MGMT 496 Chapter 6 Motivating Performance

You paint the eyes on Barbie dolls. This is all you do. What you do has little impact on other jobs in your work unit. In this job, what will you likely experience? A) A low level of meaningfulness of work and low internal motivation B) A low level of meaningfulness of work and low external motivation C) A high level of skill variety and low internal motivation D) A high level of autonomy and high external motivation

A) A low level of meaningfulness of work and low internal motivation Meaningfulness is related to task variety and task identity (completing a job from beginning to end, rather than only performing a piece of it). Here, you have both low task variety and low task identity; therefore, you are most likely to have a low level of meaningfulness of work. Also, you are unlikely to experience a significant sense of accomplishment from your work, giving you a low internal motivation.

A manager remarks, "No matter how many external rewards we give our employees, if they find the work to be uninteresting and unfulfilling, performance will suffer." Should you agree or disagree with your boss? A) Agree B) Disagree C) Not enough information to decide

A) Agree The person-job interface has a strong impact on work performance. The level of job satisfaction reported by highly intelligent individuals is closely linked to the degree of difficulty they encounter in performing their work.

The likelihood a reward will actually reinforce a specific performance-enhancing behavior depends on the extent to which the reward recipient (1) actually values the specific reward, (2) believes the reward allocation process was handled fairly, and (3) receives the reward in a timely manner. Which statements are correct? A) All the statements are correct. B) Statement 1 is correct. C) Statements 2 and 3 are correct. D) Statements 1 and 2 are correct.

A) All the statements are correct. First, a reward is only a reward if it fills an unmet need of the employee. Second, a lack of equity will harm employee motivation and decrease the effectiveness of a reward. Third, too much time between the behavior and the reward means that the employee will make no clear link between the behavior and the reward.

Aptitude is (1) the native skills and abilities a person brings to the job, (2) the physical and mental capabilities of a person, and (3) the personality characteristics a person has for people-oriented jobs. Which statements are correct? A) All three statements are correct. B) Only statements 1 and 2 are correct. C) Only statements 1 and 3 are correct. D) Only statements 2 and 3 are correct. E) Only statement 3 is correct.

A) All three statements are correct. Aptitude, an element of ability, includes all three factors named above.

According to the path-goal theory of leadership, the level of involvement by a manager is dependent on (1) the subordinate's desire for autonomy, (2) how structured the task is, and (3) how much help is already available from the organization. Which statements are correct? A) All three statements are correct. B) Only statements 1 and 2 are correct. C) Only statements 2 and 3 are correct. D) Only statements 1 and 3 are correct. E) Only statement 2 is correct.

A) All three statements are correct. Though not an entirely exhaustive list, all three statements influence the appropriate level of managerial involvement. Other factors include task mastery, experience, ability, and the strength of group norms.

After interviewing a candidate for a job, the interviewing manager decides that he likes the candidate. He finds his personality exceptional. When the manager refers to the candidate's personality, to what is he referring? A) Aptitude B) Desire C) Commitment D) Motivation E) Training

A) Aptitude Aptitude refers to the skills and abilities that a person brings to a job, including physical and mental capabilities, as well as personality strengths.

What is an overall conclusion related to motivation? A) Both the employee's satisfaction and performance should be of equal importance to the manager. B) The employee's satisfaction is more important than performance to the manager. C) The employee's performance is more important than satisfaction to the manager. D) Theory X is the appropriate theory for motivation.

A) Both the employee's satisfaction and performance should be of equal importance to the manager. Focusing on performance at the expense of satisfaction is called imposing management, which ignores the fact that more satisfied employees have a higher level of performance. Focusing on satisfaction at the expense of performance is called indulging management, which ignores the fact that employees receive job satisfaction in part from their actual level of performance. Unless a manager focuses on both equally, employee satisfaction and employee performance will suffer.

What is praise from a boss? A) Extrinsic outcome B) Internal motivator C) Exceptional motivator D) Intrinsic outcome

A) Extrinsic outcome Extrinsic outcomes are controlled by someone other than the individual performer.

Five core job characteristics are most strongly related to job satisfaction. Which of the following is one of those characteristics? A) Feedback B) Task enlargement C) Job rotation D) Social interaction E) Instrumentality

A) Feedback Feedback is one of five job characteristics identified by Hackman and Oldham as predictive of job satisfaction. (The others are skill variety, task identity, task significance, and autonomy.)

What is a possible response of a manager to behaviors exhibited by employees? A) Ignoring B) Removing C) Satisfying D) Pleasing

A) Ignoring The other two possible responses are disciplining (negative response) and rewarding (positive response). However, ignoring is almost never a desired response.

