CH 6
A manager remarks, "No matter how many external rewards we give our employees, if they find the work to be uninteresting and unfulfilling, performance will suffer." Should you agree or disagree with your boss? A) Agree B) Disagree C) Not enough information to decide
A
According to the hierarchical needs model, needs are organized into which hierarchy? A) Physiological, safety, belongingness, esteem, and self-actualization B) Esteem, relatedness, and growth C) Existence, reinforcement, and growth D) Esteem, reinforcement, and self-actualizing
A
After interviewing a candidate for a job, the interviewing manager decides that he likes the candidate. He finds his personality exceptional. When the manager refers to the candidate's personality, to what is he referring? A) Aptitude B) Desire C) Commitment D) Motivation E) Training
A
Aptitude is (1) the native skills and abilities a person brings to the job, (2) the physical and mental capabilities of a person, and (3) the personality characteristics a person has for people-oriented jobs. Which statements are correct? A) All three statements are correct. B) Only statements 1 and 2 are correct. C) Only statements 1 and 3 are correct. D) Only statements 2 and 3 are correct. E) Only statement 3 is correct.
A
Five core job characteristics are most strongly related to job satisfaction. Which of the following is one of those characteristics? A) feedback B) task enlargement C) job rotation D) social interaction E) instrumentality
A
In equity theory, what is important? A) Social comparison of rewards and efforts B) Equality of rewards C) Equality of efforts D) Absolute value of rewards
A
What guideline should a firm follow to attain the greatest motivational impact from a new awards programs? A) Use awards infrequently B) Only acknowledge current recipients C) Give the awards privately D) Make sure the award is meaningful to the families of employees
A
What is a possible response of a manager to behaviors exhibited by employees? A) Ignoring B) Removing C) Satisfying D) Pleasing
A
What is an overall conclusion related to motivation? A) Both the employee's satisfaction and performance should be of equal importance to the manager. B) The employee's satisfaction is more important than performance to the manager. C) The employee's performance is more important than satisfaction to the manager. D) Theory X is the appropriate theory for motivation.
A
What is praise from a boss? A) Extrinsic outcome B) Internal motivator C) Exceptional motivator D) Intrinsic outcome
A
You paint the eyes on Barbie dolls, a job you have performed for three years. The task is fairly easy and very structured (only three colors and there is only one place to paint them). What do you need from management? A) Very little advice and instruction B) Direction and strong involvement, a hands-on approach C) Strong leadership. Managers need to constantly monitor the situation so they will be available in case something comes up.
A
Your boss tells you, "People want to do a good job. Think about this. Do you know anyone who takes a career job and says, 'I think I'll just sit here and not do any work until they tell me what to do'? No, most people want to work and assume responsibility. So, why is it that people become unmotivated?" A) Your boss has a Theory Y outlook. B) Your boss has a Theory X outlook. C) Your boss has a Theory Z outlook. D) Your boss has deteriorating ability.
A
A manager at a local fast-food restaurant decides to motivate all his employees by allowing them to eat the food free of charge. Will this reward motivate employees? A) This should work, because all employees value free food. B) This might work for some employees, but it might not work for others. C) This might work as long as the manager is equitable in distributing the food. D) This will not work. This action satisfies only the employees' subsistence needs.
B
A manager who encourages initiative by reminding employees that their failure means organizational failure should do something different. What should he do? A) React to employees on an emotional basis B) Imply his joint stake in the work failure C) Demand a change or improvement in a firm tone of voice D) Present facts about organizational needs E) Redo their plans for them
B
According to the manifest needs model, needs are organized into which hierarchy? A) Achievement, affiliation, and belonging B) Achievement, affiliation, and power C) Affiliation, acceptance, and success D) Power, success, and wealth
B
An employee's performance is at a level that is not desirable. After reprimanding, what should you do next? A) Ask questions to determine the cause B) Describe the behaviors you expect C) Identify the rewards the employee has missed out on D) Praise other aspects of the employee's work
B
Assume George is a poor performer. You have already provided the necessary resources and training he needs to do the job, yet his performance continues to decline. What is the next step? A) Release GeorgeHow many chances does a person get? B) Redesign the job C) Reassign George to another position D) Place George in a place where his performance will not hurt the company
B
Gambling uses which form of the reward reinforcement schedule? A) Continuous reinforcement B) Partial reinforcement C) Equity D) Fairness
B
If you feel that you have an interesting and fulfilling job, you are experiencing what type of motivation? A) External motivation B) Intrinsic motivation C) Redirected motivation D) Exceptional motivation
B
If you saw your manager retreat to his technical specialty and continually focus on how things were done in the past, what would this signal? A) The manager's desire has deteriorated. B) The manager's ability has deteriorated. C) The manager lacks the necessary resources and support to do his job. D) The manager's talent has deteriorated.
