MGT ch 7 MC

Jermaine consistently challenges his followers to perform at high levels. He sets standards for excellence while showing confidence in followers' ability to reach goals. Jermaine is demonstrating which of the following leadership behaviors in the path-goal theory of motivation? a. Directive leadership b. Participative leadership c. Achievement-oriented leadership d. Supportive leadership

c. Achievement-oriented leadership

Job rotation is likely to increase all of the following core job characteristics, except: a. Skill variety b. Task identity c. Autonomy d. Task significance

c. Autonomy

All of the following are forms of job crafting, except: a. Changing the number, scope and type of job tasks b. Changing the quality and/or amount of interaction with others encountered in the job c. Changing reporting structures within the organization d. Changing cognitive task boundaries

c. Changing reporting structures within the organization

Which of the following forms of organizational justice is the perceived fairness of how rewards are allocated? a. Procedural justice b. Interpersonal justice c. Distributive justice d. Informational justice

c. Distributive justice

Bernard is a back room accountant who never meets the clients who benefit from his work. By introducing him to these clients he may perceived his impact on them and feel affectively committed to them and thereby enable him to maintain her motivation. This is an example of: a. Horizontal loading b. Job enrichment c. Establish client relationships d. Job rotation

c. Establish client relationships

Which of the following is the need for status and recognition from others? a. Self-actualization b. Physiological c. Esteem d. Safety

c. Esteem

Sylvia puts forth a great deal of effort in her job and believes that it will lead to good performance. This is referred to as which element of expectancy theory? a. Instrumentality b. Valence c. Expectancy d. Self-efficacy

c. Expectancy

All of the following dimension of job characteristics theory combine to produce a sense of meaningfulness of the work, except: a. Skill variety b. Task identity c. Feedback d. Task significance

c. Feedback

Which of the following is a criticism of goal setting? a. Goal setting enhances flexibility of employees to adapt to changing situations. b. Goal setting is largely unsupported by research evidence. c. Goal setting may undermine creativity. d. The limitations of goal setting outweigh the benefits.

c. Goal setting may undermine creativity.

Edgar needs his goals for his department to be time-based. According to the text, he should ask all of the following questions, except: a. When do we need to attain this goal? b. Are there mini-goals or benchmarks I can set? c. How much will this cost? d. How can we monitor the progress toward the goal?

c. How much will this cost?

Which of the following is linked to what people think about at work that dissatisfies them (e.g., supervision, pay, company policies, and the working conditions)? a. Need for power b. Safety c. Hygienes d. Motivators

c. Hygienes

Lucretia wants to ensure that her goals for her department are attainable. According to the text, she should ask all of the following questions, except: a. Is this goal realistic? b. Do I have the skills and abilities to achieve this? c. Is this goal worthwhile? d. Have I attained something similar in the past?

c. Is this goal worthwhile?

Which of the following is a performance appraisal program where leaders meet with their direct reports and set specific performance objectives jointly? a. Self-guided goal setting b. Forced-ranking performance appraisal c. Management by objectives d. Management by walking around

c. Management by objectives

According to research, all of the following are true of the need for achievement except: a. People who have a higher need to achieve perform better at higher levels. b. People who have a higher need to achieve may be more successful entrepreneurs. c. People who have a higher need to achieve are more effective leaders. d. People who have a higher need to achieve likely develop this need at a young age

c. People who have a higher need to achieve are more effective leaders.

Which of the following is included in lower-order needs according to Maslow's hierarchy of needs? a. Self-actualization b. Esteem c. Physiological d. Social

c. Physiological

Molly notices her employees seem less motivated lately, so she turned to OB research for guidance. She learned about Herzberg's two-factor theory of motivation. Which of the following factors should she focus on in order to best motivate her followers? a. Pay b. Working conditions c. Sense of achievement d. Company policies

c. Sense of achievement

Which of the following dimensions of job characteristics theory is the degree to which the job is seen as having an impact on others? a. Skill variety b. Task identity c. Task significance d. Autonomy