LaTasha is a high performer. Recently, her organization has begun to provide recreational facilities, an on-site day care, and stock options for all employees. What is wrong with these new programs? Will they likely motivate LaTasha to a higher level of performance? A) No, they won't motivate her. They are group rewards not tied to her performance. B) Yes, they will motivate her. Everyone likes on-site day care. C) No, they won't motivate her. They are too closely tied to her performance for her to be comfortable about the reward. D) Yes, they will motivate her. The fact that she is a high performer shows that she will appreciate stock options.

A) No, they won't motivate her. They are group rewards not tied to her performance. Though everyone likes an on-site day care, this incentive program shows that the organization equally values all employees regardless of their level of contribution. As a result, high performers like LaTasha have no incentive to work harder as a result of the incentive program.

According to the hierarchical needs theory, needs are organized into which hierarchy? A) Physiological, safety, belongingness, esteem, and self-actualization B) Esteem, relatedness, and growth C) Existence, reinforcement, and growth D) Esteem, reinforcement, and self-actualizing

A) Physiological, safety, belongingness, esteem, and self-actualization This five-level needs hierarchy was proposed by Abraham Maslow.

In equity theory, what is important? A) Social comparison of rewards and efforts B) Equality of rewards C) Equality of efforts D) Absolute value of rewards

A) Social comparison of rewards and efforts This is because equity is based on workers' perceptions of fairness. Workers individually compare what they are getting out of the work relationship (outcomes) with what they are putting into the work relationship (inputs). The ratio is then compared to corresponding ratios of other individuals.

What guideline should a firm follow to attain the greatest motivational impact from a new awards programs? A) Use awards infrequently B) Only acknowledge current recipients C) Give the awards privately D) Make sure the award is meaningful to the families of employees

A) Use awards infrequently Too frequent awards are inefficient and ineffective.

In addition to formal​ recognition, which of the following is a powerful​ reinforcer? A. Daily interactions with subordinates B. Coercion C. A​ hands-off strategy D. Department-wide meetings E. Stern directives

A. Daily interactions with subordinates

Once a disciplined​ individual's behavior has reached an acceptable level on that​ behavior, what type of response is most likely to push the​ individual's behavior to the exceptional​ level? A. Using positive reinforcement B. Adjusting goal difficulty C. Threatening D. Nagging E. Ignoring

A. Using positive reinforcement

According to the hierarchical needs​ models, individuals are primarily motivated to satisfy their​ _____________________. A. most basic unfulfilled need B. need for​ self-actualization C. most basic fulfilled need D. wants E. curiosity

A. most basic unfulfilled need

To better engage and secure the strongest​ performers, businesses should seek to understand the connection between​ _______________. A. performance and rewards B. universal benefits and employee happiness C. universal benefits and employee attendance D. employee training and persistence E. performance and happiness

A. performance and rewards

According to​ Lawler, firms will get the greatest motivational impact from awards programs if they adhere to all of the following guidelines EXCEPT​ ____________________. A. using awards frequently B. making sure the award is meaningful within the​ organization's culture C. using the awards presentation to acknowledge past recipients D. embedding awards in a credible reward process E. giving the awards publicly

A. using awards frequently

According to the manifest needs model, needs are organized into which hierarchy? A) Achievement, affiliation, and belonging B) Achievement, affiliation, and power C) Affiliation, acceptance, and success D) Power, success, and wealth

B) Achievement, affiliation, and power This model proposes that individuals may be classified according to the strength of their various needs. Though Murray originally proposed about two dozen needs, only these three are relevant to the workplace.

Mary has decided to set the following goal: To do the best she can in her management class this semester and to keep up with the readings. Mary's goal satisfies which criteria? A) Being measurable and behavioral B) Being consistent C) Being appropriately challenging D) Being specific

B) Being consistent Goals that are inconsistent—in the sense that they are logically impossible to accomplish simultaneously—create frustration and alienation. These goals are not mutually exclusive. She can accomplish both during a given period of time.

An employee's performance is at a level that is not desirable. After reprimanding, what should you do next? A) Ask questions to determine the cause B) Describe the behaviors you expect C) Identify the rewards the employee has missed out on D) Praise other aspects of the employee's work

B) Describe the behaviors you expect This is the first step in the "redirect" process.

Which of the following job changes results in increased autonomy, task identity, and feedback? A) Identifiable work units B) Established client relationships C) Loaded jobs horizontally D) Open feedback channels

B) Established client relationships This is an ongoing personal relationship between an employee and the client that allows them to feel increased autonomy, task identity, and feedback. It may have some benefits for the strength of the client relationship as well.

