MGMT Test 3

The leadership theory that is based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them is

leader-member exchange

The dimensions of situational control in Fiedler's model are

leader-member relations, task structure, and position power.

Hunger or thirst are examples of physiological deficiencies that arouse behavior known as ___.

needs

It can be difficult to understand someone's motivation because:

we can't actually see it

"Do my subordinates accept me as a leader?" This question reflects which of the following dimensions of situational control? A.leader-member relations B.task structure C.position power D.charisma E.influence

A

"How much do I value the rewards I receive?" This question addresses A. our valance. B. instrumentality. C. our inputs. D. our values. E. our outcomes.

A

__________ theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. A. Equity B. Justice C. Expectancy D. Self-fulfilling prophecy E. Goal-setting

C

"What are the different needs that activate motivation's direction, intensity, and persistence?" This statement reflects which theories of motivation? A. content B. process C. extrinsic D. equity E. expectancy

A

A low valence means that the person A. does not value the outcomes. B. does not trust the company. C. does not feel confident in his or her ability to do the job. D. is not motivated. E. is highly motivated.

A

During the forming stage, the leader should _____. A.allow people to socialize and become acquainted B.establish permanent control C.empower team members D.encourage disagreement E.work through team conflicts

A

A firm trained its customer service representatives who handled telephone inquiries to handle walk-in customers as well. The firm engaged in A. job design. B. job enlargement. C. scientific management. D. job enrichment. E. job rotation.

B

The need for prestige and reputation is part of the need for A. love. B. esteem. C. self-actualization. D. safety. E. physiological.

B

The perceived fairness of the processes used to make allocation decisions is called ______ justice. A. distributive B. procedural C. interactional D. interpersonal E. institutional

B

Power deriving from one's personal attraction is called ______ power. A.legitimate B.reward C.referent D.coercive E.personalized

C

The three key elements of equity theory are outputs, inputs, and a(n) A. summary of total rewards. B. sense of fairness and justice in social exchanges. C. comparison of the ratio of outputs to inputs. D. total of each person's inputs. E. acknowledgment of cognitive dissonance.

C

As the mother of two small children, Jen struggles to make ends meet on her minimum-wage job. After paying rent and child care expenses, there is sometimes not enough money left at the end of the month to pay the heating bill. More than once the family has gone without warmth on cold nights, and she and the kids have gone to bed hungry. Which of the five basic needs is Jen struggling to meet? A. safety B. esteem C. love D. physiological E. self-actualization

D

______ refers to the amount of effort that we invest in an activity. A. Persistence B. Direction C. Volume D. Intensity E. Integration

D

Of the approaches to job design, _______ is the most recently evolved and attempts to merge earlier perspectives. A. job enlargement B. job enrichment C. job rotation D. bottom-up E. i-deals

E

The idea behind the job characteristics model is that A. core job characteristics lead directly to job outcomes. B. critical psychological states are the result of job outcomes. C. everyone has high growth needs strength. D. the context satisfaction an employee feels is irrelevant. E. core job characteristics lead to critical psychological states

E

Which of the following is not an example of a hygiene factor? A. supervision B. company policies C. salary D. working conditions E. recognition

E

Maslow's need hierarchy and Herzberg's motivator-hygiene theories are both examples of process theories.

FALSE

People who have a high need for affiliation make the best managers.

FALSE

Which of the following is not one of the key leader behaviors that are part of transformational leadership?

matching the behavior to the situation

The primary purpose of _________ behaviors is to enhance employees' skills and to create positive work relationships among coworkers and between the leader and his or her employees.

relationship-oriented

A key variable in Fiedler's model is situational control, which is composed of leader-member relations, task structure, and the leader's position power.

true

______ power results from one's specialized knowledge. A.Legitimate B.Expert C.Referent D.Reward E.Coercive

B

_________ theory assumes that competency, autonomy, and relatedness influence our behavior and well-being. A. Acquired needs B. Self-determination C. Job characteristics D. Expectancy E. Herzberg's motivator-hygiene

B

__________ is defined as the physical and cognitive changes individuals make in the task or relational boundaries of their work. A. Job swapping B. Job crafting C. Job design D. Job enrichment E. Job enlargement

B

_____________ results when an individual gains satisfaction and self-praise from an assignment. A. Extrinsic motivation B. Intrinsic motivation C. Job satisfaction D. Job dissatisfaction E. Organizational citizenship behavior

B

. __________ is how an individual perceives the movement from performance to outcome. A. An expectancy B. An expectation C. Instrumentality D. A valence E. A value

C

Anar congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Anar is using her ______ power. A.personalized B.reward C.coercive D.expert E.referent

B

Karl was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ______ power. A.socialized B.coercive C.referent D.reward E.expert

B

The question individuals ask during the norming stage of group development is _____ A."How do I fit in here?" B."What do the others expect me to do?" C."How can I best perform my role?" D."What's next?" E."What's my role here?"