c. Task significance

The type of job loading in which one adds more decision-making responsibility refers to: a. Rotation b. Enrichment c. Vertical d. Horizontal

c. Vertical

Which of the following occurs when one loads jobs with more of the core characteristics that have been shown to motivate employees? a. Horizontal loading b. Job enrichment c. Work redesign d. Feng shui

c. Work redesign

Which of the following is persistence in the motivation process? a. what a person does b. how hard a person works c. how long a person works d. how smart a person works

c. how long a person works

The word motivation comes from the Latin word for ___________. a. hard work b. energy c. movement d. Intelligence

c. movement

All of the following characterize Maslow's hierarchy of needs theory, except: a. simplicity b. intuitive appeal c. supported by research evidence d. commonly known by many practicing managers

c. supported by research evidence

According to McClelland's need theory, the need for achievement is ____________________. a. the need to influence others to do what you want b. the need for close personal relationships c. the drive to succeed at high levels d. the need for consistent feedback

c. the drive to succeed at high levels

Which of the following leadership behaviors is defined as showing consideration, being friendly and approachable, and paying attention to the well-being of followers? a. Directive leadership b. Participative leadership c. Achievement-oriented leadership d. Supportive leadership

d. Supportive leadership

Most of McClelland's research was on the need for ___________. a. power b. affiliation c. reputation d. achievement

d. achievement

Nicole is creating natural work units by putting tasks together to create a more challenging and complex work environment for her employees. Nicole is ________: a. using vertical loading b. rotating jobs c. encouraging autonomy d. combining tasks

d. combining tasks

The two-factor theory relates lower- and higher-order needs to __________ attitudes. a. employee engagement b. perceived organizational support c. organizational commitment d. job satisfaction

d. job satisfaction

Research has shown that grit may be as important as intelligence on the job. a. True b. False

true

Discuss the components of SMART goals and provide an example.

(Answers will vary.) SMART = specific, measurable, actionable, relevant, and time-based. Specific: A specific goal has been shown to be more motivating than a "do your best" goal. Measurable: Set concrete criteria for measuring progress toward the attainment of each goal. Actionable: Goals need to be challenging, but they also need to be seen as attainable by the person setting them. Relevant: The goal you set needs to matter—to the individual setting it and/or the organization. Time Based: To be motivating, goals should have a specific time frame. For example, a not-so-smart goal would be the following: "Improve your punctuality." In comparison, an example of a SMART goal would be as follows: "Be at work by 8:30 a.m. every day this month because everyone being at work on time contributes to our team's productivity."

What limitations would you put on job crafting? What are the dangers of no limitations on job crafting?

(Answers may vary.) The term job crafting is used "to capture the actions employees take to shape, mold, and redefine their jobs." Jobs vary in the degree of discretion that they offer, but in many cases, employees may be able to design aspects their own work. Outcomes include changes to the work itself as well as interactions with others that may enhance the meaningfulness of the work performed. However, be aware that there may be dysfunctional consequences from employees designing their own work that need research. For example, an employee might redesign his or her work to include extraneous meetings with other department members that causes them to be away from the office resulting in work disruptions to coworkers. Employees might craft their work to be detrimental to organizational goals or may hinder other employees.

Use equity theory to discuss motivation at work with an example.

(Answers will vary.) Equity theory focuses on distributive justice (what people receive as a result of their knowledge, skills, and effort on the job). Equity theory suggests that people may become demotivated or put forth less effort when they feel that what they give and what they get is not in balance. According to the theory, a person (the focal person, or FP) compares himself to the coworker (or CO). Next, he compares his inputs (skills, abilities, effort on the job) to his outcomes (e.g., a merit raise). Three situations can occur in this comparison: 1. the inputs and outcomes for the FP equal the inputs and outcomes for the other (CO). There is balance because the FP recognizes that the CO works harder and gets a higher raise. 2. The input and outcomes for the FP are lower than the inputs and outcomes for the CO. For example, the FP views the ratio of his inputs and outcomes as less than the CO. The FP realizes that he is seen as "underpaid," and this causes dissonance or stress for the FP. This is referred to as underpayment inequity. 3. The input and outcomes for the FP are higher than the inputs and outcomes for the CO. For example, the FP makes the comparison of inputs to outcomes and views his ratio of inputs to outcomes as higher than his CO. The FP realizes that he is being "overpaid" for his contributions compared to his CO.