A manager who encourages initiative by reminding employees that their failure means organizational failure should do something different. What should he do? A) React to employees on an emotional basis B) Imply his joint stake in the work failure C) Demand a change or improvement in a firm tone of voice D) Present facts about organizational needs E) Redo their plans for them

B) Imply his joint stake in the work failure Implying a joint stake fosters employee initiative more effectively by reducing the pressure the individual employee feels regarding the success or failure of the group.

If you feel that you have an interesting and fulfilling job, you are experiencing what type of motivation? A) External motivation B) Intrinsic motivation C) Redirected motivation D) Exceptional motivation

B) Intrinsic motivation Intrinsic motivation includes feelings that are experienced directly by an individual as a result of his or her performance.

The situation has high task structure, the employees have experience, and there are strong group norms. What would be the appropriate management involvement? A) Involved in the details of employees' job performance B) Less involved; high involvement is not necessary or expected. C) More involved; high involvement is necessary and expected. D) Be involved; high involvement is necessary and expected.

B) Less involved; high involvement is not necessary or expected. Too much managerial involvement will be seen as bossy or controlling. Also, capable and experienced employees usually prefer autonomy to high managerial involvement.

What does the rewarding approach to changing behavior involve? A) Linking desired behaviors with manager-valued outcomes B) Linking desired behaviors with employee-valued outcomes C) Linking the right ways to do things with rewards D) Linking desired behaviors with organizational values

B) Linking desired behaviors with employee-valued outcomes This ensures that the rewards adequately incentivize the appropriate desired behaviors. If the behaviors are not linked to employee-valued outcomes (pay raises, vacation, etc.), then the employees have no incentive to enact desired behaviors.

Gambling uses which form of the reward reinforcement schedule? A) Continuous reinforcement B) Partial reinforcement C) Equity D) Fairness

B) Partial reinforcement This refers to a situation in which the reward is the same, but is rewarded intermittently.

When a manager keeps expectations higher than his subordinates' best performance and continually informs them that with a little more effort they can do it, what will the subordinates likely do? A) Increase their performance because the subordinates see these higher expectations as a challenge B) Probably burn out because although they try, they never reach the shifting expectations C) Help create a highly motivated staff D) Compete against other subordinates

B) Probably burn out because although they try, they never reach the shifting expectations Though setting high goals is usually effective, goals must also be attainable. The "shifting target" approach violates this principle of effective goal-setting and motivation.

Assume George is a poor performer. You have already provided the necessary resources and training he needs to do the job, yet his performance continues to decline. What is the next step? A) Release George—How many chances does a person get? B) Redesign the job C) Reassign George to another position D) Place George in a place where his performance will not hurt the company

B) Redesign the job This is the next least threatening step. In George's case, it may be helpful to change specific aspects of his current position, for example, by bringing in an assistant to handle telephone calls or correspondence. This frees George up to focus on strengths and increase job performance.

In the process of trying to improve your employee's behavior, you say to her, "What I'd like to see you do is contact each of your clients personally before you begin to enforce a policy change. That way, no one is surprised. Will you do that next time?" Which of the guidelines for improving behavior have you just followed? A) Reprimand B) Redirect C) Reinforce D) Recapitulate

B) Redirect Redirecting involves describing desired behaviors and asking for compliance.

The financial officer at Stocks R Us demands that his brokers take risk in their stock suggestions. Recently, he had to reduce the portfolio of a broker who missed the mark on a stock (the stock went down). "I must punish undesirable behaviors," he thought to himself. What will the financial officer's actions do? A) Reinforce his brokers' belief that taking a risk pays off B) Reinforce undesirable behaviors in his brokers C) Indicate to his brokers that he supports new ideas D) Reinforce to his brokers that he ignores stock suggestions

B) Reinforce undesirable behaviors in his brokers The financial officer's demand that brokers take risks is in conflict with his behavior toward a particular broker who missed his mark. The broker took a risk and was punished as a result. The manager is discouraging the very behavior he demands and is encouraging risk aversion.

When transforming acceptable into exceptional behavior, what should a manager do? A) Reward only when the exceptional behavior has been reached B) Reward each level of improvement C) Use the reprimand and redirect guidelines D) Reward only when the entire group has reached exceptional behavior

B) Reward each level of improvement This incremental reward system helps prevent burnout and is closely linked to the desired behavior leading to the improvement. Delaying rewards until the exceptional behavior has been reached decouples the behavior from the reward.

