MGMT 5320 Chapter 5 (edited)

32. People with a high need for affiliation tend to A. rely on persuasive communication. B. be more effective at allocating scarce resources. C. choose tasks with a moderate degree of risk. D. actively support others. E. be highly motivated by money.

D. actively support others. Feedback: People with a strong need for affiliation try to project a favorable image of themselves. They tend to actively support others and try to smooth out workplace conflicts.

48. According to ______________ theory, companies should not hire leaders with a strong need for personalized power. A. the four-drive B. the learned needs C. the needs hierarchy D. the individual differences E. contingency anchor

B. the learned needs Feedback: According to learned needs theory, effective leaders should have a high need for socialized rather than personalized power. They must have a high degree of altruism and social responsibility and be concerned about the consequences of their own actions on others.

21. _____ are the motivational forces of emotions channeled toward particular goals to correct deficiencies or imbalances. A. Needs B. Thoughts C. Beliefs D. Values E. Strategies

A. Needs Feedback: Needs are goal-directed forces that people experience. They are the motivational forces of emotions channeled toward particular goals to correct deficiencies or imbalances.

107. _____ occurs when an individual's outcome/input ratio is lower than the outcome/input ratio of a comparison other. A. Under-reward inequity B. Over-reward inequity C. Inequity tension D. Perceptions of equity E. Distributive justice

A. Under-reward inequity Feedback: In the under-reward inequity situation, people believe their outcome/input ratio is lower than the comparison other's ratio.

95. Which of the following theories suggests that employee motivation is influenced by what other people contribute to and receive from the organization? A. expectancy theory B. equity theory C. needs-based theory D. need theory E. goal-setting theory

B. equity theory Feedback: Equity theory states that we compare our outcome/input ratio with that of a comparison other. The comparison other might be another person or group of people in other jobs or another organization.

58. ________ is an individual's perceived probability that a particular level of effort will result in a particular level of performance. A. E-to-P valence B. EP-to-PO outcome C. E-to-V expectancy D. E-to-P expectancy E. EV-to-PE outcome

D. E-to-P expectancy Feedback: E-to-P expectancy is the individual's perception that his or her effort will result in a particular level of performance.

30. The desire to seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontations is referred to as the need for A. affiliation. B. power. C. achievement. D. safety. E. existence.

A. affiliation. Feedback: Need for affiliation (nAff) refers to a desire to seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation.

33. According to the four-drive theory, which of the following drives is the foundation of competition and the basis of our need for esteem? A. drive to acquire B. drive to dominate C. drive to defend D. drive to bond E. drive to learn

A. drive to acquire Feedback: Drive to acquire is the drive to seek, take, control, and retain objects and personal experiences. The drive to acquire extends beyond basic food and water; it includes enhancing one's self-concept through relative status and recognition in society. Thus, it is the foundation of competition and the basis of our need for esteem.

45. People with a high need for affiliation tend to be ______________ effective in jobs that allocate scarce resources among employees. A. more B. less C. equally D. somewhat E. moderately

B. less Feedback: People with a high need for affiliation tend to be less effective at allocating scarce resources and making other decisions that potentially generate conflict.

80. Goal setting is most effective when A. goals are measured in quantitative, qualitative, and cost terms. B. the goals do not stretch the employee's abilities and motivation. C. the goal statements are general rather than specific. D. the intensity of employee effort is minimal. E. it does not compel people to increase the persistence of their work effort.

A. goals are measured in quantitative, qualitative, and cost terms. Feedback: Goal setting is the process of motivating employees and clarifying their role perceptions by establishing performance objectives. Goal commitment also increases when employees are involved in goal setting.

18. The typical employee is _________ with the organization. A. very engaged B. not very engaged C. aligned D. disenfranchised E. challenged by

B. not very engaged Feedback: The challenge facing organizational leaders is that most employees aren't very engaged.

67. Which of the following components are enhanced by individualizing rewards? A. performance expectancies B. E-to-O expectancies C. valences of outcomes D. E-to-P expectancies E. V-to-E outcomes

C. valences of outcomes Feedback: Organizational leaders need to find ways to individualize rewards or, where standard rewards are necessary, to identify rewards that do not have a negative valence for some staff.

106. Feelings of inequity occur when employees receive _____ others, but not when they receive _____ others. A. less than, more than B. more than, less than C. the same as, more D. more than, the same as E. the same as, less

D. more than, the same as Feedback: The comparison of our own outcome/input ratio with the ratio of someone else results in perceptions of equity, under-reward inequity, or over-reward inequity. In the equity condition, people believe that their outcome/input ratio is similar to the ratio of the comparison other. In the under-reward inequity situation, people believe their outcome/input ratio is lower than the comparison other's ratio. In the over-reward inequity condition, people believe their ratio of outcomes/inputs is higher than the comparison other's ratio.

62. When people are assigned to jobs for which they are qualified and they receive coaching to improve their self-confidence, employee motivation improves by A. reducing feelings of inequity. B. increasing outcome valences. C. satisfying existence needs. D. increasing P-to-O expectancies. E. increasing E-to-P expectancies.

E. increasing E-to-P expectancies. Feedback: E-to-P expectancies are influenced by the individual's belief that he or she can successfully complete the task. Some companies increase this can-do attitude by assuring employees that they have the necessary competencies, clear role perceptions, and necessary resources such as counseling and coaching to reach the desired levels of performance.