B

The question the group is asking during the forming stage of group development is _____ A."What's next?" B."Why are we here?" C."Can we do the job properly?" D."Why are we fighting about who does what?" E."Can we agree on roles and work as a team?"

B

______ leadership approaches attempt to determine the distinctive styles used by effective leaders. A.Trait B.Servant C.Shared D.Behavioral E.Contingency

D

During the ______ stage of team development, close relationships develop and unity and harmony emerge. A.norming B.storming C.performing D.forming E.adjourning

A

Larry proposed the purchase of a new Epson copier to his boss. Amir said that he has always used and liked Xerox copiers, but when he thinks about it later, he realizes he does not really feel strongly about it. Amir should probably adopt a(n) ______ conflict-handling style in this matter. A.avoiding B.accommodating C.compromising D.forcing E.collaborating

B

. __________ states that motivation is a function of five basic needs that are met sequentially. A. McClelland's acquired needs theory B. McGregor's Theory X and Theory Y C. Maslow's need hierarchy theory D. Herzberg's motivator-hygiene theory E. Deci and Ryan's self-determination theory

C

According to _________, the typical perspective held by managers is that employees dislike work, must be monitored, and can be motivated only with rewards and punishment ("carrots and sticks"). A. acquired needs theory B. Theory Y C. Theory X D. motivator-hygiene theory E. self-determination theory

C

The model that requires a manager to assess her own style and her situational control is _____. A.LMX model of leadership B.shared leadership model C.Fiedler's contingency model D.House's path-goal theory E.charismatic leadership theory

C

____________ is the model in which an effective leader makes desirable rewards available, clarifies how employees can achieve objectives, and provides them support in doing so. A.Greenleaf's servant leadership model B.LMX model of leadership C.Leader-member exchange model D.House's path-goal model E.Fiedler's contingency model

D

The acquired needs identified by McClelland include the need for achievement, the need for affiliation, and the need for esteem.

FALSE

The two types of motivation are goal-oriented and failure-avoiding.

FALSE

When a person perceives that his or her outcome to input ratio is greater than that of a relevant comparison person, he or she is experiencing negative inequity.

FALSE

Gerry, one of your subordinates, seems to care so much about being liked that he rarely states strong opinions in meetings of your department. Based on this, Gerry probably has a

strong need for affiliation

Mari has been out of work for eight months and is worried about providing for her family. She takes a job at a fast-food restaurant, even though the position is a step down from her previous job. According to Maslow's theory, Mari is motivated by ____ needs. A. love B. esteem C. self-actualization D. safety E. physiological

E

Nathan plans on applying Herzberg's theory to motivate employees. As such, the first step should be to A. build motivators into subordinates' jobs. B. provide positive feedback. C. increase subordinates' autonomy. D. provide opportunities for self-actualization. E. eliminate sources of dissatisfaction.

E

Process theories of motivation include equity theory and Herzberg's motivator-hygiene theory.

FALSE

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. A.quality circle B.group C.panel D.collaborative unit E.team

E

Explain expectancy theory. Discuss what a manager could do to use expectancy theory to motivate employees.

Expectancy theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. The elements of Vroom's expectancy theory are expectancy, instrumentality, and valence. Expectancy theory has important practical implications for individual managers and organizations as a whole (see Table 5.1). The following three practical lessons are essential for applying expectancy theory: 1. Enhance effort-performance expectancies (goal setting, communication, feedback, coaching, providing consequences, and establishing/monitoring performance expectations); 2. Determine desired levels of performance and set SMART goals (specific, measurable, attainable, results oriented, and time bound); and Link rewards to desired outcomes.

Douglas McGregor called managers pessimistic assumptions towards employees:

Theory X

Identify the basic types of job design available to a manager and the effects of each of these on worker motivation.