You have observed Sally's performance for a few months. There is no doubt about her effort; it is evident she tries very hard. However, there doesn't appear to be any improvement in her performance since you have been watching. What should you conclude? A) This is a desire issue. B) This is an ability issue. C) This is a commitment issue. D) She is a terrible employee and should be let go as soon as possible.

B) This is an ability issue. We know that Sally's effort is not lacking, while her performance is suffering. This means that her ability must be lacking.

A manager at a local fast-food restaurant decides to motivate all his employees by allowing them to eat the food free of charge. Will this reward motivate employees? A) This should work, because all employees value free food. B) This might work for some employees, but it might not work for others. C) This might work as long as the manager is equitable in distributing the food. D) This will not work. This action satisfies only the employees' subsistence needs.

B) This might work for some employees, but it might not work for others. Though employees may place some value (perhaps little) on free food, if it does not fill an expressed need for a particular employee, it will not provide sufficient motivation for that employee to improve motivation and performance.

Which of the following is NOT a factor influencing the level of management​ involvement? A. Subordinate's experience B. Absence of an​ organization's controls C. Subordinate's ability D. Strength of group norms E. Subordinate's desire for autonomy

B. Absence of an​ organization's controls

Interpreting​ Mario's behavior as being caused by cultural values and social norms is​ a(n) ____________. A. intermittent reinforcer B. external attribution C. extrinsic motivator D. internal attribution E. internal motivator

B. external attribution

The question​ "Will I do​ what's expected?" reflects​ _________. A. initiative B. motivation C. goal setting D. performance expectations E. ability

B. motivation

Anna, a manager at a software​ firm, links rewards to desired employee behaviors. Anna is most likely trying to​ __________________ employee behavior. A. deflect B. reinforce C. quantify D. reject E. diminish

B. reinforce

Managers can increase employee autonomy through all of the following EXCEPT​ ___________________. A. decentralizing decision making B. using time clocks C. empowering employees to make​ front-line decisions D. offering flexible work schedules E. removing formalized controls

B. using time clocks

Once a manager has determined that the reason for the poor performance is due to a lack of ability, in what order should the manager explore options? A) (1) Redesign the job, (2) retrain the individual, and (3) move the individual to another position. B) (1) Retrain the individual, (2) redesign the job, and (3) determine if the resources are adequate. C) (1) Determine if the resources are adequate, (2) retrain the individual, and (3) redesign the job. D) (1) Determine if the resources are adequate, (2) redesign the job, and (3) retrain the individual.

C) (1) Determine if the resources are adequate, (2) retrain the individual, and (3) redesign the job. This addresses possible sources of the problem in the order of least threatening to most threatening. After a job redesign is unsuccessful, the remaining options are to reassign the worker or release him/her.

Having determined that June's poor work performance is related to a lack of ability, what is the first question you should ask? A) Why does June have a poor attitude? B) Does June lack commitment? C) Does June have the resources to do the job? D) Why doesn't June try harder?

C) Does June have the resources to do the job? The three determinants of ability are (1) aptitude, (2) training, and (3) resources. This answer correctly identifies one of them.

An effective goal program has goals that are specific, consistent, and appropriately challenging. What is missing? A) Motivation B) Autonomy C) Feedback D) Fairness

C) Feedback Without feedback, individuals do not know how they are doing. It also provides opportunities for clarifying expectations, adjusting goal difficulty, and providing recognition for high performers.

Gale works for 2 hours and earns $30. Allison also earns $30, but for 3 hours of work. Equity theory predicts which of the following might happen when Gale and Allison become aware of each other's earnings: I. Gale will ask for a raise II. Allison will reduce her effort III. Gale will reduce her effort IV. Allison will ask for a raise V. Allison will perceive an inequity A) I and IV B) II only C) II, IV, and V D) All but IV E) I, II, and III

C) II, IV, and V Equity theory predicts that Allison will perceive an inequity (option V) because she is making the same amount as Gail for more effort. She will also be motivated to reduce her effort (option II) to mitigate the inequity. She is also likely to ask for a raise (option IV) to make her compensation more equitable.

What is an overall conclusion related to motivation? A) Poor performance is often directly related to an employee's personality. B) If people do not work hard, it is because that is their nature. C) If people do not work hard, it is because they do not believe rewards are related to hard work. D) Most people find the same things rewarding.

C) If people do not work hard, it is because they do not believe rewards are related to hard work. Individuals are initially motivated to work hard and to do a good job. Whether the motivation continues depends on the strength of the links between Motivation-Performance-Outcomes-Satisfaction.