81. The optimal difficulty level of a goal A. occurs when the goal is challenging but not impossible. B. is the most challenging goal that the company can possibly imagine. C. occurs only when employees set their own goal. D. is the point at which the employees exert minimal effort to achieve a certain outcome. E. occurs when the employees work using alternate work arrangements.

A. occurs when the goal is challenging but not impossible. Feedback: One of the trickiest aspects of goal setting is developing goals that are sufficiently but not overly challenging.

61. According to expectancy theory, providing counseling and coaching to an employee who lacks self-confidence is most likely to increase the employee's _______ expectancy. A. V-to-O B. E-to-P C. P-to-E D. O-to-P E. P-to-O

B. E-to-P Feedback: E-to-P expectancies are influenced by the individual's belief that he or she can successfully complete the task. Some companies increase this can-do attitude by assuring employees that they have the necessary competencies, clear role perceptions, and necessary resources such as counseling and coaching to reach the desired levels of performance.

109. _____ is higher when the decision maker is perceived as unbiased. A. Distributive justice B. Procedural justice C. Equality principle D. Need principle E. Equity principle

B. Procedural justice Feedback: Procedural justice is higher when the decision maker is perceived as unbiased, relies on complete and accurate information, applies existing policies consistently, and has listened to all sides of the dispute.

96. Outcome/input ratio and comparison other are elements of A. innate drives theory. B. Maslow's needs hierarchy. C. equity theory. D. expectancy theory. E. goal setting theory.

C. equity theory. Feedback: According to equity theory, we compare our outcome/input ratio with that of a comparison other. A comparison other is often someone else in a similar position, such as a coworker, but it might also be someone or a group of people in other jobs.

27. Which of the following is a major criticism of Maslow's needs hierarchy theory? A. The safety and physiological needs do not arise due to human drives. B. The need for love and esteem do not apply for many of the individuals. C. Physiological needs of a person are often considered a weaker need than the other needs. D. People do not progress through the hierarchy as the theory predicts. E. The theory gives more importance to the satisfied needs than the unsatisfied needs.

D. People do not progress through the hierarchy as the theory predicts. Feedback: Empirical studies have concluded that people do not progress through the hierarchy as the theory predicts.

99. According to equity theory A. all employees of an organization have the same needs over their working lives. B. money should never be used to motivate employees. C. employees should set their own goals and performance standards. D. the selection of comparison other varies from one person to the next. E. improving job security and working conditions will improve job satisfaction and, consequently, employee motivation.

D. the selection of comparison other varies from one person to the next. Feedback: According to equity theory, the selection of the comparison other varies from one person to the next and is not easily identifiable.

34. In four-drive theory, the drive ______ is most closely associated with the need for relative status and recognition. A. to bond B. for fairness C. to defend D. to acquire E. for feedback

D. to acquire Feedback: Drive to acquire is the drive to seek, take, control, and retain objects and personal experiences. The drive to acquire extends beyond basic food and water; it includes enhancing one's self-concept through relative status and recognition in society.

20. Which of the following statements is true about the innate drives of people? A. Drives refer to the secondary needs of individuals. B. Emotions that energize individuals to act on their environment produce drives. C. Drives include only the basic physiological essentials of individuals. D. Drives are the secondary sources of employee motivation. E. Drives are innate and universal to human beings.

E. Drives are innate and universal to human beings. Feedback: Drives are innate and universal, meaning that we are born with them and everyone has them.

74. Which of the following is applied by supervisors when they stop criticizing employees whose substandard performance has improved? A. future probability B. extinction C. positive reinforcement D. punishment E. negative reinforcement

E. negative reinforcement Feedback: Negative reinforcement occurs when the removal or avoidance of a consequence increases or maintains the frequency or future probability of a specific behavior. Supervisors apply negative reinforcement when they stop criticizing employees whose substandard performance has improved.

77. _____ are events preceding the behavior. A. Antecedents B. Consequences C. Emotions D. Modifications E. Communications

A. Antecedents Feedback: Antecedents are events preceding the behavior, informing employees that a particular action will produce specific consequences. They do not cause behavior. The computer sound doesn't cause us to open our e-mail. Rather, the sound (antecedent) is a cue telling us that if we check our e-mail (behavior), we are certain to find a new message (consequence).

75. The best reinforcement schedule for motivating employees is A. a continuous reinforcement schedule. B. a variable ratio schedule. C. a fixed schedule. D. extinction. E. avoidance of consequence.

B. a variable ratio schedule. Feedback: The best schedule for motivating employees is a variable ratio schedule in which employee behavior is reinforced after a variable number of times.

72. A way to increase a person's _____ expectancy is to measure his or her job performance more accurately and distribute more valued rewards to those with higher job performance. A. P-to-E B. E-to-P C. P-to-O D. E-to-O E. O-to-P

C. P-to-O Feedback: The most obvious ways to improve P-to-O expectancies are to measure employee performance accurately and distribute more valued rewards to those with higher job performance.

66. According to expectancy theory, giving more valued rewards to employees with higher job performance mainly increases motivation by A. strengthening the E-to-P expectancies of employees. B. introducing a negative valence in the organization. C. weakening the E-to-P expectancies of employees. D. strengthening both the E-to-P and P-to-O expectancies of employees. E. strengthening the P-to-O expectancies of employees.