How can a leader identify growth needs in his or her followers?

(Answers will vary.) Growth need strength refers to a person's need to learn new things, grow, and develop from working. People vary in this need; some people have a high desire to grow as a result of their work and others do not. This need also affects performance. In other words, if a person's job is interesting, he or she may not have higher motivation and performance if he or she doesn't really need to grow from the work. Employees who prefer challenging work experience have less stress after their work was redesigned. Leaders can identify growth needs by talking with employees, observing performance, and monitoring motivation swings.

Which of the following is not one of the levels of needs on Maslow's hierarchy of needs? a. Physiological b. Mental c. Safety d. Esteem

*b. Mental

Which of the following is defined as "what a person does, how hard a person works, and how long a person works"? a. Inspiration b. Hard work c. Motivation d. Perseverance

*c. Motivation

Describe the job characteristics theory and why growth needs matter.

In this theory of motivation, jobs can be designed so that people are more motivated, satisfied, as well as perform better. Skill variety is the extent to which people use different skills and abilities at work, meaning that the employee is not doing the same repetitive tasks over and over. Task identity: the task is one that people experience from beginning to end. In other words, they identify with an entire work product. Task significance—the degree to which the job is seen as having an impact on others. The work does something good for society. Autonomy—the employee has the freedom to plan and perform his or her own work. The employees have discretion about their work and are not intensely supervised. Feedback—the job provides information on how effective the employee's work is. Just doing the work itself provides performance feedback. The growth needs of employees affect the degree to which a person experiences meaningfulness, responsibility, and knowledge of results from their work.

Discuss the three parts of the motivation process.

Motivation has been defined as "what a person does (direction), how hard a person works (intensity), and how long a person works (persistence)." Motivation is the process of energizing behavior by activating people's needs and drives. Once energized, it is important to direct the behavior toward goals that are important to the organization. The third step is sustaining behavior. Research shows that goal-setting systems and reward systems are necessary to sustain behavior over the long term. Finally, for motivation to be effective, feedback is needed so that the processes of energizing and directing behavior stay on track.

Discuss the four types of organizational justice.

Organizational justice is now considered to have four components: distributive (equity), procedural, interactional, and informational. Distributive justice refers to the fairness of decisions made as perceived by followers as described above. Procedural justice is the perception of how fair the process was in making decisions that affect employees. Interpersonal justice refers to how employees are treated by their leaders including respect and propriety (which refers to whether the leader refrains from offending the follower with comments that are inappropriate). Informational justice refers to the perceived fairness of the communications made by leaders during a process.

Discuss the four different motivating leadership behaviors in the path-goal theory of motivation.

PGT specifies four different motivating leadership behaviors: 1. Directive leadership: giving followers specific instructions about their tasks, providing deadlines, setting standards for performance, and explaining rules. 2. Supportive leadership: showing consideration, being friendly and approachable, and paying attention to the well-being of followers. 3. Participative leadership: allowing followers to have a voice in decisions that affect them, sharing information, and inviting followers' ideas and opinions. 4. Achievement-oriented leadership: challenging followers to perform at high levels, setting standards for excellence, showing confidence in followers' ability to reach goals.

Explain why feedback is important for the goal setting process.

Research on goal setting has clearly demonstrated that employees who receive feedback on their progress achieve higher levels of performance than those who don't. Feedback on goals guides performance and allows the person to correct behaviors that may not be working or try different performance strategies. Further, research has indicated that if employees are allowed to generate their own feedback, it may be more motiving than feedback from an outside source such as their supervisor.

Compare and contrast Maslow's hierarchy of needs theory with McClelland's need theory.