B
In the process of trying to improve your employee's behavior, you say to her, "What I'd like to see you do is contact each of your clients personally before you begin to enforce a policy change. That way, no one is surprised. Will you do that next time?" Which of the guidelines for improving behavior have you just followed? A) Reprimand B) Redirect C) Reinforce D) Recapitulate
B
Mary has decided to set the following goal: To do the best she can in her management class this semester and to keep up with the readings. Mary's goal satisfies which criteria? A) Being measurable and behavioral B) Being consistent C) Being appropriately challenging D) Being specific
B
The book lays out a step-by-step program for an effective motivational program. If a manager has a Theory X outlook, would he/she buy into this program? A) Yes B) No C) There is not enough information to make a decision.
B
The situation has high task structure, the employees have experience, and there are strong group norms. What would be the appropriate management involvement? A) Involved in the details of employees' job performance B) Less involved; high involvement is not necessary or expected. C) More involved; high involvement is necessary and expected. D) Be involved; high involvement is necessary and expected.
B
What does the rewarding approach to changing behavior involve? A) Linking desired behaviors with manager-valued outcomes B) Linking desired behaviors with employee-valued outcomes C) Linking the right ways to do things with rewards D) Linking desired behaviors with organizational values
B
When a manager keeps expectations higher than his subordinates' best performance and continually informs them that with a little more effort they can do it, what will the subordinates likely do? A) Increase their performance because the subordinates see these higher expectations as a challenge B) Probably burn out because although they try, they never reach the shifting expectations C) Help create a highly motivated staff D) Compete against other subordinates
B
When transforming acceptable into exceptional behavior, what should a manager do? A) Reward only when the exceptional behavior has been reached B) Reward each level of improvement C) Use the reprimand and redirect guidelines D) Reward only when the entire group has reached exceptional behavior
B
Which of the following job changes results in increased autonomy, task identity, and feedback? A) Identifiable work units B) Established client relationships C) Loaded jobs horizontally D) Open feedback channels
B
You have observed Sally's performance for a few months. There is no doubt about her effort; it is evident she tries very hard. However, there doesn't appear to be any improvement in her performance since you have been watching. What should you conclude? A) This is a desire issue. B) This is an ability issue. C) This is a commitment issue. D) She is a terrible employee and should be let go as soon as possible.
B
A college professor believes her teachings in her management course influence the lives of her students. Which core job dimension is demonstrated? A) Skill variety B) Competition C) Task significance D) Autonomy E) Feedback
C
An effective goal program has goals that are specific, consistent, and appropriately challenging. What is missing? A) Motivation B) Autonomy C) Feedback D) Fairness
C
Assume Carrie is a poor performer. You have already provided the necessary resources, redesigned her job, and provided her with training, yet her performance is lacking. What is the next step? A) Release Carrie B) Refit Carrie's job C) Reassign Carrie to another position D) Place Carrie in a position where her performance will not hurt the company
C
Having determined that June's poor work performance is related to a lack of ability, what is the first question you should ask? A) Why does June have a poor attitude? B) Does June lack commitment? C) Does June have the resources to do the job? D) Why doesn't June try harder?