E. strengthening the P-to-O expectancies of employees. Feedback: The most obvious ways to improve P-to-O expectancies are to measure employee performance accurately and distribute more valued rewards to those with higher job performance.

60. According to expectancy theory, which of the following would be a way to increase an employee's E-to-P expectancy? A. Assure the employee that he or she has the necessary competencies. B. Measure job performance accurately. C. Provide examples of where good performance has resulted in higher rewards. D. Distribute rewards that employees value. E. Minimize the presence of countervailing outcomes.

A. Assure the employee that he or she has the necessary competencies. Feedback: E-to-P expectancies can be increased by assuring employees that they have the necessary competencies, clear role perceptions, and necessary resources to reach the desired levels of performance.

68. According to expectancy theory, an outcome that opposes our values has A. a high E-to-P expectancy. B. an inappropriate comparison other. C. a negative outcome valence. D. a low P-to-O expectancy. E. a low need for socialized power.

C. a negative outcome valence. Feedback: Valence is the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. Outcomes have a positive valence when they are consistent with our values and satisfy our needs; they have a negative valence when they oppose our values and inhibit need fulfillment. Organizational leaders need to find ways to individualize rewards or, where standard rewards are necessary, to identify rewards that do not have a negative valence for some staff.

76. _____ states that much learning and motivation occurs by observing and modeling others, as well as by anticipating the consequences of our behavior. A. Equity theory B. Expectancy theory C. Four-drive theory D. Reinforcement theory E. Social cognitive theory

E. Social cognitive theory Feedback: Social cognitive theory states that much learning and motivation occurs by observing and modeling others, as well as by anticipating the consequences of our behavior.

23. Which of the following does Maslow's needs hierarchy theory include? A. domination B. frustration-regression C. desire to know D. aesthetic beauty E. self-actualization

E. self-actualization Feedback: Maslow integrated the list of needs into a hierarchy of five basic categories (from lowest to highest): physiological (need for food, air, water, shelter, etc.), safety (need for security and stability), belongingness/love (need for interaction with and affection from others), esteem (need for self-esteem and social esteem/status), and self-actualization (need for self-fulfillment and the realization of one's potential).

49. _____ theory states that everyone has the drive to acquire, bond, learn, and defend. A. Four-drive B. Learned needs C. Needs hierarchy D. Individual differences E. Contingency anchor

A. Four-drive Feedback: Four-drive theory states that everyone has the drive to acquire, bond, learn, and defend.

46. People with a high need for ________________ tend to be more effective in jobs that require them to mediate conflicts. A. power B. affiliation C. achievement D. leading E. recognition

B. affiliation Feedback: People with a high need for affiliation generally work well in coordinating roles to mediate conflicts and in sales positions where the main task is cultivating long-term relations.

90. _____ coaching is the approach to feedback in which an employee's potential is maximized by focusing on his or her strengths rather than weaknesses. A. Appreciative B. Mentor C. Job D. Required E. Desired

A. Appreciative Feedback: The positive approach to feedback is the essence of strengths-based coaching (also known as appreciative coaching)—maximizing employees' potential by focusing on their strengths rather than weaknesses.

39. _____theory explains how people develop perceptions of fairness in the distribution and exchange of resources. A. Equity B. Needs hierarchy C. Engagement D. Social cognitive E. Expectancy

A. Equity Theory Feedback: Equity theory explains how people develop perceptions of fairness in the distribution and exchange of resources.

44. Achievement in successful entrepreneurs tends to be A. high. B. low. C. neither high or low. D. both low and high. E. nonexistent.

A. high. Feedback: Successful entrepreneurs tend to have a high need for achievement, possibly because they establish challenging goals for themselves and thrive on competition.

42. A person's hierarchy of needs is influenced by his or her A. experiences. B. values. C. intellect. D. family. E. education.

B. values. Feedback: People have different hierarchies of values, so they have parallel differences in their needs hierarchies.

102. The _____ states that everyone should receive the same rewards in life. A. distributive justice principle B.procedural justice principle C. equality principle D. need principle E.equity principle

C. equality principle Feedback: An equality principle operates when we believe that everyone in the group should receive the same outcomes.

22. Self-concept, social norms, and past experiences help us to A. have a fixed level of drive-based emotions. B. fully regulate our decisions and behaviors. C. minimize cognitive dissonances. D. make unemotional decisions based on reason and logic. E. have stronger or weaker needs by amplifying or suppressing emotions.

E. have stronger or weaker needs by amplifying or suppressing emotions. Feedback: Individuals' self-concept (including personality and values), social norms, and past experience amplify or suppress drive-based emotions, thereby resulting in stronger or weaker needs.

Scenario C Jill is a manager at a call center that recently received some bad reviews of its performance. Recently, her supervisor discussed her need to increase morale among her subordinates because he believed that this would result in better customer service, which in turn would increase repeat business and decrease customer complaints. Jill has decided that following expectancy theory would be the best way to motivate her subordinates. 116. If Jill wanted to increase P-to-O expectancies, what should she do? A. Measure job performance accurately. B. Individualize rewards. C. Assign simpler or fewer tasks until employees can master them. D. Provide sufficient time and resources. E. Minimize the presence of countervailing rewards.

A. Measure job performance accurately. Feedback: P-to-O expectancies can be increased by measuring job performance accurately.

