OB CH5

According to David McClelland, the desire for human companionship is called a need for _______. a. empowerment b. affiliation c. power d. achievement e. status

B

Which dimension of self-efficacy refers to beliefs about how confident the person is that the task can be accomplished? a. strength b. magnitude c. power d. generality e. corporality

A

John has satisfied his basic needs and has many friends. He is now trying to learn new skills and advance his career. According to Alderfer, John's activities are explained by which component of ERG theory? a. Satisfaction-progression b. Frustration-regression c. Importance-satisfaction d. Satisfaction-regression e. Frustration-progression

A

People with a high need for power can be successful managers if they a. curb their desires when they might interfere with organizational relationships. b. lessen alienation with other employees. c. have a high need for affiliation. d. seek power to increase their standing in the organization. e. strive to get along with others.

A

In the expectancy model of motivation, which term refers to the perceived value of a given reward or outcome? a. perception b. expectancy c. valence d. strength e. generality

C

____ is the set of forces that causes people to engage in one behavior rather than some alternative behavior. a. Autonomy b. Task identity c. Motivation d. Activity e. Equilibrium.

C

A _________ reinforcement schedule is one in which the desired behavior is reinforced after a certain amount of time has passed. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

C

According to David McClelland, the desire to control, influence, or be responsible for others is called a need for _______. a. empowerment b. affiliation c. power d. achievement e. status

C

According to Herzberg, once a state of no dissatisfaction has been reached, a. the manager should strive to create a feeling of equity. b. the employee will naturally be satisfied. c. further attempts to enhance motivation via the hygiene factors will be a waste of time. d. the employee will be motivated to achieve. e. increased attention to motivation factors is pointless.

C

According to equity theory, people a. have the motivation to improve their standard of living. b. have the motivation to develop satisfying relationships. c. want to be treated fairly. d. want everything to be equal. e. compare what they get from a job with what they want from a job.

C

Aria has been performing successfully at work for several months. Aria believes that she will get a pay raise if she maintains this high level of performance. This belief is an example of the ____ expectancy. a. effort-to-performance b. performance-to-benefit c. performance-to-outcome d. performance-to-valence e. effort-to-outcome

C

Based on Maslow's hierarchy, ____ needs are the most basic requirements that people possess. a. growth b. security c. physiological d. self-actualization e. esteem

C

Cutting the work hours of low performing employees is an example of __________. a. positive reinforcement b. negative reinforcement c. punishment d. extinction e. classical conditioning

C

For various reasons, Anne is unable to move ahead into a higher position at work. According to Alderfer's ERG theory, which of the following sets of needs will become more important to Anne? a. Existence b. Growth c. Relatedness d. Security e. Belongingness

C

Which type of reinforcement schedule is effective at motivating desirable behaviors, especially in the early stages of learning? a. Variable interval b. Fixed ratio c. Fixed interval d. Variable ratio e. Continuous

E

Who developed the Two-Factor Theory? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. Frederick Herzberg

E

A _________ reinforcement schedule is one in which the desired behavior is reinforced each time that it occurs. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

E

Whose theory is the Hierarchy of Needs? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. Frederick Herzberg

D

A _________ reinforcement schedule is one in which the desired behavior is reinforced after an unpredictable number of instances. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

B

According to Herzberg's dual-structure theory, motivation factors were often cited as the primary causes of a. job enrichment and motivation. b. satisfaction and motivation. c. dissatisfaction and lack of motivation. d. loyalty and commitment. e. higher performance and pay.

B

According to Maslow, if a previously satisfied lower-level need becomes deficient, a. the individual returns to the level just below the deficient level. b. the individual returns to the lowest level that is now deficient. c. the individual becomes demotivated. d. the individual advances a level. e. the individual begins again at the bottom of the hierarchy.

B

According to the human relations approach, offering employees _____________ is the best way to enhance motivation in the workplace. a. self-direction b. the illusion of self-direction c. opportunities for advancement d. increased compensation e. longer vacations

B

Herzberg's dual-structure theory was a response to the prevailing thinking that a. job loyalty ranged from loyalty to disloyalty. b. job satisfaction ranged from satisfaction to dissatisfaction. c. job motivation ranged from motivation to demotivation. d. job ability ranged from ability to disability. e. job motivation ranged from progression to regression.