C
If you were designing a reward program for your employees, what assumptions could you make? A) That all employees in similar positions value similar rewards B) That what I (as a manager) value, my employees will value as well C) That a cafeteria-style incentive program would probably be successful D) That preferences for rewards can be categorized by demographic information
C
Once a manager has determined that the reason for the poor performance is due to a lack of ability, in what order should the manager explore options? A) (1) Redesign the job, (2) retrain the individual, and (3) move the individual to another position. B) (1) Retrain the individual, (2) redesign the job, and (3) determine if the resources are adequate. C) (1) Determine if the resources are adequate, (2) retrain the individual, and (3) redesign the job. D) (1) Determine if the resources are adequate, (2) redesign the job, and (3) retrain the individual.
C
What is a management style that offers no direction or priorities for the employees? A) Indulging B) Imposing C) Ignoring D) Integrating
C
What is an overall conclusion related to motivation? A) Poor performance is often directly related to an employee's personality. B) If people do not work hard, it is because that is their nature. C) If people do not work hard, it is because they do not believe rewards are related to hard work. D) Most people find the same things rewarding.
C
When an employee feels that she was meant to do the work she is doing, and that she is serving an important cause, this is called a: A) service orientation B) career orientation C) calling orientation D) other orientation
C
When poor performance is due to an employee's lack of ability, what is the least threatening option? A) Release B) Retrain C) Resupply D) Refit E) Reassign
C
You are a sales manager. One of your salespeople is named Reggie. He has 10 years of experience and appears to be very capable. He rarely calls you, and sales in his district are always good. You know sales lacks routine and one could say the tasks change from day to day. What type of management involvement does Reggie need and why? A) High involvement; the task is definitely not structured. B) Low involvement; Reggie's desire of autonomy is low. C) Low involvement; Reggie's desire for autonomy, his experience, ability, and task mastery are all high. D) High involvement, Reggie's desire for autonomy, his experience, ability, and task mastery are all high. E) You can't tell from the information given.
C
You have recently noticed that your employees seem to be either requesting or demanding favors from management. More importantly, performance has been flat during that same time. Potentially, which style of management has been employed? A) Imposing B) Ignoring C) Indulging D) Integrating
C
You received your Ph.D. from a prestigious state university that had competitive admissions, where students graduated in the top 10 percent of their high school class, and where both students and teachers had high expectations for the student. You now teach at an open admissions school. Students here graduated anywhere from the bottom 10 percent to the top 10 percent. What expectations should you have for these students? A) Lower, they graduated lower in their high school class (on average anyway) B) Lower, they obviously are less intelligent C) The same as, the past is the past; high expectations generate high performance D) Lower, high expectations could be too challenging and prove to be frustrating
C
According to the path-goal theory of leadership, if the task structure is low, what should management involvement with employees be? A) Low, because the task is clearly defined. The employees know their jobs. B) High, because management should always be involved, directing the process. That is what managers do. C) Low and therefore more challenging to the employees. D) High, because management involvement will be seen as both constructive and satisfying.
D
An employee is late to work. This is her first time. What should you do first? A) Ignore her tardiness. It was just her first time. B) Ask her why she was late. C) Talk to her about her commitment to the organization. D) Talk to her about how tardiness is not a behavior you accept.
D
Morgan has decided to set the following goals: To earn an A in her management course this semester, to make the dean's list, and to not only keep up with the readings but to contribute something to the class discussion each time. What criteria have Morgan's goals satisfied? A) Measurable, unambiguous, and behavioral B) Consistent C) Appropriately challenging D) All the answer choices are correct.
D
What should effective motivational programs do in terms of offering rewards? A) Make a distinction between workers based on seniority B) Not make a distinction between workers C) Make a distinction between workers based on effort D) Make a distinction between workers based on performance regardless of effort
D
When an employee does not perform at the level you expect, what steps should you take (in order) to reshape the behavior? A) Ignore, reprimand, redirect B) Redirect, reprimand, reinforce C) Discipline, redirect, reinforce D) Reprimand, redirect, reinforce
D
When an employee does not perform at the level you had hoped, what steps (in order) should you take to extinguish the unacceptable behavior and replace it with an acceptable one? A) Ignore, reprimand, redirect B) Redirect, reprimand, reward C) Question, redirect, reward D) Reprimand, redirect, reward
D
Which of the following does not apply to individuals with high institutional power needs? A) They are often willing to sacrifice their own self-interests for the good of the organization. B) They feel personally responsible for advancing the purposes of the organization. C) They have a strong sense of justice and equity. D) They enjoy work and accomplishing tasks in a random manner. E) They seek expert advice and are not defensive when their ideas are criticized.