Scenario A ABC Corporation recently held a "Vision Day" event in which all of its employees formed teams to develop 60-second videos for management around how the company is making lives better. Shortly after, the CEO was quoted as saying, "We try to get the best out of everybody." 111. "Vision Day" was an exercise attempting to increase A. positive public relations. B. feedback from management. C. employee engagement. D. behavior modification. E. goal setting.

C. employee engagement. Feedback: Employee engagement is an individual's emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals. It is typically described as an emotional involvement in, commitment to, and satisfaction with the work.

Scenario A ABC Corporation recently held a "Vision Day" event in which all of its employees formed teams to develop 60-second videos for management around how the company is making lives better. Shortly after, the CEO was quoted as saying, "We try to get the best out of everybody." 112. In order to get the "best out of everybody," ABC Corp. must maintain high levels of A. financial rewards. B. motivation. C. self-efficacy D. international competitiveness. E. employee support.

B. motivation. Feedback: Motivation refers to the forces within a person that affect the direction, intensity, and persistence of voluntary behavior. Motivated employees are willing to exert a particular level of effort, for a certain amount of time, toward a particular goal.

41. According to the needs hierarchy theory, the concept of ____________ suggests that people are naturally motivated to reach their potential. A. safety B. esteem C. self-actualization D. physiological E. belonging

C. self-actualization Feedback: Maslow popularized the concept of self-actualization, suggesting that people are naturally motivated to reach their potential and that organizations and societies need to be structured to help people continue and develop this motivation.

56. Which of these is one of the factors in the expectancy theory model? A. E-to-P expectancy B. E-to-O expectancy C. V-to-E expectancy D. P-to-E expectancy E. O-to-P expectancy

A. E-to-P expectancy Feedback: According to the expectancy theory of motivation, an individual's effort level depends on three factors: effort-to-performance (E-to-P) expectancy, performance-to-outcome (P-to-O) expectancy, and outcome valences. E-to-P expectancy is the individual's perception that his or her effort will result in a particular level of performance.

86. To learn about their progress toward goal accomplishment, employees usually prefer A. nonsocial feedback sources. B. multisource feedback. C. customer surveys. D. nonverbal communication. E. positive feedback.

A. nonsocial feedback sources. Feedback: To learn about their progress toward goal accomplishments, employees usually prefer nonsocial feedback sources.

98. Employees who receive a fixed amount of pay each week and who feel under-rewarded are most likely to A. reduce their work effort. B. increase their work effort. C. change their comparison other. D. encourage the comparison other to increase his or her work effort. E. use a different measure other than comparison other.

A. reduce their work effort. Feedback: Reducing inputs is one of the common ways in which employees respond to under-rewarded inequity.

73. The core elements of Organizational Behavior Modification are depicted by the A-B-C model, in which A, B, and C stand for A. attitude, bearing, conviction. B. antecedents, behavior, consequences. C. action, because, conformity. D. able, baker, charlie. E. step one, step two, step three.

B. antecedents, behavior, consequences. Feedback: In the A-B-C model, A, B, and C stand for antecedents, behavior, consequences.

78. The most effective reinforcement schedule for learning new tasks is A. a variable ratio schedule. B. continuous reinforcement. C. an intermittent schedule. D.negative reinforcement. E. punishment.

B. continuous reinforcement. Feedback: The most effective reinforcement schedule for learning new tasks is continuous reinforcement—providing positive reinforcement after every occurrence of the desired behavior.

37. Four-drive theory recommends that organizations should A. encourage employees to fulfill one drive at a time. B. provide sufficient rewards, learning opportunities, and social interaction at the same time. C. only hire people with a strong drive to defend. D. create a work environment that routinely triggers the employee's drive to defend. E. encourage the desire for aesthetic beauty and the desire to know.

B. provide sufficient rewards, learning opportunities, and social interaction at the same time. Feedback: Four-drive theory recommends that organizations should provide sufficient rewards, learning opportunities, and social interaction at the same time. It is based on the idea that the sources of employee needs are hard-wired through evolution.

91. _____ feedback is information about an employee's performance, collected from a full circle of people, including subordinates, peers, supervisors, and customers. A. Positive B. Negative C. Multisource D. Third-party E. Required

C. Multisource Feedback: Multisource (360-degree) feedback is a social form of feedback that has been widely used in organizations. As the name implies, multisource feedback is information about an employee's performance collected from a full circle of people, including subordinates, peers, supervisors, and customers.

63. According to expectancy theory, a skill-development training program would A. have no effect on employee motivation. B. mainly increase the effort-to-performance expectancy. C. mainly increase the performance-to-outcome expectancy. D. mainly increase the valence of pay increases and other organizational outcomes. E. mainly alter the comparison other.

B. mainly increase the effort-to-performance expectancy. Feedback: E-to-P expectancies are influenced by the individual's belief that he or she can successfully complete the task. Some companies increase these expectancies by assuring employees that they have the necessary competencies, clear role perceptions, and necessary resources such as counseling, training programs, and coaching to reach the desired levels of performance.

89. Feedback can be _____ when employees perform jobs with short rather than long cycle time. A. less frequent B. more frequent C. non-existent D. inconsequential E. desired

B. more frequent Feedback: Feedback is necessarily less frequent in jobs with a long cycle time than in jobs with a short cycle time.