All of the following are methods firms are using to establish closer connections between individual performance and pay except which of the following? A) Pay increases linked to the acquisition of new knowledge, skills, and/or demonstrated competencies B) Compensating managers based on their ability to mentor new group members and resolve difficult intergroup relationships C) Linking pay increases for all employees to a specified percentage increase in productivity D) Sales commissions that include follow-up customer satisfaction ratings E) Linking the pay of key employees to the accomplishment of new strategic initiatives

C) Linking pay increases for all employees to a specified percentage increase in productivity All methods are used by firms to link pay and performance except for linking pay increases to a specified percentage increase in productivity. A percentage increase (or decrease) could be related to factors outside the employee's control, such as market conditions, performance of colleagues or work teams, etc. As such, it would not necessarily be a good indicator of individual performance.

You are a sales manager. One of your salespeople is named Reggie. He has 10 years of experience and appears to be very capable. He rarely calls you, and sales in his district are always good. You know sales lacks routine and one could say the tasks change from day to day. What type of management involvement does Reggie need and why? A) High involvement; the task is definitely not structured. B) Low involvement; Reggie's desire for autonomy is low. C) Low involvement; Reggie's desire for autonomy, his experience, ability, and task mastery are all high. D) High involvement; Reggie's desire for autonomy, his experience, ability, and task mastery are all high. E) You can't tell from the information given.

C) Low involvement; Reggie's desire for autonomy, his experience, ability, and task mastery are all high. The question suggests that Reggie has a high desire for autonomy as shown by the fact that he rarely calls you. He is experienced and his sales teams always perform adequately. Anything more than low involvement would just be getting in the way.

Assume Carrie is a poor performer. You have already provided the necessary resources, redesigned her job, and provided her with training, yet her performance is lacking. What is the next step? A) Release Carrie B) Refit Carrie's job C) Reassign Carrie to another position D) Place Carrie in a position where her performance will not hurt the company

C) Reassign Carrie to another position Once you realize that her current position cannot be refit to suit Carrie's abilities, the best option would be to find an entirely different position that would.

When poor performance is due to an employee's lack of ability, what is the least threatening option? A) Release B) Retrain C) Resupply D) Refit E) Reassign

C) Resupply This assumes that the problem lies with management rather than with the employee. Few employees would be threatened by the conclusion that they have inadequate resources to complete the job.

A college professor believes her teachings in her management course influence the lives of her students. Which core job dimension is demonstrated? A) Skill variety B) Competition C) Task significance D) Autonomy E) Feedback

C) Task significance Task significance refers to the belief that your work has a direct effect on the work or lives of others.

If you were designing a reward program for your employees, what assumptions could you make? A) That all employees in similar positions value similar rewards B) That what I (as a manager) value, my employees will value as well C) That a cafeteria-style incentive program would probably be successful D) That preferences for rewards can be categorized by demographic information

C) That a cafeteria-style incentive program would probably be successful This takes into account the possibility (almost certain) that managers will have a difficult time perfectly predicting employee needs and preferences.

You received your Ph.D. from a prestigious state university that had competitive admissions, where students graduated in the top 10 percent of their high school class, and where both students and teachers had high expectations for the student. You now teach at an open admissions school. Students here graduated anywhere from the bottom 10 percent to the top 10 percent. What expectations should you have for these students? A) Lower, they graduated lower in their high school class (on average anyway) B) Lower, they obviously are less intelligent C) The same as, the past is the past; high expectations generate high performance D) Lower, high expectations could be too challenging and prove to be frustrating

C) The same as, the past is the past; high expectations generate high performance High expectations generally foster high performance and low expectations decrease performance. As long as the goals are reachable, high expectations are always preferable to low expectations, regardless of ability level.

When an employee feels that she was meant to do the work she is doing, and that she is serving an important cause, this is called a(n) A) service orientation. B) career orientation. C) calling orientation. D) other orientation.

C) calling orientation. Employees who feel they are meant to do their work, and who are serving a specific cause are said to have a "calling orientation"

Which of the following does NOT represent a strategy for increasing the motivational potential of assigned​ work? A. Opening feedback channels B. Establishing client relationships C. Separating tasks D. Forming identifiable work units E. Increasing authority

C. Separating tasks

The primary driver of a​ person's performance is their​ _________________. A. expectations B. intelligence C. motivation D. ability E. self-esteem

C. motivation

Your boss remarks, "The key to an effective motivational program is that it must increase both job satisfaction and work productivity." How should you respond? A) "Yes, but another important variable is interpersonal relationships." B) "No, the program should only focus on productivity. We do not want to encourage an indulging management style." C) "Yes, but the program should only focus on satisfaction. We do not want to encourage an imposing management style." D) "Yes, I agree."

