Chapter 12

According to acquired needs theory, managers with a high need for power may be less effective than those without it. T/F

FALSE If you, like most effective managers, have a high need for power, that means you enjoy being in control of people and events and being recognized for this responsibility. But if you tend to seek social approval and satisfying personal relationships, you may have a high need for affiliation. In that case, you may not be the most efficient manager because at times you will have to make decisions that will make people resent you.

Fitting people to jobs is the modern approach to job design. T/F

FALSE There are two different approaches to job design, one traditional, one modern, that can be taken in deciding how to design jobs. The traditional way is fitting people to jobs; the modern way is fitting jobs to people.

Baristas at a local coffee shop used to simply make the beverages ordered with a separate cashier. Recently, they were asked to take the orders and receive payments as well, helping a customer throughout a transaction. This change is considered a. job enlargement. b. job simplification. c. job significance. d. job goal setting. e. job enhancement.

a. job enlargement. Job enlargement consists of increasing the number of tasks in a job to increase variety and motivation.

You may compare your ratio of inputs to outputs to the ratio of others at your place of employment in a process described by ______ theory. a. expectancy b. equity c. justice d. reinforcement e. goal-setting

b. equity

The application of negative consequences to stop or change undesirable behavior is known as a. behavior restraint. b. punishment. c. extinction. d. negative reinforcement. e. action suppression.

b. punishment.

The number one reason people quit their jobs is their dissatisfaction with a. their wages or salaries. b. their supervisors. c. the work environment. d. long hours. e. lack of opportunities for learning.

b. their supervisors. The number one reason people quit their jobs, it's believed, is their dissatisfaction with their supervisors, not their paychecks. Thus, industrial psychologist B. Lynn Ware suggests that if you learn valued employees are disgruntled, you should discuss it with them.

______ suggests that employees can be motivated by goals that are specific and challenging but achievable. a. Expectancy theory b. Motivational theory c. Goal-setting theory d. Achievement theory e. Accountability theory

c. Goal-setting theory

According to the integrated model, motivation is affected by both contextual factors and ________ ones. a. incentive b. historic c. personal d. satisfaction e. subconscious

c. personal The way motivation works actually is complex, the result of multiple personal and contextual factors (see Figure 12.1.) The individual personal factors that employees bring to the workplace range from personality to ability to emotions to attitudes. The contextual factors range from organizational culture, to cross-cultural values, to the physical environment, and other matters.

______ proposed that work satisfaction and dissatisfaction arise from different sets of causes. a. McGregor's Theory X/Theory Y b. Alderfer's ERG theory. c. McClelland's acquired needs theory d. Herzberg's two-factor theory e. Expectancy theory

d. Herzberg's two-factor theory work satisfaction from motivating factors and work dissatisfaction from hygiene factors.

Which motivational theory uses behavior modification? a. Expectancy theory b. Goal-setting theory c. Job characteristics theory d. Reinforcement theory e. Two-factor theory

d. Reinforcement theory Reinforcement theory attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated. The use of reinforcement theory to change human behavior is called behavior modification.

In Alderfer's ERG theory, the desire to have meaningful relationships with people who are significant to us is called a. rapport needs. b. group needs. c. affiliation needs. d. relatedness needs. e. esteem needs.

d. relatedness needs The "R" in ERG stands for relatedness needs.

Which of the five core job characteristics influences the psychological state of experienced responsibility for work outcomes? a. Skill variety b. Task identity c. Task significance d. Feedback e. Autonomy

e. Autonomy

Clothing and shelter are examples of ________ needs, according to Maslow. a. subsistence b. self-actualization c. safety d. love e. physiological

e. physiological According to Maslow, physiological needs are the most basic human physical needs, in which one is concerned with having food, clothing, shelter, and comfort and with self-preservation.

According to expectancy theory, your ______ is low if you don't think a bonus or raise is going to be big enough to justify working evenings and weekends. a. need b. expectancy c. instrumentality d. reinforcement e. valence

e. valence Valence is value, the importance a worker assigns to the possible outcome or reward.

Physiological or psychological deficiencies that arouse behavior are called/known as motivators. T/F

FALSE Needs are defined as physiological or psychological deficiencies that arouse behavior.

Which of the following theories is a process perspective, concerned with the thought processes by which people decide how to act? a. Goal-setting theory b. ERG theory c. Two-factor theory d. Acquired needs theory e. Theory X/Theory Y

a. Goal-setting theory Three process perspectives on motivation are equity theory, expectancy theory, and goal-setting theory.

______ enables workers to focus on doing more of the same task to increase productivity. a. Job simplification b. Job design c. Job enlargement d. Job posting e. Job enrichment

a. Job simplification Job simplification is the process of reducing the number of tasks a worker performs.

People often do volunteer work for the ______ rewards. a. intrinsic b. valence c. gainsharing d. extrinsic e. job enrichment

a. intrinsic An intrinsic reward is the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself. An intrinsic reward is an internal reward; the payoff comes from pleasing yourself.

Pay for performance bases pay on one's results on the job. T/F

TRUE

The primary elements that determine how willing an employee is to work hard at tasks important to an organization, those that relate a. effort, performance, and outcomes, are b. existence, relatedness, and growth. c. safety, esteem, and self-actualization. d. achievement, affiliation, and power. e. motivation, recognition, and hygiene. f. expectancy, instrumentality, and valence.

f. expectancy, instrumentality, and valence. Your motivation, according to expectancy theory, involves the relationship between your effort, your performance, and the desirability of the outcomes (such as pay or recognition) of your performance. These relationships, which are shown in the following drawing, are affected by the three elements of expectancy, instrumentality, and valence (see Figure 12.8).