108. Equity theory research has found that employees who feel _____ tend to alter their perceptions of inputs and outcomes rather than attempt to actually change them. A. under-reward inequity B. over-reward inequity C. inequity tension D. perceptions of equity E. distributive justice

B. over-reward inequity Feedback: A common response to over-reward inequity is that the over-rewarded employee changes his or her perceptions to justify the more favorable outcomes.

57. Which of the following does the expectancy theory explain about employees? A. They have different needs at different times. B. They can use personal expectations to reduce work-related stress. C. They can motivate themselves through power. D. They base their work effort on the performance level they expect. E. They compare their inputs and outcomes to other people.

D. They base their work effort on the performance level they expect. Feedback: Expectancy theory states that work effort is directed toward behaviors that people believe will lead to desired outcomes. In other words, employees are motivated to achieve the goals with the highest expected payoff.

53. According to four-drive theory, organizations maximize motivation by focusing employees on opportunities to fulfill _____ of the four drives. A. only one B. two C. three D. all four E. none

D. all four Feedback: The best workplaces for employee motivation and well-being offer conditions that help employees fulfill all four drives.

19. The _____ of human beings are also called primary needs. A. beliefs B. values C. attitudes D. drives E. thoughts

D. drives Feedback: Our innate drives, which represent a universal and innate brain function that produces emotions that energize individuals to act on their environment, are also called primary needs.

97. Which of the following statements is true about situations involving equity judgments? A. People avoid having a comparison other. B. People tend to be tolerant of situations where they are under-rewarded. C. People have a low E-to-P expectancy. D. People feel more comfortable in situations where they receive proportionately more than others. E. People believe that their outcome/input ratio should be similar to the outcome/input ratio of the comparison other.

E. People believe that their outcome/input ratio should be similar to the outcome/input ratio of the comparison other. Feedback: People develop feelings of equity or inequity by comparing their own outcome/input ratio with the comparison other's ratio. In the equity condition, people believe that their outcome/input ratio is similar to the ratio of the comparison other.

54. Which of the following theories of motivation is based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes? A. equity theory B. ERG theory C. goal-setting theory D. four-drive theory E. expectancy theory

E. expectancy theory Feedback: Expectancy theory states that work effort is directed toward behaviors that people believe will lead to desired outcomes.

83. Effective feedback A. is generic in nature and applies to all employees. B. is provided only through social sources. C. should not be very frequent because frequency reduces its value. D. can occur only when employees have weak self-efficacy. E. should always come from a credible source.

E. should always come from a credible source. Feedback: Effective feedback is credible. Employees are more likely to accept feedback from trustworthy and credible sources.

85. Which of the following is not a main source of multisource (360-degree) feedback? A. subordinates B. peers C. supervisors D. customers E. other agencies

E. other agencies Feedback: Multisource (360-degree) feedback is information about an employee's performance collected from a full circle of people, including subordinates, peers, supervisors, and customers.

51. According to four-drive theory, the drive to __________________ is the foundation of competition and the basis of our need for esteem. A. acquire B. bond C. comprehend D. defend E. respect

A. acquire Feedback: The drive to acquire is the foundation of competition and the basis of our need for esteem.

Scenario B Jessie and Paul have worked in the same office at DEF Insurance LLC for 6 years. Jessie has always taken extra care to follow the office norms and ensure that everyone has a happy and harmonious working experience. Paul has been very driven during his years at DEF Insurance, and though he started as an insurance agent, he has since been promoted to the agency manager and proudly displays all of his awards on the wall of his new office. 114. According to four-drive theory, Paul most likely has a high A. drive to acquire. B. drive to comprehend. C. drive to defend. D. drive to accept. E. drive to control.

A. drive to acquire. Feedback: The drive to acquire is the drive to seek, take, control, and retain objects and personal experience. It includes enhancing one's self-concept through relative status and recognition in society.

55. Expectancy theory helps us to predict an individual's A. effort. B. need for achievement. C. distributive justice. D. job satisfaction. E. rewards.

A. effort. Feedback: Expectancy theory states that work effort is directed toward behaviors that people believe will lead to desired outcomes. Hence it mainly helps us to predict an individual's effort.

38. One of the main implications of four-drive theory is that A. employers should offer employees enough opportunity to keep each drive in balance. B. employees should be given specific goals with plenty of feedback. C. employers should give all employees the same employee benefits. D. employers should select people with the best qualifications for the job. E. needs-based theories have no relevance for managing people in organizational settings.

A. employers should offer employees enough opportunity to keep each drive in balance. Feedback: Four-drive theory recommendation is that fulfillment of the four drives must be kept in balance; that is, organizations should avoid too much or too little opportunity to fulfill each drive.

64. Which of the following is a way to increase employee motivation by improving the P-to-O expectancies? A. measuring employee performance accurately and distributing more valued rewards B. convincing employees that they will be able to accomplish the task C. selecting employees with the required skills, knowledge, and motivation to perform jobs D. providing sufficient time and resources to employees to perform the task E. treating everyone equally by giving all of them the same reward

A. measuring employee performance accurately and distributing more valued rewards Feedback: The most obvious ways to improve P-to-O expectancies are to measure employee performance accurately and distribute more valued rewards to those with higher job performance.

25. Which of the following needs is the strongest according to Maslow's needs hierarchy theory? A. need for food B. need to socialize C. need for self-actualization D. need to be secure E. need for love

A. need for food Feedback: According to Maslow, we are motivated simultaneously by several primary needs, but the strongest source is the lowest unsatisfied need at the time. Need for food is the lowest unsatisfied need here.