The most well-known theory of need motivation is the Maslow hierarchy of needs. The theory was the first to point out that there are individual differences in motivation. The first level in the hierarchy of needs is physiological needs (e.g., hunger). The next level is safety needs (e.g., the need for protection from physical harm). At the third level of the hierarchy are a person's social needs (e.g., belongingness and friendship). The fourth level is esteem needs (e.g., status and recognition from others). Finally, at the top of the hierarchy is what Maslow termed self-actualization, which is the drive to meet our fullest capacity (e.g., growth and feeling fulfilled as a person). Physiological and safety needs are lower-order needs, while social needs, esteem, and self-actualization are higher-order needs. When a need is not satisfied, it becomes dominant. Despite the popularity of Maslow's hierarchy due to its simplicity and intuitive appeal, it has not been supported by research evidence. McClelland's needs theory considers three fundamental needs: The need for achievement (nAch)—the drive to succeed at high levels; the need for power (nPow)—the need to influence others to do what you want; and the need for affiliation (nAff)—the need for close personal relationships. McClelland's theory has received more research support than other need theories; however, the application of the theory to motivate followers is limited because these needs are believed to be learned at a young age.

Early need theories of motivation address which part of the motivation process? a. Energizing behavior b. Feedback c. Sustaining behavior d. Directing behavior

a. Energizing behavior

Edwin understands that feedback is important for the goal-setting process to be effective. He likely believes all of the following except: a. Goal feedback should only come from the direct supervisor. b. Employees who receive feedback on their progress achieve higher levels of performance than those who don't receive feedback. c. Feedback on goals guides performance and allows the person to correct behaviors. d. Employees who are allowed to generate their own feedback may be more motivated than if the feedback comes from an outside source.

a. Goal feedback should only come from the direct supervisor.

Paul has studied the job characteristics theory in his Organizational Behavior class. He understands that the states experienced from the nature of the work performed translate into all of the following, except: a. Higher turnover b. Higher work motivation c. Higher satisfaction d. Higher work performance

a. Higher turnover

Sheila wants to ensure that her goals for her department are specific. According to the text, she should ask all of the following questions, except: a. How will we complete this? b. Where will this need to occur? c. What do I want to accomplish? d. Who is involved?

a. How will we complete this?

Keith has allowed his employees to be cross-trained in other areas and allowed them to do different jobs. Keith has done which of the following: a. Job rotation b. Job enrichment c. Horizontal loading d. Vertical loading

a. Job rotation

Barbara is driven most by the need for close personal relationships. She is likely high in which of the following needs? a. Need for affiliation b. Need for power c. Need for achievement d. Self-actualization

a. Need for affiliation

Which of the following is not a higher-order need according to Maslow's hierarchy of needs? a. Physiological b. Social c. Esteem d. Self-actualization

a. Physiological

Which of the following forms of organizational justice is the perception of how fair the process was in making decisions that affect employees? a. Procedural justice b. Interpersonal justice c. Distributive justice d. Informational justice

a. Procedural justice

Which of the following dimensions of job characteristics theory is the extent to which people use different skills and abilities at work? a. Skill variety b. Task identity c. Task significance d. Autonomy

a. Skill variety

Moral outrage is a severe reaction to perceived injustice. a. True b. False

a. True

Motivation may be lower if employees feel their organization is unfair. a. True b. False

a. True

The most well-known motivation theory is Maslow's hierarchy of needs. a. True b. False

a. True

Underpayment equity is the perception that a person's outcomes are not fair compared to another person's outcomes, given their inputs. a. True b. False

a. True

In expectancy theory, the perception that an employee's performance will be appraised accurately and will lead to rewards (e.g., pay raises, bonuses, etc.) is referred to as ____________. a. instrumentality b. expectancy c. valence d. equity

a. instrumentality

Research has supported the job characteristics model by demonstrating that job enrichment does all of the following, except ______________________. a. reduce organizational commitment b. reduce turnover c. increase employee motivation d. increase employee satisfaction

a. reduce organizational commitment

According to McClelland's need theory, the need for power is ______________________. a. the need to influence others to do what you want b. the need for close personal relationships c. the drive to succeed at high levels d. the need for consistent feedback

a. the need to influence others to do what you want

Which of the following is direction in the motivation process? a. what a person does b. how hard a person works c. how long a person works d. how smart a person works

a. what a person does

Which of the following defines participative leadership according to the path-goal theory of motivation? a. Giving follower specific instructions about their tasks b. Allowing followers to have a voice in decisions that affect them c. Showing consideration, being friendly and approachable, and paying attention to the well-being of followers d. Challenging followers to perform at high levels.