There are three broad approaches to job design: top-down, bottom-up, and emerging. The premise of top-down approaches is that management is responsible for creating efficient and meaningful combinations of work tasks for employees. Top-down approaches include scientific management, job enlargement, job rotation, job enrichment, and a contingency approach called the job characteristics model. Bottom-up approaches, which are referred to as job crafting, are driven by employees rather than managers. Employees create their own job boundaries. Emerging approaches include idiosyncratic deals (i-deals). This approach views job design as a process in which employees and managers jointly negotiate the types of task employees complete at work.

A team composed of people from different departments who are pursuing a common objective is called a _____. A.quality circle B.problem-solving team C.virtual team D.cross-functional team E.workforce

D

According to Fiedler's contingency model, ______ situation control favors a leader who is ______-oriented. A.low; relationship B.low; transformational C.moderate; task D.moderate; relationship E.high; transformational

D

In Maslow's needs hierarchy theory, _______ is the lowest level and __________ is the highest level. A. safety; self-actualization B. safety; esteem C. love; esteem D. physiological; esteem E. physiological; self-actualization

E

Which of the following is not one of the five stages of team development? A.norming B.storming C.performing D.adjourning E.reforming

E

In equity theory, you compare your outputs and inputs to those of another person.

TRUE

Joanna is motivated by the feeling that she's done the best she can do. This represents intrinsic motivation.

TRUE

Process theories are more dynamic than content theories.

TRUE

Research does not support the two-factor aspect of Herzberg's motivator-hygiene theory.

TRUE

Motivation is important to managers because:

*They want to retain high performers. *It drives performance *Engaged employees are more productive

When issues causing conflict are trivial, or when emotions are high and cooling off would be helpful, which conflict-handling style is preferable? A.avoiding B.forcing C.accommodating D.collaborating E.compromising

A

Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of _____. A.social loafing B.norming C.groupthink D.devil's advocacy E.storming

C

Servant leadership is the same thing as laissez-faire leadership.

F

Fiedler's contingency leadership model determines if a leader's style is _____. A.task-oriented or relationship-oriented B.directive, supportive, participative, or achievement-oriented C.transactional or transformational D.telling, selling, participating, or delegating E.charismatic or noncharismatic

A

Which of the following is not a behavioral leadership approach? A.trait B.task-oriented C.relationship-oriented D.transformational behavior E.passive behavior

A

Charismatic leadership is now considered part of ______ leadership. A.transactional B.shared C.laissez-faire D.transformational E.servant

D

In the performing stage of group development, members _____. A.prepare for disbandment B.develop close relationships C.test the leader's policies D.concentrate on solving problems and completing tasks E.hold back to see what will happen

D

James manages his employees by carefully monitoring their production, comparing what they do to predicted schedules and desired budgets. James can best be described as a ______ leader. A.relationship-oriented B.charismatic C.transformational D.task-oriented E.servant

D

Managerial leadership is defined as the process of influencing others to understand and agree about what needs to be done and the process of _____. A.minimizing the impacts of environmental change on the organization B.creating a vision and a strategic plan for an organization C.motivating others to achieve extraordinary levels of performance D.facilitating individual and collective efforts to accomplish shared objectives E.striving for constructive change by setting a direction for the future

D

The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders. A.attribute B.quality C.behavior D.trait E.contingency

D

The disadvantage of the ______ conflict-handling style is that it is very time-consuming. A.avoiding B.forcing C.compromising D.collaborating E.accommodating

D

The power that managers have resulting from their formal positions within organizations is called ______ power. A.referent B.expert C.reward D.coercive E.legitimate

E

______ is the conflict-handling style that both parties give up something to gain something. A.Avoiding B.Forcing C.Accommodating D.Collaborating E.Compromising

E

Compare and contrast the theories of Maslow, acquired needs, self-determination, and Herzberg in terms of the levels of needs on which they focus.

Figure 5.4 illustrates the overlap among the need and satisfaction theories discussed in this section. As you can see, the acquired needs and self-determination theories do not include lower-level needs. Higher-level need satisfaction is more likely to foster well-being and flourishing.

Ellen has worked on a project to market a new medication from beginning to end-advertising, packaging, etc. The design program wins an award. Ellen's _____ is high. A. relational nature B. task variety C. task identity D. task management E. autonomy

C

The two general categories of motivation theories are A. extrinsic and intrinsic. B. reward and punishment. C. content and process. D. job satisfaction and job dissatisfaction. E. internal and external.