88. Goal setting tends to be more effective when goals are A. specific rather than general. B. general rather than specific. C. open-ended. D. more difficult. E. time bound.

A. specific rather than general. Feedback: Employees put more effort into a task when they work toward goals that state what needs to be accomplished; how it should be accomplished; and where, when, and with whom it should be accomplished. Specific goals clarify performance expectations, so employees can direct their effort more efficiently and reliably.

50. According to _______________ theory, the drives to acquire, bond, and learn are proactive. A. the four-drive B. the learned needs C. the needs hierarchy D. the individual differences E. contingency anchor

A. the four-drive Feedback: A key feature of four-drive theory is that three of the four drives—the drive to acquire, to bond, and to learn—are proactive. We regularly try to fulfill them. Only the drive to defend is reactive; it is triggered by threat. Thus, any notion of fulfilling drives is temporary, at best.

52. According to _________________ theory, social norms, past experience, and personal values translate emotional signals into goal-directed effort. A. the four-drive B. the learned needs C. the needs hierarchy D. the individual differences E. the contingency anchor

A. the four-drive Feedback: Drives produce emotions; our self-concept, social norms, and past experience translate these emotions into goal-directed needs, and these individual characteristics also translate needs into decisions and behavior.

43. A need for achievement is when people A. want to accomplish reasonably challenging goals and desire unambiguous feedback. B. want to accomplish unrealistic goals and desire unambiguous feedback. C. want to accomplish unrealistic goals and desire ambiguous feedback. D. want to accomplish less challenging goals and desire unambiguous feedback. E. want to accomplish less challenging goals and desire ambiguous feedback.

A. want to accomplish reasonably challenging goals and desire unambiguous feedback. Feedback: A need for achievement is a learned need in which people want to accomplish challenging goals and unambiguous feedback and recognition for their success.

82. To increase goal performance, employees should participate in the goal-setting process A. when employees see the relevance in their jobs. B. whenever supervisors have any control over setting goals. C. when employees lack knowledge of what would improve goal quality. D. when they believe that the supervisors are not capable enough to set the goals. E. when there are only a few employees in the organization.

A. when employees see the relevance in their jobs. Feedback: Goals need to be relevant to the individual's job and within his or her control.

70. In expectancy theory, _____ expectancies are influenced by the individual's belief that he or she can successfully complete the task. A. P-to E B. E-to-P C. P-to-O D. E-to-O E. O-to-P

B. E-to-P Feedback: E-to-P expectancies are influenced by the individual's belief that he or she can successfully complete the task.

71. A way to increase an employee's _____expectancy regarding a specific task is to increase the person's self-confidence through counseling and coaching. A. P-to-E B. E-to-P C. P-to-O D. E-to-O E. O-to-P

B. E-to-P Feedback: E-to-P expectancies are influenced by the individual's belief that he or she can successfully complete the task. Thus improving self-confidence will improve a person's E-to-P expectancy.

110. _____ increases directly with the extent that the decision allows voice, can be appealed, and has an unbiased decision maker. A. Distributive justice B. Procedural justice C. Equality principle D. Need principle E. Equity principle

B. Procedural justice Feedback: Procedural justice, and not distributive justice, increases directly with the extent that the decision allows voice, can be appealed, and has an unbiased decision maker.

101. When people experience procedural injustice, they tend to A. focus on organizational citizenship acts. B. engage in counterproductive work behaviors. C. be more likely to comply with higher authorities in the future. D. change the selection process of comparison others. E. engage in comparative injustice toward others.

B. engage in counterproductive work behaviors. Feedback: In case of a procedural injustice, employees engage in these counterproductive behaviors to educate the decision maker, thereby trying to minimize the likelihood of future injustices.

26. Which of these theories states that we are motivated by several needs, but the strongest source is the lowest unsatisfied need? A. four-drive theory B. needs hierarchy theory C. equity theory D. distributive justice theory E. learned needs theory

B. needs hierarchy theory Feedback: Maslow suggested that we are motivated simultaneously by several primary needs (drives), but the strongest source of motivation is the lowest unsatisfied need at the time. As the person satisfies a lower-level need, the next higher need in the hierarchy becomes the primary motivator and remains so even if never satisfied.

31. A learned need in which people want to control the environment, including people and material resources, to benefit either themselves or others is referred to as the need for A. affiliation. B. power. C. achievement. D. safety. E. existence.

B. power. Feedback: The need for power is a learned need in which people want to control the environment, including people and material resources, to benefit either themselves or others.

103. The _____ refers to the fairness of the procedures used to decide the distribution of resources. A. distributive justice principle B. procedural justice principle C. equality principle D. need principle E. equity principle

B. procedural justice principle Feedback: Procedural justice refers to fairness of procedures used to decide the distribution of resources

100. With respect to procedural justice, the "value-expressive" function that "voice" provides refers to the A. feeling employees get when they feel valued at work. B. way employees feel after voicing their opinions. C. cathartic benefits of shouting at each other. D. sense of pride employees derive when they are eloquent during presentations. E. stand-off situation that arises as a consequence of the collective voice of the employees.

B. way employees feel after voicing their opinions. Feedback: Voice refers to encouraging employees to present their facts and perspectives on the issue. Voice provides a value-expressive function because employees tend to feel better after having an opportunity to speak their minds.