b. Allowing followers to have a voice in decisions that affect them

Which of the following is not one of the three parts of the motivation process? a. Direction b. Ambition c. Intensity d. Persistence

b. Ambition

Which of the following is not one of the three parts of the motivation process? a. Energizing behavior b. Encouraging behavior c. Directing behavior d. Sustaining behavior

b. Encouraging behavior

Which of the following is a theory that looks at how people compare their inputs to their outcomes? a. Expectancy theory b. Equity theory c. Needs theory d. Goal setting theory

b. Equity theory

A goal such as "do your best" is more effective than specific goals. a. True b. False

b. False

According to Maslow's hierarchy of needs theory, when a need is not satisfied it is set aside and other needs are focused on. a. True b. False

b. False

All employees welcome the redesign of their work. a. True b. False

b. False

Self-esteem is an individual's belief in his or her capacity to execute the behaviors necessary to produce specific performance levels. a. True b. False

b. False

To motivate people, leaders need to focus on hygiene factors. a. True b. False

b. False

Which of the following dimension of job characteristics theory leads to knowledge of the actual results of the work activities? a. Task significance b. Feedback c. Autonomy d. Task identity

b. Feedback

Simon wants to ensure that her goals for her department are measurable. According to the text, he should ask all of the following questions, except: a. How much? b. How will we accomplish this? c. How many? d. How will I know when this goal is attained?

b. How will we accomplish this?

Which of the following forms of organizational justice refers to how employees are treated by their leaders (e.g., level of respect and propriety)? a. Procedural justice b. Interpersonal justice c. Distributive justice d. Informational justice

b. Interpersonal justice

______________ refers to the extent to which individuals can demonstrate initiative in designing their own work. a. Job enrichment b. Job crafting c. Job rotation d. Organizational justice

b. Job crafting

Karen has redesigned the jobs of her employees so that they are more challenging to the employee and have less repetitive work. Karen has done which of the following? a. Job rotation b. Job enrichment c. Horizontal loading d. Vertical loading

b. Job enrichment

What is another term for the two-factor need theory? a. Hierarchy of needs b. Motivator-hygiene theory c. McClelland's need theory d. Goal-setting

b. Motivator-hygiene theory

Sinclair is driven most by the need to influence others to do what she wants. She is likely high in which of the following needs: a. Need for affiliation b. Need for power c. Need for achievement d. Safety needs

b. Need for power

The book details a case about Microsoft and their efforts to increase goal commitment. All of the following are expectations of leaders at Microsoft to enhance follower commitment to goals, except: a. Discuss and document the commitments of all employees b. Once goals are set, do not revise or revisit them over time c. Agree to success metrics for each commitment d. Align commitments across the company by cascading commitments

b. Once goals are set, do not revise or revisit them over time

Kyrie is a security guard and he does not feel safe from dangers in his work environment. According to Maslow's hierarchy of needs, which need will most motivate his behavior at work: a. Physiological b. Safety c. Esteem d. Self-actualization

b. Safety

Which of the following is the drive to meet our fullest capacity (e.g., growth and feeling fulfilled as a person)? a. Physiological b. Self-actualization c. Esteem d. Safety

b. Self-actualization

Which of the following is not one of the core job dimensions of job characteristics theory? a. Skill variety b. Task difficulty c. Autonomy d. Feedback

b. Task difficulty

Which of the following dimensions of job characteristics theory is that the task is one that people experience from beginning to end? a. Skill variety b. Task identity c. Task significance d. Autonomy

b. Task identity

Hector is interested in using goals in order to motivate his employees. He should remember the following in order to effectively utilize goals: a. Goals are best set by the leader, regardless of the relevance of the goal to the individual employee. b. The degree to which a person is committed to a goal influences their willingness to persist and attain it. c. Easy goals are more motivating than challenging goals. d. Non-specific goals such as "do your best" are more effective than specific goals.

b. The degree to which a person is committed to a goal influences their willingness to persist and attain it.