C

Which of the following statements about goals and goal setting is not true? A. Goals increase persistence. B. Goals direct attention. C. Goals should be set at a level just beyond reachable "stretch" goals. D. Goal achievement leads to job satisfaction. E. Specific goals lead to higher performance.

C

________ theory focuses on the needs that drive intrinsic motivation, which is longer lasting and has a more positive impact on task performance than extrinsic motivation. A. Need hierarchy B. Acquired needs C. Self-determination D. Motivator-hygiene E. Equity/justice

C

__________ are the three elements of expectancy theory. A. Expectancy, instrumentality, and values B. Expectancy, institution, and values C. Expectancy, instrumentality, and valence D. Expectancy, institution, and variance E. Expectancy, instrumentality, and variance

C

ABC Company recently held a company picnic. _________ theory would suggest that this kind of event is good because it increases employees' ________. A. Self-determination; competence B. Theory Y; performance C. Maslow's needs hierarchy; satisfaction of physiological needs D. Self-determination; relatedness E. Expectancy; valences

D

Bettina will experience _______ if her outcome to input ratio is greater than that of a relevant comparison person. A. organizational equity B. positive inequity C. negative inequity D. positive equity E. negative equity

B

An expectancy of zero means that the person A. does not value the outcomes. B. does not trust the company. C. does not feel confident in his or her ability to do the job. D. is not motivated. E. is highly motivated.

C

Ken recently completed his MBA degree. He has received two job offers. Which of the following theories is most useful in predicting the choice that Ken will make? A. expectancy theory B. goal-setting theory C. behavior modification theory D. equity theory E. cognitive dissonance theory

A

Marion will receive a promotion and a raise if she completes a difficult assignment. This is an example of A. extrinsic motivation. B. intrinsic motivation. C. job satisfaction. D. job dissatisfaction. E. organizational citizenship behavior.

A

Of the following, ______ is the most closely aligned with employees' perceptions of procedural justice. A. job performance B. absenteeism C. stress D. physical health problems E. mental health

A

Pat and Chris are both computer programmers, but Pat earns more money than Chris. However, Chris perceives an equitable relationship because Pat A. has more education and experience. B. takes longer breaks. C. works as hard as Chris. D. works less than Chris. E. needs the money more than Chris.

A

Peter offers his manager some suggestions for a new holiday display. His manager shrugs his shoulders and tells Peter that the display is all set. Then Sarah approaches the manager with an idea for the display, and the manager tells her that it's a great idea. ______ theory is the model of motivation that explains how Peter is striving for fairness and justice. A. Equity B. Expectancy C. Needs hierarchy D. Value E. Procedural

A

Irene and Katie work at the same coffee shop. During a break, Katie, who has been on the job longer, finds out that Irene is earning the same hourly rate as she is. Katie trains new employees and has substituted for her shift supervisor when he calls in sick. She knows Irene is popular with customers and the staff, nevertheless, Katie is feeling as though she has been treated unfairly. What theory explains Katie's feelings? How can her manager address this situation?

Equity theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. The key elements of equity theory include outputs, inputs, and a comparison of the ratio of outputs to inputs (see Figure 5.6). It is helpful to understand how strongly employees feel about a perceived inequitable or unjust work situation. Five practical lessons can be drawn from equity and justice theories as follows: 1. Employee perceptions are what count. 2. Employees want a voice in decisions that affect them. 3. Employees should be given an appeals process. 4. Leader behavior matters. 5. A climate for justice makes a difference.

The psychological processes that underlie the direction, intensity, and persistence of behavior or thought are known as

motivation

According to self-determination theory, a manager should provide tangible resources, time, contacts, and coaching to improve employee competence.

TRUE

Allen, the manager, is setting goals and giving feedback to his staff. He is employing expectancy theory.

TRUE

Georgia, one of your employees, appears to be motivated by a high need for achievement. Therefore, as her manager, you should put her in charge of projects.

TRUE

In Herzberg's motivator-hygiene theory, job satisfaction and job dissatisfaction arise from different sets of factors.

TRUE

The more modern and positive set of assumptions Douglas McGregor formulated about people at work is:

Theory Y

At Cornet Company, employees and teams had higher performance, greater job satisfaction, and increased organizational commitment when their managers showed ________ behaviors. A. relatedness B. Theory Y C. self-actualization D. Theory X E. achievement

B

Tamara has been putting in a lot of overtime. Her supervisor keeps telling her that she will be rewarded. To date, Tamara has seen no change in her status or pay. This reflects a A. high valance. B. low instrumentality. C. high expectancy. D. high instrumentality. E. low inputs.