B

A _________ reinforcement schedule is one in which the desired behavior is reinforced after a specified number of instances. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

D

No longer laughing at a coworker's inappropriate jokes so that he will stop telling them is an example of ____________. a. positive reinforcement b. negative reinforcement c. punishment d. extinction e. classical conditioning

D

Alderfer's relatedness needs parallel Maslow's _________ needs. a. security and esteem b. self-actualization and belongingness c. self-actualization and esteem d. physiological and security e. belongingness and esteem

E

In its simplest form, reinforcement theory suggests that behavior is a function of a. equity perceptions. b. emotional states. c. attitudes. d. subconscious perceptions. e. consequences.

E

Porter and Lawler's extension of the expectancy model argues that a. only extrinsic rewards are important. b. reward equity replaces valence. c. ability, traits, and role perceptions are removed from the original model. d. rewards are less important than originally thought. e. high levels of performance may lead to satisfaction.

E

____ theory assumes that people are motivated to work toward a goal if they want that goal and think they can achieve it. a. Perception b. Equity c. Attribution d. Reinforcement e. Expectancy

E

A $10 bonus for every fifth sale would be an example of which schedule of reinforcement? a. Fixed-ratio b. Variable interval c. Fixed interval d. Variable ratio e. Continuous

C

Doug is an employee of McDowell Instruments. Doug takes longer breaks than his coworkers, and often rationalizes his behavior because the organization does not pay him enough for the level of work that he does. Doug is reducing his perceived inequity by a. altering his perception of self. b. altering his perception of the situation. c. changing his inputs. d. changing his outcomes. e. changing the object of comparison.

C

High-need achievers tend not to make good top managers because a. top managers are required to have too much formal education. b. high-need achievers tend to make decisions that are too risky. c. top managers seldom receive immediate feedback. d. high-need achievers delegate too many responsibilities. e. top managers have too high a need for affiliation.

C

In order for social learning to take place, a. tasks must be complex, so as to motivate the employee. b. the behavior being modeled must be intangible in nature. c. the employee must possess the physical attributes needed to perform the job. d. the employee need not perceive a direct cause-and-effect linkage. e. the employee must be physically present at the time of the demonstration.

C

The human resource approach to motivation assumes that a. employees are economically motivated. b. employees will achieve their security needs. c. meaningful employee contributions are valuable to both the individuals and the organization. d. illusory employee contributions are valuable to both the individuals and the organization. e. none of these

C

Motivated behavior begins with one or more a. motives. b. people. c. wants. d. needs. e. behaviors.

D

A _________ reinforcement schedule is one in which the desired behavior is reinforced after an unpredictable amount of time has elapsed. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

A

A performance bonus is an example of _____________. a. positive reinforcement b. negative reinforcement c. punishment d. extinction e. classical conditioning

A

Who developed scientific management? a. Frederick Taylor b. David McClelland c. Abraham Maslow d. Clay Alderfer e. Frederick Herzberg

A

According to Herzberg, _________ factors are intrinsic to the job and increase satisfaction. a. hygiene b. motivation c. acceptability d. happiness e. engagement

B

According to Herzberg, _____________ happiness includes things such as pay, status, and working conditions that produce an acceptable work environment and whose absence leads to dissatisfaction. a. hygiene b. motivation c. acceptability d. happiness e. engagement

A

According to equity theory, which of the following ratios do people consider when deciding whether they are being treated equitably? a. inputs : outcomes b. performance : rewards c. effort : probability of success d. status : competence e. motivation : ability

A

According to the human resource approach, offering employees _____________ is the best way to enhance motivation in the workplace. a. self-direction b. the illusion of self-direction c. opportunities for advancement d. increased compensation e. longer vacations

A

The most significant shortcoming of the scientific management approach was that it a. overstated the importance of money b. understated the importance of money c. was funded by large corporations d. was not actually scientific e. did not produce any positive results

A

Which of the following is NOT a way to restore feelings of equity? a. try to convince the comparison-other to reduce her inputs b. reduce our own inputs c. increase our own outcomes d. choose a different comparison-other who gives a better ratio e. leave the situation

A

Performance is a function of motivation, ability, and ______. a. management b. the environment c. goals d. power e. nothing else

B

Removal of current or future unpleasant consequences to increase the likelihood that someone will repeat a behavior is called _____________. a. positive reinforcement b. negative reinforcement c. punishment d. extinction e. classical conditioning

B

Sara tries to always be on time for work because she once saw her boss give someone an award for good attendance. Sara is exhibiting learning through a. avoidance. b. positive reinforcement. c. punishment. d. extinction. e. a stimulus-response mechanism.