D) "Yes, I agree." Focus on productivity without a focus on satisfaction is ineffective. It may increase short-term productivity but in the long-term will cause increased absenteeism and employee turnover. On the other hand, managers who emphasize satisfaction to the exclusion of performance will be ineffective. They are seen as nice people, but their management style undermines the performance of their subordinates and may violate their duties to the employer.

Morgan has decided to set the following goals: To earn an A in her management course this semester, to make the dean's list, and to not only keep up with the readings but to contribute something to the class discussion each time. What criteria have Morgan's goals satisfied? A) Measurable, unambiguous, and behavioral B) Consistent C) Appropriately challenging D) All the answer choices are correct.

D) All the answer choices are correct. All answer choices are correct. First, Morgan's goals are measurable, unambiguous, and behavioral; she will know at the end of the semester whether she has accomplished her goals. Second, her goals are consistent. They are not mutually exclusive or incompatible. Third, her goals are appropriately challenging. Moderately difficult goals increase effort more than easy goals.

According to the path-goal theory of leadership, if the task structure is low, what should management involvement with employees be? A) Low, because the task is clearly defined. The employees know their jobs. B) High, because management should always be involved, directing the process. That is what managers do. C) Low and therefore more challenging to the employees. D) High, because management involvement will be seen as both constructive and satisfying.

D) High, because management involvement will be seen as both constructive and satisfying. On the other hand, when task structure is high, too much managerial involvement will be seen as controlling or bossy.

What should effective motivational programs do in terms of offering rewards? A) Make a distinction between workers based on seniority B) Not make a distinction between workers C) Make a distinction between workers based on effort D) Make a distinction between workers based on performance regardless of effort

D) Make a distinction between workers based on performance regardless of effort In order for a motivational program to be effective, the following question must be answered in the affirmative: "Do subordinates feel that being a high performer is more rewarding than being a low or average performer?" High performers are the key to success of any organization, and motivational schemes should be geared to keeping this employee group satisfied.

When an employee does not perform at the level you expect, what steps should you take (in order) to reshape the behavior? A) Ignore, reprimand, redirect B) Redirect, reprimand, reinforce C) Discipline, redirect, reinforce D) Reprimand, redirect, reinforce

D) Reprimand, redirect, reinforce

When an employee does not perform at the level you had hoped, what steps (in order) should you take to extinguish the unacceptable behavior and replace it with an acceptable one? A) Ignore, reprimand, redirect B) Redirect, reprimand, reward C) Question, redirect, reward D) Reprimand, redirect, reward

D) Reprimand, redirect, reward These steps help to extinguish the undesirable behaviors and replace them with acceptable ones. After behaviors have become acceptable, the reward step attempts to transform them into exceptional behaviors.

An employee is late to work. This is her first time. What should you do first? A) Ignore her tardiness. It was just her first time. B) Ask her why she was late. C) Talk to her about her commitment to the organization. D) Talk to her about how tardiness is not a behavior you accept.

D) Talk to her about how tardiness is not a behavior you accept. This focuses directly on identifying the unacceptable behavior and setting expectations for performance (the next step is to redirect the employee's behavior).

Which of the following does not apply to individuals with high institutional power needs? A) They are often willing to sacrifice their own self-interests for the good of the organization. B) They feel personally responsible for advancing the purposes of the organization. C) They have a strong sense of justice and equity. D) They enjoy work and accomplishing tasks in a random manner. E) They seek expert advice and are not defensive when their ideas are criticized.

D) They enjoy work and accomplishing tasks in a random manner. Individuals with high institutional power needs are oriented toward using their influence to advance the goals of the group or organization. Working in a random manner is not an attribute of such individuals.

______________________ refers to the native skills a person brings to a job. A. Commitment B. Motivation C. Performance D. Aptitude E. Ability

D. Aptitude

ABC Technology wants to minimize distinctions between workers by providing universal benefits to all employees regardless of performance or position. Which of the following benefits would LEAST likely be used by ABC Technology to accomplish this​ goal? A. Stock option programs B. Library services C. On-site fitness facilities D. Merit raises E. Subsidized day care

D. Merit raises

Which of the following is the product of​ expectations, multiplied by​ ability, multiplied by​ motivation? A. Resources B. Commitment C. Initiative D. Performance E. Desire

D. Performance

Which of the following represents a negative guideline for reinforcing subordinate​ initiative? A. Asking them to investigate or analyze further if you feel that they have overlooked some points or overemphasized others B. Keeping the analysis and evaluation as much in the​ employees' hands as possible by asking for their best judgment on various issues C. Asking​ "How are we going to do​ this?" D. Reacting to their presentations on an emotional basis E. Using an​ interested, exploring​ manner, asking questions designed to bring out factual information

D. Reacting to their presentations on an emotional basis

Which of the following is TRUE of reinforcement​ timing? A. Intermittent reinforcement is the fastest way to establish a new behavior. B. Highly routinized reward programs are most effective. C. Continuous reinforcement is superior to intermittent reinforcement. D. The longer the delay in the administration of​ rewards, the less reinforcement value they have. E. Most work in organizations is governed by a continuous reinforcement schedule.