B

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage. A.forming B.norming C.performing D.storming E.adjourning

D

During the performing stage of team development, the group answers the question _____ A."Can we agree on roles and work as a team?" B."Why are we here?" C."Why are we fighting?" D."Who's in charge?" E."Can we do the job properly?"

E

Identify the different types of top-down job design. Provide an example of each.

In top-down approaches, management creates efficient and meaningful combinations of work tasks for employees. The five principal approaches are (1) scientific management, (2) job enlargement, (3) job rotation, (4) job enrichment, and (5) job characteristics model. Students should provide examples.

Job enrichment is based on the _________ theory of job satisfaction. A. motivator-hygiene B. acquired needs C. self-determination D. equity E. expectancy

A

A(n) ______ theory attempts to describe how various person and environmental factors affect motivation. A. content B. process C. extrinsic D. intrinsic E. integrated

B

In XYZ hospital, members of the cleaning staff have begun to actively care for patients and their families. This is an example of A. job swapping. B. job crafting. C. scientific management. D. job rotation. E. job identity

B

Interactional justice is defined as the perceived fairness of A. the process used to make allocation decisions. B. how resources and rewards are allocated. C. how punishment and discipline are determined. D. the quality of interpersonal treatment received. E. procedures used by the organization.

D

In _________ job design, managers change employees' tasks with the intent of increasing motivation and productivity. A. top-down B. bottom-up C. idiosyncratic D. work-team E. joint ownership

A

Victor seems to want to control others and often manipulates people for his own gratification. He exhibits the need for A. personal power. B. institutional power. C. affiliation. D. achievement. E. competence.

A

Which of the following is not a process theory of motivation? A. acquired needs B. equity C. justice D. expectancy E. goal-setting

A

Chuck is concerned with what he considers to be an unfair situation at work. Although he put in 10 hours of overtime last week, he received the same pay as a co-worker who didn't put in any overtime. This week he decided to take an extra hour for lunch every day. Using the terminology of equity theory, Chuck has decided to A. increase his efficiency. B. decrease his inputs. C. increase his outcomes. D. increase his inputs. E. decrease his outcomes.

B

Fiona was telling her friend about the freedom and discretion given to her in scheduling and deciding the procedures used to complete the tasks assigned to her. Which of the following job characteristics was she talking about? A. feedback B. autonomy C. task significance D. skill variety E. task identity

B

Of the following, which is the most closely aligned with employees' perceptions of distributive justice? A. organizational citizenship behavior B. organizational commitment C. stress D. absenteeism E. health problems

B

Otto wants to develop a program to increase employee productivity. He suggests doubling each employee's production quota and providing a 2 percent bonus for meeting these expectations. According to expectancy theory, what result can Otto expect? A. Employee productivity will probably increase. B. Employee efforts will probably decrease. C. Expectancy will be high. D. Instrumentality will be high. E. Employee valence will not be as high as Otto expects.

B

Ted was dissatisfied with his job. He said that the company policy, supervision, and working conditions were responsible for his dissatisfaction. According to Frederick Herzberg's theory, ________ are the extrinsic factors that create job dissatisfaction. A. motivators B. hygiene factors C. affiliation factors D. wellness factors E. achievement factors

B

Pam is attempting to reduce her inequity at work by attending night school for further job training. In other words, she is trying to A. find a new comparison. B. decrease her inputs. C. increase her outcomes. D. increase her inputs. E. decrease her outcomes.

D

Curt is a manager at a local restaurant. Most of the staff has been at the restaurant for over five years, but one of the new servers, Kyle, is a problem. He is chronically late and doesn't bother to cover his shift when he calls in sick. However, the restaurant is short-staffed and there aren't a lot of applicants in this area. Curt isn't confident that Kyle will become more responsible. He decides to write a reprimand and put it in Kyle's file, then assign him to "less appealing" shifts. If this doesn't work, he plans to dock Kyle's pay. To what content theory of motivation does Curt subscribe?

Drawing on his experience as a management consultant, McGregor formulated two sharply contrasting sets of assumptions about human nature. Theory X is a pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishments. McGregor felt this was the typical perspective of managers. Curt subscribes to this theory.