B

Which dimension of self-efficacy refers to beliefs about how difficult a task can be accomplished? a. strength b. magnitude c. power d. generality e. corporality

B

Which of the following statements is NOT true about continuous reinforcement? a. Extinction sets in quickly when reinforcement is removed. b. It is frequently used by managers in organizational settings. c. It is the process of reinforcing behavior every time it occurs. d. It is an effective means for increasing the frequency of desired behavior. e. It requires that managers monitor every behavior of an employee and provide effective reinforcement.

B

The scientific management view of motivation includes all of the following EXCEPT a. employees are motivated by money. b. work is inherently unpleasant. c. employees want to feel useful and important. d. advocates incentive pay systems. e. the nature of the work is not important.

C

Who developed the Existence-Relatedness-Growth (ERG) Theory? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. Frederick Herzberg

C

A key component of equity theory is that employees compare their own input/output ratios with the input/outcome ratios of other employees. What is the term for this phenomenon? a. psychological contract b. equity theory c. social contract d. social comparison e. social loafing

D

A person who feels equitably treated is motivated to ________. a. look harder for signs of inequity b. work harder c. change the way things are d. keep things the way they are e. work less hard

D

A person's confidence in his or her ability to organize and execute the courses of action necessary to accomplish a specific task is called ____________. a. self-righteousness b. self-sufficiency c. self-esteem d. self-efficacy e. self-determination

D

A shortage of ______ factors will lower satisfaction and cause employees to focus on _______ factors, which will produce feelings of dissatisfaction if they are missing. a. negative, positive b. positive, negative c. hygiene, motivation d. motivation, hygiene e. lower, indifference

D

According to David McClelland, the desire to master complex tasks or to do things better or more efficiently is called a need for _______. a. empowerment b. affiliation c. power d. achievement e. status

D

All of the following are steps in an individual's formation of equity perceptions EXCEPT a. evaluating how they are being treated. b. forming perceptions of how a comparison other is being treated. c. comparing their own circumstances with those of a comparison other. d. confronting the comparison other with any inequity. e. making a choice to pursue equity-restoring options.

D

Equity theory provides several insights for managerial applications to everyday situations in the workplace. Which of the following statements is NOT true in this regard? a. People tend to take a multifaceted view of the rewards they receive from the organization. b. The basis for organizational rewards should be clearly communicated to employees. c. People base their experience of equity on their perceptions, which don't necessarily match reality. d. Formal and informal organizational rewards are equally observable to individuals when formulating equity perceptions. e. Employees' perceptions may differ from the manager's perceptions.

D

Instrumentality refers to a person's perception of the probability that a. motivation will lead to effort. b. performance will lead to effort. c. effort will lead to performance. d. performance will lead to certain outcomes. e. certain outcomes will lead to performance.

D

People with a strong need for affiliation most often work in jobs with a. high technical skill demands. b. many opportunities to control one's environment. c. a high degree of immediate feedback. d. a lot of interpersonal contact. e. little opportunity to accomplish tasks more effectively than in the past.

D

The human relations approach to motivation includes all of the following EXCEPT a. employees want to feel useful. b. employees want to feel important. c. employees have strong social needs. d. employees are motivated by only money. e. allow employees a modicum of self-direction.

D

The most difficult performance factor to manage is often a. environment. b. mastery. c. activity. d. motivation. e. equilibrium.

D

Which dimension of self-efficacy refers to beliefs about the degree to which similar tasks can be accomplished? a. strength b. magnitude c. power d. generality e. corporality

D

Which of the following is most appropriate when a manager realizes he or she has been rewarding the wrong thing and wants to stop the behavior? a. positive reinforcement b. negative reinforcement c. punishment d. extinction e. classical conditioning

D

A relatively permanent change in behavior that occurs because of experience is called a. trauma. b. training. c. growth. d. intelligence. e. learning.

E

According to the equity theory, inputs include all of the following EXCEPT a. education b. experience c. effort d. loyalty e. all of these are inputs

E

The basic expectancy framework suggests that for motivated behavior to occur, a. the performance-to-outcome expectancies should approach zero. b. the sum of all the valences for the relevant potential outcomes must be negative. c. none of the valences for the relevant potential outcomes should be negative. d. the effort-to-performance ratio should be well above 10. e. the positive valences should outweigh the negative valences of potential outcomes.

E

What psychologist's work laid the foundation for the study of behavior modification? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. B.F. Skinner

E

Which two types of reinforcement are generally accepted as means for increasing the frequency of desired behavior? a. positive reinforcement and extinction b. negative reinforcement and punishment c. negative reinforcement extinction d. extinction and punishment e. positive reinforcement and negative reinforcement

E