D. The longer the delay in the administration of​ rewards, the less reinforcement value they have.

According to the path-goal theory of leadership, the level of involvement a manager utilizes should (1) be the same for all employees in the department, (2) be either low or high management involvement regardless of the circumstances, and (3) not be influenced by subordinates' expectations. Which statements are correct? A) All the statements are correct. B) Statement 1 is correct. C) Statements 2 and 3 are correct. D) Statements 1 and 3 are correct. E) None of the statements is correct.

E) None of the statements is correct. Statement 1 is incorrect. Though some of the factors influencing managerial involvement are task-based, others depend on a particular individual's experience, desires, and abilities, which may vary widely even within a single department. Statement 2 is incorrect. Managerial involvement is very dependent on the particular circumstances of a job, task, or work group. Statement 3 is incorrect. A manager who takes into account his/her subordinate's expectations shows a supportive and responsive managerial style.

Consistently correcting subordinates when they fail to obey safety regulations is an example of which management​ response? A. Rewarding B. Redirecting C. Ignoring D. Motivating E. Disciplining

E. Disciplining

Which of the following would most likely enhance an​ individual's inherent​ abilities? A. Demotion and reassignment B. Rest and relaxation C. Patience and understanding D. Time and money E. Education and training

E. Education and training

The effect of motivation on performance depends on which two moderating​ factors? A. Training and education B. Ability and training C. Resources and expectations D. Goals and feedback E. Expectations and ability

E. Expectations and ability

______________________ is an example of an extrinsic reward. A. Feelings of accomplishment B. Sense of purpose C. The development of new skills D. Self-esteem E. Money

E. Money

Workers who have 100 percent of the ability required to perform a task and 75 percent of the motivation to perform that task will likely perform at​ a(n) _________________ rate. A. mediocre B. below-average C. average D. exceptionally high E. above-average

E. above-average

When explaining our own​ behavior, situational factors are​ __________ for negative outcomes and dispositional factors are​ ________ for positive outcomes. A. minimized; exaggerated B. irrelevant; exaggerated C. minimized; minimized D. exaggerated; minimized E. exaggerated; exaggerated

E. exaggerated; exaggerated

The process of shaping​ others' behavior through linking rewards and punishments with behaviors is​ _________. A. behaviorism B. motivating C. retraining D. extrinsic motivation E. operant conditioning

E. operant conditioning

Individuals are more likely to understand and accept performance goals if​ _______________. A. they have broad goals B. the goals are not measurable C. the goals create competition D. they can easily achieve the goals E. they participate in the​ goal-setting process

E. they participate in the​ goal-setting process

Your boss believes in close supervision and that people really don't want to work hard. He has a Theory Z view. True or False?

FALSE - He has what McGregor called Theory X view.

To encourage Elaine's initiative on the group project, her boss, Barry, should tell her that she alone is totally responsible for her success. True or False?

FALSE - Since it is a group project, Elaine's manager should tell her that the entire group is responsible for success and give Elaine guidance about how to accomplish the group's objectives.

The first diagnostic question that must be asked by a supervisor of a poor performer is whether the person's performance deficiencies stem from lack of commitment or lack of motivation. True or False?

FALSE - The first diagnostic question that must be asked by the supervisor of a poor performer is whether the person's performance deficiencies stem from lack of ability or lack of motivation.

The path-goal theory of leadership suggests that the level of managerial involvement in subordinates' tasks should depend on the manager's view of what employees expect in terms of his or her involvement. True or False?

FALSE - The path-goal theory of leadership suggests that the level of managerial involvement in subordinates' tasks should depend on specific conditions. Managers should tailor their management and involvement to those specific conditions.

You have recently been promoted to a managerial position. One of your new peers comments, "Sometimes you just have to ignore unacceptable behavior of your employees. That way, it just goes away all by itself." Based on the text, you should believe this is good advice. True or False?

FALSE - Unacceptable behavior does not go away by being ignored. Appropriate rewards and discipline can help to remove unacceptable behavior, but not responding to the behavior will not lead to improvement.

Greg typically returns late from his break periods. As Greg's manager, you should first point out how the behavior has impacted the work unit and then identify which behavior has caused the problem. True or False?