In McClelland's acquired needs theory, A. there are five basic needs: power, affiliation, achievement, esteem, and self-actualization. B. the affiliation need may be either institutional or personal. C. we are born with our needs, and they merely become stronger over time. D. we have a need to be satisfied in our jobs. E. we learn needs as we live our lives.

E

Marcy left a large Fortune 500 company to go to a small start-up technology firm. Earlier in her career, Marcy wanted a high salary and corporate position, but now she wants something different. She wants to be part of something that will grow and she enjoys the flexibility a small firm offers. In addition, she is involved in decision making, so she almost feels like it's her own company. These differing needs represent steps in A. Maslow's need hierarchy. B. McGregor's Theory Y C. McClelland's acquired needs theory. D. Deci and Ryan's self-determination theory. E. Herzberg's motivator-hygiene theory.

A

The goal of the job characteristics model is to A. apply scientific methods to job design. B. increase intrinsic motivation in jobs. C. increase extrinsic motivation in jobs. D. guide the goal-setting process. E. guide managers in applying job-swapping techniques.

B

Claire has a law degree and brings five years of experience to her current job. She bills more client hours than any other associate. Claire receives a salary of $125,000, a bonus, medical and dental coverage, and two weeks paid vacation per year. From Claire's perspective, which of the following is an output of the individual-organization exchange relationship? A. long hours of work B. high levels of effort C. two weeks paid vacation D. her law degree E. her five years of experience

C

Gerry, one of your subordinates, seems to care so much about being liked that he rarely states strong opinions in meetings of your department. Based on this, Gerry probably has a A. strong need for personal power. B. strong need for institutional power. C. strong need for affiliation. D. strong need for achievement. E. low need for achievement.

C

Inez was content with her job at Pieces Packaging until the company added two levels of supervision, lowered bonuses, and decreased breaks. Her current dissatisfaction reflects ______ factors. A. relatedness B. motivating C. hygiene D. achievement E. affiliation

C

Manuel wanted friendly and close interpersonal relationships with his colleagues. According to McClelland's need theory, this desire is known as a need for A. power. B. achievement. C. affiliation. D. motivation. E. safety.

C

Professor Jones learns that faculty members in another college with the same degree, years of teaching experience, and publication record are making significantly more money than he is. He considers this unfair. He is reacting to ______ justice. A. institutional B. organizational C. distributive D. procedural E. interactional

C

Randall wants to put more variety into his assistant's job by combining specialized tasks of about the same level of difficulty. This is A. job rotation. B. job enrichment. C. job enlargement. D. scientific management. E. vertical loading.

C

How do content and process theories of motivation differ? Name at least two of each type of motivation theory and use these to illustrate your points. Give specific examples from your life to support your comparison.

Content theories look at what motivates workers. Process theories of motivation attempt to describe how various person factors and environmental factors in the Integrative Framework affect motivation. They go beyond content theories by helping to understand why people with different needs and levels of satisfaction behave the way they do at work. Three process theories of motivation are: 1. equity/justice theory, 2. expectancy theory, and 3. goal-setting theory. Content theories include: 1. McGregor's Theory X and Y, 2. Maslow's need hierarchy theory, 3. acquired needs theory, 4. self-determination theory, and 5. Herzberg's motivator-hygiene theory.

Carol is a recent high-school graduate with an excellent grade point average. After much thought, she decides to pursue a graduate degree in physics after she finishes her undergraduate degree and eventually become a professor. To attain this goal, she realizes that she must first study hard and do well in her undergraduate classes, then take the graduate entrance exam and apply to the best graduate programs in her field. Along the way, she wants to obtain an internship, as this will help her get into a quality graduate program. Which motivational mechanism of the goal-setting process does this scenario demonstrate? A. directing attention B. regulating effort C. increasing persistence D. fostering strategies and action plans E. receiving feedback

D

To enhance a worker's expectancy, a manager could A. get to know what rewards employees value. B. set specific, measurable goals. C. link rewards to desired outcomes. D. give feedback and coach the employee. E. explain to the worker why he or she should trust the organization.

D

______ is not a content theory of motivation. A. Acquired needs theory B. Maslow's hierarchy of needs theory C. Self-determination theory D. Expectancy theory E. Theory X and Theory Y

D

Rider & Co. is a distributor. One of its corporate goals is to increase employee productivity by 8 percent. Using this example, explain how goal-setting theory works.