87. _____ potentially improves employee performance by increasing motivation and clarifying role perceptions. A. Positive reinforcement B. Negative reinforcement C. Goal setting D. Coaching E. Punishment

C. Goal setting Feedback: Goal setting is the process of motivating employees and clarifying their role perceptions by establishing performance objectives. Goal setting potentially improves employee performance in two ways: (1) by amplifying the intensity and persistence of effort and (2) by giving employees clearer role perceptions so their effort is channeled toward behaviors that will improve work performance.

92. _____feedback tends to provide more complete and accurate information than feedback from a supervisor alone. A. Positive B. Negative C. Multisource D. Third-party E. Required

C. Multisource Feedback: Multisource feedback tends to provide more complete and accurate information than feedback from a supervisor alone. It is particularly useful when the supervisor is unable to observe the employee's behavior or performance throughout the year.

69. In expectancy theory, the _____________ expectancy is the perceived probability that a specific behavior or performance level will lead to a particular outcome. A. P-to-E B. E-to-P C. P-to-O D. E-to-O E. O-to-P

C. P-to-O Feedback: P-to-O expectancy is the perceived probability that a specific behavior or performance level will lead to a particular outcome.

Scenario C Jill is a manager at a call center that recently received some bad reviews of its performance. Recently, her supervisor discussed her need to increase morale among her subordinates because he believed that this would result in better customer service, which in turn would increase repeat business and decrease customer complaints. Jill has decided that following expectancy theory would be the best way to motivate her subordinates. 115. If Jill wanted to increase E-to-P expectancies, what should she do? A. Measure job performance accurately. B. Distribute rewards that employees value. C. Provide coaching to employees who lack self-confidence. D. Describe how employee's rewards were based on past performance. E. Minimize the presence of countervailing rewards.

C. Provide coaching to employees who lack self-confidence. Feedback: E-to-P expectancies can be increased by providing coaching to employees who lack self-confidence.

59. In expectancy theory, "valence" refers to the A. amount of effort a person puts toward a known goal. B. individual's perceived probability of performing the task at a particular level. C. anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. D. individual's perceived probability that his or her performance will lead to specific outcomes. E. feelings that result from a comparison of the individual's outcome/input ratio with the outcome/input ratio of a comparison other.

C. anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. Feedback: Valence is the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome.

40. Maslow's theory has been studied by many people, who all came to the same conclusion, which is that people A. progress through the hierarchy as Maslow's theory predicts. B. do not align with the hierarchy as Maslow's theory predicts. C. do not progress through the hierarchy as Maslow's theory predicts. D. do not believe in the hierarchy as Maslow's theory predicts. E. typically contradict what the hierarchy of Maslow's theory predicts.

C. do not progress through the hierarchy as Maslow's theory predicts. Feedback: Studies have concluded that people do not progress through the hierarchy as Maslow's theory predicts. Maslow assumed that need fulfillment occurs in the order of the hierarchy, yet some people fulfill their esteem needs before their safety needs.

35. Which drive in the four-drive theory is reactive rather than proactive? A. drive to acquire B. drive to learn C. drive to defend D. drive to bond E. drive for power

C. drive to defend Feedback: Only the drive to defend is reactive—it is triggered by threat. The drive to defend is the drive to protect ourselves physically and socially. Probably the first drive to develop, it creates a "fight-or-flight" response in the face of personal danger. The drive to defend goes beyond protecting our physical selves. It includes defending our relationships, our acquisitions, and our belief systems. It is reactive rather than proactive.

36. The main implication of the four-drive theory of motivation is that A. employers should offer employees a choice of rewards and continuously initiate change in the workplace. B. employees should be given generic goals with plenty of feedback. C. employers should motivate employees to achieve challenging goals and give them egalitarian rewards. D. employers should select people with the best qualifications for the job. E. drives/needs-based theories have no relevance for managing people in organizational settings..

C. employers should motivate employees to achieve challenging goals and give them egalitarian rewards. Feedback: The main recommendation from four-drive theory is that organizations should ensure that jobs and workplaces provide a balanced opportunity to fulfill the four drives. There are really two recommendations here. The first is that the best workplaces for employee motivation and well-being offer conditions that help employees fulfill all four drives. Employees continually seek fulfillment of their innate drives, so successful companies provide sufficient rewards, information about organizational events, social interaction, and so forth for all employees. The second recommendation is that fulfillment of the four drives must be kept in balance; that is, organizations should avoid too much or too little opportunity to fulfill each drive.

94. The distributive justice rule employs the concept of A. motivation. B. individual needs. C. equity. D. goal setting. E. performance feedback.

C. equity. Feedback: The equity principle implies that people should be paid in proportion to their contribution. The equity principle is the most common distributive justice rule in organizational settings.

47. According to learned needs theory, people with a __________________ desire power as a means to help others. A. high personalized need for power B. low personalized need for power C. high socialized need for power D. low socialized need for power E. none of the above

C. high socialized need for power Feedback: Individuals, who enjoy their power for its own sake, use it to advance personal interests, and wear their power as a status symbol, have personalized power. Others mainly have a high need for socialized power because they desire power as a means to help others.

24. Which of the following is the highest level need in Maslow's hierarchy of needs? A. esteem B. safety C. power D. belongingness E. self-actualization

E. self-actualization Feedback: Maslow integrated the list of needs into a hierarchy of five basic categories (from lowest to highest). Self-actualization is the top-most need on the list.

