BA 350 ch 5

The scientific management theory of motivation was developed by which of the following theorists? a. Frederick Taylor b. David McClelland c. Abraham Maslow d. Clay Alderfer e. Frederick Herzberg

a

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

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

The ERG Theory was developed by which of the following theorists? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. Frederick Herzberg

c

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

c

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

c

Reducing 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

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

Which of the following is NOT a recommended way to restore feelings of equity in the workplace? a. Try to convince the comparison-other to reduce his or her inputs b. Reduce one's own inputs c. Increase one's own outcomes d. Choose a different comparison-other who gives a better ratio e. Leave the situation

a

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

Expectancy theory is difficult to apply directly in the workplace because it is so a. new. b. costly. c. simple. d. complex. e. time-consuming.

d

Which type of reinforcement schedule uses the element of surprise by reinforcing behavior after an unpredictable amount of time has elapsed? a. Variable-interval b. Fixed-ratio c. Fixed-interval d. Variable-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

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

b

According to Herzberg, __________ satisfaction includes things such as pay, status, and working conditions, which produce an acceptable work environment when present and whose absence leads to dissatisfaction. a. hygiene b. motivation c. acceptability d. responsibility e. engagement

a

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 among all employees. b. the employee will naturally be satisfied so managers need not focus on employees' individual needs. c. further attempts to enhance motivation via the hygiene factors will not be effective. d. the employee will be motivated to achieve but some attention from managers can increase motivation further. e. a manager's increased attention to motivation factors will not be effective.

c

According to Maslow's hierarchy of needs, __________ needs are people's most basic requirements. a. growth b. security c. physiological d. self-actualization e. esteem

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

According to the acquired needs framework, high-need achievers are not effective top managers because a. top managers are required to have too much formal education, which would not interest high-need achievers. b. top managers need to make risky decisions, and high-need achievers don't like to take any risks. c. top managers seldom receive immediate feedback, which high-need achievers seek. d. top managers are not able to delegate tasks, and high-need achievers prefer to delegate as much work to others as possible. e. top managers have a high need for human companionship, and high-need achievers do not.

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 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

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

d

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 to motivation, 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

John has satisfied his basic physiological needs, and he is also very social and has many friends. He is now trying to learn new skills and advance his career. John's activities are explained by which component of Existence, Relatedness, and Growth (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 desires that 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

The most significant shortcoming of the scientific management approach to motivation is 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

According to Herzberg's two-factor, dual-structure theory, motivation factors are 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 Herzberg, __________ factors are intrinsic to the job and increase satisfaction. a. hygiene b. motivation c. acceptability d. happiness e. engagement

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 to motivation, 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 two-factor, 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

Performance is a function of motivation, ability, and a. management. b. 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 supervisor 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 not considered to be effective. 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

Doug is an employee of McDowell Instruments. Doug takes longer breaks than his coworkers, and often rationalizes his behavior because he feels 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

For various reasons, Anne is unable to move ahead into a higher position at work. According to 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

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 ability 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 individuals and the organization. d. illusory employee contributions are valuable to individuals and the organization. e. None of these are correct.

c

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

c

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

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 shortage of __________ factors in the workplace will lower satisfaction and cause employees to focus even more on hygiene factors, which will produce feelings of dissatisfaction if they are missing. a. negative b. positive c. surface d. motivation e. lower

d

According to the framework presented by David McClelland, the desire to master complex tasks or to do things 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

Deciding to no longer laugh at a coworker's inappropriate jokes, to encourage him to stop telling those types of jokes, is an example of a. positive reinforcement. b. negative reinforcement. c. punishment. d. extinction. e. classical conditioning.

d

Equity theory provides several insights for managerial applications to everyday situations in the workplace. Which of the following is NOT a principle of equity theory? 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

One's confidence in the 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

People with a strong need for affiliation most often work in jobs with a. high technical skill demands. b. opportunities to control one's environment. c. a high degree of immediate feedback. d. a lot of interpersonal contact. e. little autonomy or decision-making responsibilities

d

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

d

The most difficult performance factor to manage is 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 NOT a recommended way to restore feelings of equity in the workplace? a. Try to convince the comparison-other to reduce his or her inputs b. Reduce one's own inputs c. Increase one's own outcomes d. Choose a different comparison-other who gives a better ratio e. Leave the situation

d

Which of the following is most appropriate when a manager realizes he or she has inadvertently been rewarding a behavior he or she wants to discourage? a. Positive reinforcement b. Negative reinforcement c. Punishment d. Extinction e. Classical conditioning

d

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

e

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, an example of an input is a. education. b. experience. c. effort. d. loyalty. e. All of these are inputs

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

The ERG theory of relatedness needs parallel __________ needs in Maslow's hierarchy of needs. a. security and esteem b. self-actualization and belongingness c. self-actualization and esteem d. physiological and security e. belongingness and esteem

e

The Two-Factor Theory was developed by which of the following theorists? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. Frederick Herzberg

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

Which 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 neutral reinforcement b. Negative reinforcement and strict reinforcement c. Negative reinforcement and neutral reinforcement d. Strict reinforcement and neutral reinforcement e. Positive reinforcement and negative reinforcement

e

__________ theory assumes that people are motivated to work toward a goal when they want to achieve the outcome and also think they have the ability and means to achieve it. a. Perception b. Equity c. Attribution d. Reinforcement e. Expectancy

e