Goals that are specific and difficult lead to higher performance than general goals like "do your best" or "improve performance." Certain conditions are necessary for goal setting to work. Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work. Goal achievement leads to job satisfaction, which in turn reinforces employees to set and commit to even higher levels of performance. There are four mechanisms that fuel the power of goal setting. 1. Goals direct attention. 2. Goals regulate effort. 3. Goals increase persistence. 4. Goals foster the development and application of task strategies and action plans.

What are "i-deals"? Explain why this is an important new direction for management research.

Idiosyncratic deals (i-deals) represent "employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development." I-deals tend to involve task and work responsibilities, schedule flexibility, location flexibility, and compensation. The goal of such deals is to increase employee intrinsic motivation and productivity by allowing the employees the flexibility to negotiate employment relationships that meet their needs and values.

Describe self-determination theory. Contrast this with McClelland's acquired needs theory. How would a manager utilize self-determination theory to motivate employees?

Self-determination theory assumes that three innate needs influence our behavior and well-being: competence, autonomy, and relatedness. This theory identifies innate needs that must be satisfied for us to flourish. In contrast, McClelland believed that needs are learned over time. Managers can apply these theories by trying to create work environments that support and encourage the opportunity to fulfill needs.

Arrow Furniture is a family-owned and operated manufacturer of high-end furniture located in North Carolina. The furniture industry has suffered from foreign competition over recent years. Nationwide, there have been massive layoffs and several large companies have closed. Arrow's workers are feeling these pressures and have begun displaying counterproductive behaviors. The HR manager recently told Mary Baker, the family member serving as CEO, that employees are threatening to unionize if they don't get higher pay and more job security. Mary is upset by this comment because the family has supported employees with decent salaries and health benefits. Higher wages are the last thing the company needs if they are to remain competitive. The Baker family wants to turn things around. They know they will have to be more competitive price-wise. This might be achieved by finding cheaper suppliers, lowering employee labor costs, or increasing productivity. That said, the Baker's strongly believe that it is important to "take care of their people," many of whom are lifelong employees. A global car manufacturer is going to open a new facility in the community. It is likely the company will offer higher salaries and better benefits than offered by Arrow Furniture. The firm is known to offer such benefits in an attempt to reduce the need for a union. Jobs at this plant will be more technically advanced than those at Arrow and the company is offering job training to those who are interested. The Bakers are aware that the nature of work at Arrow results in moderate levels of hygiene factors and low motivators. Using the 3-Step Problem-Solving Approach and the Organizing Framework, what should the Bakers do to motivate their employees and get support for the company's future plans?

Step 1: Define the problem. Remember that a problem is a gap between a desired and a current state. State your problem as a gap, and be sure to consider problems at all three levels. Consider employee motivation, attitudes, and performance. Remember that the company has to become more competitive to survive. If more than one desired outcome is not being accomplished, decide which one is most important and focus on it. What is the big problem here? Why is it a problem? Step 2: Identify causes of the problem. Which person and situation factors are likely causes of the problem? Consider the employees needs. Then look at the organizational climate. What about processes? Think about equity/justice, expectancy, and goal setting for the employees. How about justice on the organizational level? Why are these causes? Step 3: Make recommendations for solving the problem. Consider whether you want to resolve it, solve it, or dissolve it.

Draw and explain the job characteristics model. Describe how a manager could use this model to increase employees' motivation. Describe a job you are familiar with according to this model.

Students should draw the model in Figure 5.8. The goal of the job characteristic model is to promote high intrinsic motivation by designing jobs that possess the five core job characteristics. The five core job characteristics are (1) skill variety, (2) task identity, (3) task significance, (4) autonomy, and (5) feedback. These core job characteristics affect the three critical psychological states that employees experience: (1) experienced meaningfulness of the work, (2) experienced responsibility for results, and (3) knowledge of the actual results of the work activities. These in turn affect job outcomes such as intrinsic work motivation, growth satisfaction, general job satisfaction, and work effectiveness. Three person factors affect or moderate how individuals respond to job enrichment: (1) knowledge and skill, (2) growth need strength, (3) and context satisfactions. Research underscores three practical implications of the job characteristics model: 1. This model can be used to increase employee job satisfaction. 2. Managers can enhance employees' intrinsic motivation and performance, while reducing absenteeism and stress, by increasing the core job characteristics. 3. Managers are likely to find noticeable increases in the quality of performance after a job redesign program. Students should provide an example from a job they are familiar with.