79. Goal setting influences employee behavior and performance mainly by improving A. situational contingencies and learned abilities. B. aptitudes and learned abilities. C. motivation and role perceptions. D. role perceptions and learned abilities. E. self-confidence and aptitudes.

C. motivation and role perceptions. Feedback: Goal setting is the process of motivating employees and clarifying their role perceptions by establishing performance objectives.

Scenario B Jessie and Paul have worked in the same office at DEF Insurance LLC for 6 years. Jessie has always taken extra care to follow the office norms and ensure that everyone has a happy and harmonious working experience. Paul has been very driven during his years at DEF Insurance, and though he started as an insurance agent, he has since been promoted to the agency manager and proudly displays all of his awards on the wall of his new office. 113. According to learned needs theory, Jessie most likely has a high A. need for achievement. B. need for esteem. C. need for affiliation. D. need for comprehension. E. need for belongingness.

C. need for affiliation. Feedback: The need for affiliation is a learned need in which people seek approval from others, conform to their wishes, and avoid conflict and confrontation.

16. Employee engagement is often described in terms of A. self-esteem. B. self-concept. C. self-efficacy. D. self-enhancement. E. self-verification.

C. self-efficacy. Feedback: Employee engagement is often described in terms of self-efficacy—the belief that you have the ability, role clarity, and resources to get the job done.

93. When employees want to improve their _____, they seek out positive feedback from social sources. A. productivity B. timeliness C. self-image D. sense of accomplishment E. status

C. self-image Feedback: When employees want to improve their self-image, they seek out positive feedback from social sources. It feels better to have coworkers say that you are performing the job well than to discover this from a computer screen.

105. A significant discovery in equity theory research is that people tend to keep _____ comparison other(s) throughout their working lives. A. one specific B. zero C. several D. only two E. few

C. several Feedback: A comparison other is often someone else in a similar position, such as a coworker, but it might also be someone or a group of people in other jobs. Some research suggests that employees frequently collect information about several referents to form a "generalized" comparison other.

17. What are some of the drivers of employee engagement discussed in the text? A. goal setting, self-esteem, self-efficacy B. organizational comprehension, sufficient resources, the company vision C. organizational justice, punishment, rewards D. an appealing company vision, employee involvement, employee development opportunities E. affiliation, achievement, power

D. an appealing company vision, employee involvement, employee development opportunities Feedback: Goal setting, employee involvement, organizational justice, organizational comprehension, employee development opportunities, sufficient resources, and an appealing company vision are some of the more commonly mentioned influences.

65. ABC Corp. brought in a performance-based reward system that accurately identified employees who performed better than others. This practice improves employee motivation by A. increasing employee needs. B. reducing feelings of inequity. C. improving E-to-P expectancies. D. improving P-to-O expectancies. E. increasing outcome valence.

D. improving P-to-O expectancies. Feedback: The most obvious ways to improve P-to-O expectancies are to measure employee performance accurately and distribute more valued rewards to those with higher job performance. ABC Corp. brought in a performance-based reward system that accurately identified employees who performed better than others. Hence this improved employee motivation by improving P-to-O expectancies.

104. The _____ is the value of the inputs you provide divided by the value of the outcomes you receive in the exchange relationship. A. input ratio B. output ratio C. outcome/input ratio D. input/outcome ratio E. manager/employee ratio

D. input/outcome ratio Feedback: The input-outcome ratio is the value of the outcomes you receive divided by the value of the inputs you provide in the exchange relationship.

84. Which of the following statements portrays the essence of appreciative coaching? A. Managers should provide frequent corrective feedback to employees. B. Organizations should concentrate on maintaining a participative management style. C. Employees should openly discuss their problems with their managers. D. An organization should strike a balance between punishments and rewards. E. Managers should concentrate on the strengths of employees rather than their weaknesses.

E. Managers should concentrate on the strengths of employees rather than their weaknesses. Feedback: The essence of appreciative coaching is maximizing employees' potential by focusing on their strengths rather than weaknesses. It gives employees opportunities to develop their strengths rather than requiring them to focus on areas where they have limited interest or talent.

28. Which of the following statements is consistent with the observations of Maslow? A. Motivation research must look at each need and drive apart from others. B. A specific human behavior is typically initiated by a solitary need or drive. C. Higher-order needs are not influenced by personal and social influences. D. Maslow refocused attention on need gratification instead of need deprivation. E. Maslow suggested that people are naturally motivated to reach their potential.

E. Maslow suggested that people are naturally motivated to reach their potential. Feedback: Maslow popularized the term "self-actualization," suggesting that people are naturally motivated to reach their potential.

29. Which of the following statements was NOT considered by the needs hierarchy theory? A. Everyone is naturally motivated to reach their full potential. B. Higher-order needs are influenced by personal and social influences. C. Basic needs are more essential to individuals than their socialization needs. D. People's physiological needs are stronger than their esteem needs. E. Needs are strongly influenced by each individual's self-concept.

E. Needs are strongly influenced by each individual's self-concept. Feedback: Maslow's theory ultimately failed to explain human motivation because people don't fit into a one-size-fits-all needs hierarchy. Typically, needs are strongly influenced by each individual's self-concept, and needs hierarchies are unique to each person. The needs hierarchy theory did not consider this.