher-level needs become activated. c. that, like Maslow, there are five levels of needs. d. a rigid needs hierarchy. 23. An example of a dissatisfier, or hygiene factor, is: a. recognition. b. the work itself. c. responsibility. *d. pay. 24. Herzberg's work: a. has been fully approved by OB experts. b. led Maslow to develop his own theory. c. is a form of process motivation theory. *d. is quite controversial. © John Wiley & Sons Australia, Ltd 2012

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25. Valence is defined by Vroom as the: *a. value attached by an individual to various work outcomes. b. given level of achieved task performance. c. anticipation of negative inequities. d. value attached by an individual to effort. 26. Three components influencing performance in the text's integrated motivation model are: *a. individual attributes, work effort, organisational support and empowerment. b. individual attributes, work effort, organisational effectiveness and empowerment. c. group attributes, individual attributes, group and individual efforts. d. work effort, group support, organisational efforts and empowerment. 27. The integrated motivational model: a. combines content and context motivation theories. *b. combines content and process motivation theories. c. shows how rewards can lead to individual and group performance. d. shows how contingencies can lead to individual and group performance.

28. Empowerment is: a. a means of achieving an upside-down pyramid organisation. b. a means of giving middle managers more power to do their jobs properly. *c. a means for managers to give employees greater responsibility to balance personal and organisational goals. d. an essential requirement in new workplaces. 29. In a small manufacturing firm, a supervisor is concerned about motivating her subordinates. One of these, David, is a person whose instrumentality is low. David: a. places little value on receiving merit pay raises. *b. is not confident that performance will lead to reward. c. feels he/she cannot achieve the necessary performance level. d. is highly motivated. 30. Which of the following situations is best explained by equity theory? a. Liz is happy with her job because it is challenging. b. Karen gets a good salary considering her needs. *c. Beth gets more money than Liz even though their jobs are essentially the same and both work equally hard. d. Cindy likes the people she works with.

© John Wiley & Sons Australia, Ltd 2012

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31. A person's belief that he or she can perform adequately in a situation is called: *a. self-efficacy. b. empowerment. c. motivation. d. competency building. 32. Wendy thinks that it is an excellent idea to have music playing in the background while her team carry out their duties. What kind of factor is being represented by Herzberg's theory? a. A satisfier b. A motivator *c. A hygiene factor d. A job content factor

33. Wendy's team-members each receive a high base salary. Herzberg would consider this to be a: a. motivator. *b. hygiene factor. c. job content factor. d. something to raise satisfaction. 34. The decision not to study for an examination because you do not think it will help your examination grade illustrates: a. valence. b. instrumentality. *c. expectancy. d. effort. 35. Negative inequity is when an individual feels that he/she received a reward which is: a. more than that of other people. b. equal to that of other people. c. not sufficient for his/her needs. *d. less than others even though he/she worked as hard as others did. 36. Anne's team has just been given a contract to design a new series of travel brochures. Anne believes that she can influence her team's expectancies by: *a. selecting people with proper abilities. b. selecting people of the right gender. c. selecting people with high growth needs. d. offering group incentives. © John Wiley & Sons Australia, Ltd 2012

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37. John's autocratic leadership style upsets his subordinates, who often appear withdrawn and stressed. According to Maslow, what level of need does this demonstrate? a. Safety b. Self-actualisation *c. Social d. Physiological 38. Mick reports to Sarah, but he is always finding ways to ingratiate himself to remain on good terms with her. According to McClelland, Mick has a high need for: a. achievement. b. power. *c. affiliation. d. charisma. 39. Sarah likes to delegate authority and responsibility to Mick and in doing so to encourage Mick to become accountable for his own actions and to raise his self-efficacy. This is an example of: a. achievement. b. power. c. self-determination . *d. empowerment. 40. Which of the following is NOT one of the ways managers can enhance employee selfefficacy? a. Competency building b. Modelling c. Encouragement and persuasion *d. Valence General Feedback: Page 111. Factual. Learning objective 7. Valence is not directly related to self-efficacy. Valence refers to the values that the individual attaches to various work outcomes. Self-efficacy on the other hand refers to a person's belief that they can perform adequately in a situation.

Essay questions 41. Explain the relationship between job satisfaction and dissatisfaction in Herzberg's theory of motivation. Correct Answer: © John Wiley & Sons Australia, Ltd 2012

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Pages 93-95. Herzberg suggests we need to think about satisfaction and dissatisfaction as two separate factors. Instead of a scale that shows satisfaction at one end and dissatisfaction at the other, he suggests that we need two scales. The satisfaction scale has high satisfaction at one end and low satisfaction at the other. The dissatisfaction scale has high dissatisfaction at one end and low dissatisfaction at the other. Herzberg argues that different factors are associated with feelings of satisfaction (or motivation) and feelings of dissatisfaction. He argues that we can increase levels of satisfaction (motivation) by improving job content, for example providing more responsibility. We can reduce dissatisfaction by adding hygiene factors such as adequate working conditions.