Describe Herzberg's motivator-hygiene theory, with attention to the relationship between job satisfaction and job dissatisfaction. How would a manager use this theory to motivate employees?

The motivator-hygiene theory proposes that job satisfaction and dissatisfaction arise from two different sets of factors. Satisfaction comes from motivating factors and dissatisfaction from hygiene factors. Managers can embrace two means of improving motivation: by improving motivators that drive satisfaction and improving hygiene factors that otherwise reduce job dissatisfaction.

Describe Maslow's needs hierarchy theory. How could a manager use this theory to motivate employees?

The need hierarchy theory states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization. Maslow proposed that the five needs are met sequentially and relate to each other in a prepotent hierarchy. Although research does not clearly support this theory of motivation, it remains popular among managers. For managers, Maslow's theory reminds us that employees have needs beyond earning a paycheck. It also is important for managers to focus on satisfying employee needs related to self-concepts, self-esteem, and self-actualization-because their satisfaction is significantly associated with a host of important OB outcomes. Satisfied needs lose their motivational potential. Therefore, managers are advised to motivate employees by devising programs or practices aimed at satisfying emerging or unmet needs.

Brian has a Master's degree in electrical engineering and brings 10 years of experience to his current job. He puts in long hours of hard work. Brian receives a salary of $75,000, medical and dental coverage, and two weeks of paid vacation every year. From Brian's perspective, which of the following is an input in the individual-organization exchange relationship? A. his Master's degree in electrical engineering B. his salary of $75,000 C. medical coverage D. paid vacation E. dental coverage

A

Don believes that if he works hard and attends every class, he will get an A in his OB course. This belief is called a(n) A. expectancy. B. expectation. C. instrumentality. D. valence. E. value.

A

Wayne is on the production line for Medical Services Inc. He has been there for five years and has won Employee of the Month more than anyone else. Zander, his coworker, who has only been at Medical Services three years and hasn't even been nominated for Employee of the Month, just received a promotion. Wayne perceives a A. negative expectancy. B. negative output. C. positive inequity. D. positive output. E. negative inequity.

E

Expectancy theory is a model of motivation that explains how people strive for fairness.

FALSE

What is job crafting? How does it operate? Explain the effects of job crafting on employees.

Job crafting is defined as "the physical and cognitive changes individuals make in the tasks or relational boundaries of their work." Employees are viewed as "job crafters" according to this model because they are expected to define and create their own job boundaries. Table 5.2 illustrates three forms of job crafting. Job crafting involves changing task boundaries, relational nature of one's job, and cognitive crafting. Job crafting can lead to higher levels of engagement and satisfaction.

Derek, Samantha, Raj, and Amira are on a team for their Strategy class. It is a capstone class that involves a semester-long project which will be 50 percent of their grade. All four students have heavy class loads and plan to apply to MBA programs. Derek and Amira think that they would like to go to a business school that emphasizes project-based learning. Raj is more concerned about getting his GPA up. Samantha has emerged as team leader. How can she keep everyone motivated?

Motivation refers to the psychological processes that underlie the direction, intensity, and persistence of behavior or thought. Direction pertains to what an individual is attending to at a given time, intensity represents the amount of effort being invested in the activity, and persistence represents the time that activity is the focus of one's attention. It is important to understand the principles of motivation if you want to direct your behavior toward achieving personal goals or to manage others in the pursuit of organizational goals. Samantha will have to emphasize a combination of extrinsic and intrinsic motivators. Extrinsic motivation results from the potential or actual receipt of external rewards, for instance, Raj getting a good grade in this course. Intrinsic motivation occurs when an individual is inspired by "the positive internal feelings that are generated by doing well, for instance, Derek and Amira feeling that project-based learning is the right choice for them."

Define the types of justice and give examples of each. What actions can a manager take that would positively influence workers' perceptions of each type of justice?

Three different components of organizational justice are distributive, procedural, and interactional. Distributive justice reflects the perceived fairness of how resources and rewards are distributed or allocated. Procedural justice is defined as the perceived fairness of the process and procedures used to make allocation decisions. Interactional justice relates to the "quality of the interpersonal treatment people receive when procedures are implemented." It is helpful to understand how strongly employees feel about a perceived inequitable or unjust work situation. Five practical lessons can be drawn from equity and justice theories as follows: 1. Employee perceptions are what count. 2. Employees want a voice in decisions that affect them. 3. Employees should be given an appeals process. 4. Leader behavior matters. 5. A climate for justice makes a difference