FALSE - When reprimanding, first identify the specific inappropriate behavior, give examples, and indicate that the action must stop. Then, point out the impact the problem has had on the performance of others, the unit's mission, and so forth. Finally, ask questions about causes and explore remedies.

Ability equals aptitude multiplied by training and commitment. True or False?

False - Ability equals aptitude multiplied by training and resources.

To change a person's ability, the manager should make sure resources are available for the job. True or False?

TRUE - Because Ability = Aptitude x Training x Resources, insufficient resources can negatively affect an employee's ability on the job. Conversely, ensuring adequate resources can greatly increase the employee's ability.

The level of involvement a manager utilizes should depend on the nature of the work and the ability and experience of the employee. True or False?

TRUE - Capable and experienced employees feel they need less assistance from their managers than do less experienced counterparts. Similarly, simple jobs may require less managerial intervention than their more complex counterparts.

Feelings of equity can be influenced by peers' perspectives. True or False?

TRUE - Equity refers to workers' perceptions about the fairness of rewards. These perceptions are formed in part by individuals, but in relation to the group as a whole. As a result, opinions and influence of other group members can affect an individual's sense of equity.

Ignoring inappropriate behavior as a means of changing behavior often doesn't work because the nonresponse may be seen as positive reinforcement. True or False?

TRUE - If an employee expects a reprimand and instead receives no response, it will be seen as positive reinforcement. On the other hand, if an employee expects a positive response and receives no response, it may be seen as negative reinforcement.

Elise successfully led her team to reaching the weekly sales quota. Elise is likely to experience a feeling of accomplishment, which is an intrinsic outcome. True or False?

TRUE - Intrinsic outcomes are experienced by an individual directly as a result of task performance. Extrinsic outcomes are controlled by someone other than the original performer (pay, promotions, and praise).

In her job as customer service representative, Angela is tenacious in her efforts, but her overall performance lacks creativity. Thus, Angela is committed to her job but exhibits low desire. True or False?

TRUE - Motivation represents an employee's desire and commitment. A person with high commitment but low desire will work persistently but without inspiration and energy.

When a supervisor analyzes the components of his or her subordinate's job and creates different combinations of tasks, the manager has used the refitting option. True or False?

TRUE - Refitting occurs once it is apparent that neither training nor additional resources will improve performance. It involves leaving the subordinate on the job, but tailoring the job to avoid weaknesses and emphasize strengths.

According to one perspective, the best way to change an individual's behavior in the work environment is to change his or her manager's behavior. True or False?

TRUE - The reason this is true is that managers have considerable leverage over their subordinates' motivation to reach optimal performance.

Effective goal programs are specific, consistent, and provide feedback. True or False?

TRUE - The three characteristics of effective goals are (1) specificity, (2) consistency, and (3) appropriate level of difficulty. Additionally, any goal program should provide feedback to clarify expectations, adjust goals, and allow for recognition of goal achievement.

In dealing with an employee that is performing below expectations, a manager should first reprimand and then redirect the employee's behavior. True or False?

TRUE - These first two steps of shaping behavior are used to extinguish unacceptable behaviors and replace them with acceptable ones.

The principal tools available for overcoming poor performance problems due to lack of ability are resupply, retrain, refit, reassign, and release. True or False?

TRUE - These five tools address the components of employee ability (aptitude, training, and resources) in the most advantageous order. Addressing resources and training before addressing aptitude gives the subordinate the benefit of the doubt and decreases the likelihood of a negative or defensive reaction.

The more an employee can perform a complete job from beginning to end and the more the work has a direct effect on the work of other people, the more the employee will view the job as meaningful. True or False?

TRUE - This concept is called task identity and allows the worker to better understand the impact he or she has on a particular job.

An example of a well-stated goal is "to reduce the average shipment period from five days to two days by the end of the year." True or False?

TRUE - This goal is specific and measurable. It also appears to be appropriately challenging (a three-day reduction in shipping speed).

According to Murray's manifest needs model, the needs of individuals in the workplace include the needs for achievement, affiliation, and power. True or False?

TRUE - Though Murray proposed about two dozen needs, only four of them are relevant to the workplace.

You paint the eyes on Barbie dolls, a job you have performed for three years. The task is fairly easy and very structured (only three colors and there is only one place to paint them). What do you need from management? A) Very little advice and instruction B) Direction and strong involvement, a hands-on approach C) Strong leadership. Managers need to constantly monitor the situation so they will be available in case something comes up.

A) Very little advice and instruction A task that is highly structured and relatively easy to perform does not require extensive management direction.