42. Briefly explain two major adjustments made by Alderfer to Maslow's theory. Correct Answer: Pages 90-91. First, Alderfer proposes a more parsimonious need theory than Maslow. Maslow proposed five needs (physiological, safety, social, esteem, and self -actualisation) whereas Alderfer proposes three (existence, relatedness, growth - hence ERG theory). Parsimony is an important objective of science; theories should not be more complicated than they need to be. Second, Alderfer argues that more than one need can be activated at the same time whereas Maslow suggests that a person focuses on one need at a time. The text also discusses a third distinction. Alderfer assumes a frustration-regression principle in his theory and Maslow assumes a satisfaction-progression principle. 43. Explain the difference between hygiene and motivation factors in Herzberg's theory. Correct Answer: Pages 93-97. Hygiene factors tend to reduce levels of dissatisfaction. For example, a person working in very poor working conditions (say the air conditioner is broken and it is midsummer) is likely to be highly dissatisfied. If these conditions persist employees may report the issue to their union. If the manager has the air conditioner fixed and addresses other dissatisfying working conditions it is likely that employees will become less dissatisfied. However, being less dissatisfied, according to Herzberg, is not the same as being more motivated or satisfied. If the manager wants to improve motivation or satisfaction, the manager must address job content issues. For example, an employee might not gain a sense of achievement from her or his job. This lack of a sense of achievement might result in low satisfaction or motivation. Providing opportunities for employees to experience a sense of achievement in their job will, according to Herzberg, increase satisfaction or motivation.

44. List and give an example for each of the needs identified by Maslow's theory. Correct Answer: Page 88. Maslow identified five needs beginning at the lower-order needs as follows: · Physiological needs: human beings have a need for air, food and water. You cannot exist for very long without these needs being met. · Safety needs: human beings have a need for safety, protection and stability. Feeling unsafe is a © John Wiley & Sons Australia, Ltd 2012

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very uncomfortable experience. People who are bullied at work may feel very unsafe. This unmet need will be reflected in behaviour. · Social needs: human beings need to feel they are loved and to belong. Families often provide for these needs early in life. Work environments can potentially provide for these needs, a focus of early work on organisational behaviour. In some tribal communities being excluded from their community can result in death. · Esteem needs: human beings need to feel good about themselves (self-esteem) and have others feel good about them as well (being shown respect and being acknowledged). · Self-actualisation needs: human beings need opportunities to realise the person they can become, to realise the talents that are uniquely theirs. You might have heard interviews with people who claim they would do their jobs for nothing; they love their work because it provides them the opportunity to use their abilities to the fullest and most creative extent. 45. McClelland has identified acquired needs in his motivation theory. List the three needs and explain how one of the needs might be acquired. Correct Answer: Pages 91-93. McClelland's three acquired needs are: · Need for achievement (nAch) is the desire to do something better, solve problems or master complex tasks. People with a high nAch are likely to be drawn to opportunities that provide them with the opportunity to do the best job they can. For example, access to projects that involve challenging problems. Not everyone is motivated by a high need for achievement. · Need for affiliation (nAff) is the desire to establish and maintain friendly and warm relations with others. People with a high need for affiliation would be drawn to work teams where members of the team have positive and friendly relationships. Again not everyone is motivated by a high need for affiliation and are unaffected by the nature of their relationships with others. · Need for power (nPower) is the desire to control others, influence their behaviour and be responsible for others. People with a high need for power may be drawn to managerial positions where they can influence others to get things done. The need for power can be problematic and McClelland has written about the two faces of power. Again not everyone is motivated by a high need for power. 46. What is the key difference between the approaches taken by the content and process theories concerning their explanations of work motivation? Use various content and process theories to support your answer. Correct Answer: Page 87. Content theories offer ways to profile or analyse individuals to identify the needs that motivate their behaviours. Relevant theories are those of Maslow, Alderfer, McClelland and Herzberg. Example: a content theory may suggest that security is an important need. Process theories strive to provide an understanding of the thought processes that act to influence behaviour. Examples of relevant theories are Equity (J Stacey Adams) and Vroom's Expectancy theory. A process theory may go further by suggesting how and why a need for security could be linked to specific rewards and to the specific actions that the worker might perform to achieve these rewards. © John Wiley & Sons Australia, Ltd 2012

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47. Suppose that you are a manager and find yourself with one group of subordinates who apparently seek higher-order need satisfactions at work, and another group that seems concerned only with lower-order needs. What would you do to motivate each group of subordinates? Why? Correct Answer: Pages 98-105. Find out the first group's needs and relate to Maslow's higher-order needs (selfactualisation and esteem). Focus on their need for respect, esteem of others, prestige, recognition, self-esteem and a personal sense of competence. Find out the second group's needs and relate to Maslow's lower-order needs (physiological, safety and social). Examples are, respectively, basic human needs, then need for security, protection and stability, and finally need for close personal relationships, affection and a sense of belonging in one's relationships with others. If the manager's groups of subordinates are motivated effectively, then they will be more able and willing to achieve the organisation's goals. 48. Explain empowerment and discuss methods that managers might adopt to empower their employees. What potential benefits might emerge? Correct Answer: Page 108-110. Empowerment is the process by which managers delegate power to employees to motivate greater responsibility in balancing the achievement of both personal and organisational goals. Methods (empowerment strategies) that could be used are: cultivate a 'service wisdom', encourage job mastery, create a freedom to act, provide emotional support, provide appropriate feedback, demonstrate active listening skills, learn how to let go, encourage diversity of approach, develop participative management skills, encourage modelling and create job enrichment. See Figure 3.10, page 107 for all four stages of the empowerment process. Empowerment, if carried out effectively, can encourage employee commitment, loyalty and effectiveness.

© John Wiley & Sons Australia, Ltd 2012

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