Chapter 10

Gain sharing directly rewards employees for increases in company calls or lower costs

F

The equity theory is most relevant to which form of outcome in an organization?

Pay

The theory stating that motivation depends on how much people want something and on how likely they believe they are to get it is called

the expectancy theory

Herzberg recognized only two dimensions: motivation and hygiene.

T

The systematic program of reinforcement to encourage desirable behavior is called

Behavior modifications

Motivation is the internal process that __________, directs, and sustains behavior.

Energizes

In a management by objectives (MBO) system, the first step is to establish preliminary goals

F

Job sharing is a system in which employees set their own work hours within certain limits set by the employer.

F

On self-managed work teams, each member learns one specific job and has clearly defined responsibilities

F

Job enrichment is supported by

Hezberg's motivators

One major problem with the MBO process is that

It must start at the top of the organization and work its way down in order to work, which can be a long process

The application of scientific principles to the management of work and workers is called

Scientific Management

A main discovery of the Hawthorne Studies was that human factors are at least as important to motivation as pay rates

T

Equity theory is based on the idea that employees are motivated by equitable treatment of themselves relative to the "comparison other.

T

Motivation is the internal process that energizes, directs, and sustains behavior.

T

The piece-rate reward system grew out of Taylor's concepts of scientific management.

T

The way an employee feels about his or her job, superiors, and place of work is called morale.

T

Which of the following is uncharacteristic of low morale?

high productivity

A sense of involvement and __________ were two of the human factors at work in the Hawthorne Studies

social acceptance

Frederick Taylor observed a workplace practice that he termed "soldiering," which means that the employees

worked slowly because they didn't want to run out of work, thus appearing unneeded and risking losing their jobs