MGMT 3005 Chapter 7
a person will experience negative inequity when his/her outcome to input ratio is greater than that of a relevant co worker
false
according to research, goal difficulty is negatively related to performance
false
according to Adams, the two primary components involved in the employee-employer exchange are inputs and outcomes
true
according to Festinger's theory, people are motivated to maintain consistency between their cognitive beliefs and their behavior
true
according to Vroom, motivation boils down to the decision of how much effort to exert in a specific task situation
true
according to research, expectancy theory significantly predicts job performance, preference, effort, intentions, and choice
true
benevolence are people who have a higher tolerance for negative inequity
true
employees perceptions of justice are strongly influenced by their mangers behaviors
true
expectancy represents an individuals belief that efforts lead to a specific level of performance
true
in general, employees perceptions of procedural justice are enhanced when they have a voice in the decision making process
true
no matter how fair management thinks the organization's policies, procedures, and reward system are, each employees perception of the equity of those factors is what counts
true
not only do goals make us selectively perceptive, they also motivate us to act
true
specific, difficult goals lead to higher performance for simple, but not for complex tasks
true
three general steps to follow when implementing a goal setting program are: set goals, promote goal commitment, and provide support and feedback
true
according to research, employees job satisfaction was significantly related to middle managements commitment to management by objectives (MBO) implementation
false
according to the expectancy theory, an instrumentality of -1.0 indicates that attainment of a particular outcome is totally dependent on task performance
false
empirical studies have demonstrated that goal based bonus incentives produced higher commitment to difficult goals, and lower commitment to easy goals
false
equity theory is based on goal setting theory
false
expectancy theory has not been supported by research
false
motivation and performance are the same thing
false
one of the factors that influences an employees expectancy perceptions is self actualizatoin
false
one organizational implication of expectancy theory is that rewarding people for desired performance an keeping pay decisions secret minimizes morale problems
false
personality plays a central role in expectancy theory because it emphasizes the cognitive ability to anticipate likely consequences of behavior
false
psychologist Leon Festinger pioneered the application of the equity principle to the workplace
false
research has failed to support goal setting as an effective motivational technique
false
research has revealed that participatively set goals are significantly more effective than assigned goals
false
successfully designing and implementing motivational programs is not easy
false
valence refers to the possession of great charisma
false
managers should consider individual differences between subordinates when setting goals
true
motivation cannot completely overcome deficient contextual factors
true
valence mirrors our personal preferences
true