Which of the following is not an element of SMART goals? a. Specific b. Timeless c. Attainable d. Measurable

b. Timeless

Which of the following is intensity in the motivation process? a. what a person does b. how hard a person works c. how long a person works d. how smart a person works

b. how hard a person works

According to McClelland's need theory, the need for affiliation is ____________________. a. the need to influence others to do what you want b. the need for close personal relationships c. the drive to succeed at high levels d. the need for consistent feedback

b. the need for close personal relationships

The value of goals or outcomes is called ____________. a. expectancy b. valence c. self-efficacy d. instrumentality

b. valence

Which of the following is the need for food, sex and other bodily needs? a. Safety b. Esteem c. Physiological d. Self-actualization

c. Physiological

Which of the following dimensions of job characteristics theory increases a person's responsibility for the work they perform? a. Skill variety b. Task identity c. Task significance d. Autonomy

d. Autonomy

Which of the following dimensions of job characteristics theory is that the employee has the freedom to plan and perform his or her own work? a. Skill variety b. Task identity c. Task significance d. Autonomy

d. Autonomy

Which of the following dimensions of job characteristics theory is that the job provides information on how effective the employee's work is? a. Skill variety b. Task identity c. Task significance d. Feedback

d. Feedback

What has been defined as perseverance and passion for long-term goals? a. Motivation b. Stick-to-it-iveness c. Sustainability d. Grit

d. Grit

Which of the following refers to a person's need to learn new things, grow, and develop from working? a. Goal setting b. Motivators c. Hygiene factors d. Growth needs strength

d. Growth needs strength

. ___________ job loading is when one adds different tasks at the same level of work. a. Rotation b. Enrichment c. Vertical d. Horizontal

d. Horizontal

Stephen wants to ensure that his goals for his department are relevant. According to the text, he should ask all of the following questions, except: a. Does this matter? b. Is this the right time to do this? c. How does this fit in with the broader mission of the organization? d. How will we accomplish this?

d. How will we accomplish this?

Which of the following forms of organizational justice refers to the perceived fairness of the communications made by leaders during a process? a. Procedural justice b. Interpersonal justice c. Distributive justice d. Informational justice

d. Informational justice

Which of the following is not a benefit of understanding the job characteristics theory? a. Jobs can be designed so that people are more motivated. b. Jobs can be designed so that people are more satisfied. c. Jobs can be designed so that people perform better. d. Jobs can be designed so that people are more creative.

d. Jobs can be designed so that people are more creative.

The role of leaders in the goal setting process is important for all of the following reasons, except: a. Alignment of individual goals with the organization's goals b. Commitment c. Accountability for results d. Micro-managing goal attainment

d. Micro-managing goal attainment

Which of the following is linked to what people think about at work that satisfies them (e.g., advancement, recognition, and achievement)? a. Need for power b. Physiological c. Hygienes d. Motivators

d. Motivators

. _________________ is the overall perception of what is fair in an organization. a. Organizational commitment b. Perceived organizational support c. Expectancy theory d. Organizational justice

d. Organizational justice

Which of the following is the desire to have a positive impact on other people or groups? a. Conscientiousness b. Feedback c. Autonomy d. Prosocial motivation

d. Prosocial motivation

Which of the following is the need protection from physical harm? a. Self-actualization b. Esteem c. Physiological d. Safety

d. Safety

Mindy knows that motivation is important in the workplace. As a manager, she should also know that she should provide ________ in order for the processes of energizing and directing behavior to stay on track? a. a stress-free environment b. healthy meals c. regular breaks d. feedback

d. feedback

All of the following are included in McClelland's need theory except: a. need for achievement b. need for power c. need for affiliation d. need for feedback

d. need for feedback