D
Your boss remarks, "The key to an effective motivational program is that it must increase both job satisfaction and work productivity. How should you respond? A) "Yes, but another important variable is interpersonal relationships." B) "No, the program should only focus on productivity. We do not want to encourage an indulging management style." C) "Yes, but the program should only focus on satisfaction. We do not want to encourage an imposing management style." D) "Yes, I agree."
D
According to the path-goal theory of leadership, the level of involvement a manager utilizes should (1) be the same for all employees in the department, (2) be either low or high management involvement regardless of the circumstances, and (3) not be influenced by subordinates' expectations. Which statements are correct? A) All the statements are correct. B) Statement 1 is correct. C) Statements 2 and 3 are correct. D) Statements 1 and 3 are correct. E) None of the statements is correct.
E
Assumptions underlying the elements of an effective motivation program are (1) employees don't want to work hard or assume responsibility, (2) establish easy goals first, and (3) make sure the program discriminates between high performers and low or average performers. Which statements are correct? A) All three statements are correct. B) Only statements 1 and 2 are correct. C) Only statements 1 and 3 are correct. D) Only statements 2 and 3 are correct. E) Only statement 3 is correct.
E
Ability equals aptitude multiplied by training and commitment.
FALSE
Greg typically returns late from his break periods. As Greg's manager, you should first point out how the behavior has impacted the work unit and then identify which behavior has caused the problem.
FALSE
The first diagnostic question that must be asked by a supervisor of a poor performer is whether the person's performance deficiencies stem from lack of commitment or lack of motivation.
FALSE
The path-goal theory of leadership suggests that the level of managerial involvement in subordinates' tasks should depend on the manager's view of what employees expect in terms of his or her involvement.
FALSE
To encourage Elaine's initiative on the group project, her boss, Barry, should tell her that she alone is totally responsible for her success.
FALSE
You have recently been promoted to a managerial position. One of your new peers comments, "Sometimes you just have to ignore unacceptable behavior of your employees. That way, it just goes away all by itself." Based on the text, you should believe this is good advice.
FALSE
Your boss believes in close supervision and that people really don't want to work hard. He has a Theory Z view.
FALSE
According to Murray's manifest needs model, the needs of individuals in the workplace include the needs for achievement, affiliation, and power.
TRUE
According to one perspective, the best way to change an individual's behavior in the work environment is to change his or her manager's behavior.
TRUE
An example of a well-stated goal is "to reduce the average shipment period from five days to two days by the end of the year."
TRUE
Effective goal programs are specific, consistent, and provide feedback.
TRUE
Elise successfully led her team to reaching the weekly sales quota. Elise is likely to experience a feeling of accomplishment, which is an intrinsic outcome.
TRUE
Feelings of equity can be influenced by peer pressure.
TRUE
Ignoring inappropriate behavior as a means of changing behavior often doesn't work because the nonresponse may be seen as positive reinforcement.
TRUE
In dealing with an employee that is performing below expectations, a manager should first reprimand and then redirect the employee's behavior.
TRUE
In her job as customer service representative, Angela is tenacious in her efforts, but her overall performance lacks creativity. Thus, Angela is committed to her job but exhibits low desire.
TRUE
The level of involvement a manager utilizes should depend on the nature of the work and the ability and experience of the employee.
TRUE
The more an employee can perform a complete job from beginning to end and the more the work has a direct effect on the work of other people, the more the employee will view the job as meaningful.
TRUE
The principal tools available for overcoming poor performance problems due to lack of ability are resupply, retrain, refit, reassign, and release.
TRUE
There appears to be more violence in the workplace than ever before. Even some of the equipment has been sabotaged. The imposing style of management could contribute to this situation.
TRUE
To change a person's ability, the manager should make sure resources are available for the job.
TRUE
When a supervisor analyzes the components of his or her subordinate's job and creates different combinations of tasks, the manager has used the refitting option.
TRUE
