MGMT 371 Chapter 18 Final Exam

Which of the following theories is a variant on Maslow's hierarchy theory that involves three instead of five levels?

Alderfer's ERG theory

Which of the following statements best describes the theory of operant conditioning?

Both positive and negative reinforcement increase behavior while punishment and extinction decrease behavior.

Which of the following statements about the reinforcement theory is true?

Ceasing to reward the behavior that was previously rewarded causes extinction.

Which of the following is an extrinsic reward?

Compensation

Maria and Jose have worked together in the same office in the same position for quite some time. They have similar educational backgrounds and have been in the job for about the same period of time. Maria works extremely hard and often notices that Jose is taking long breaks and not putting in the same effort as she is. Thus, when she learns that Jose is paid $8,000 more than what she earns, she gets very upset and decides to reduce her effort and take long breaks as well. Which of the following theories explains this behavior?

Equity theory

In contrast to intrinsic motivation, extrinsic motivation is derived from aspects of "doing the job."

False

Individuals who are motivated by personalized power like to make an impact on and influence others.

False

Which of the following is an intrinsic reward?

Interesting task

Which of the following statements about extrinsic and intrinsic rewards is true?

Intrinsic rewards generally provide personal satisfaction.

_____ refers to the desire, stimulus, or incentive to pursue a particular course of action.

Motivation

Which of the following is one of the three needs of McClelland's acquired needs theory?

Need for power

Where Joe works, he feels included and accepted. Based on Maslow's needs hierarchy as applied to the work environment, what is Joe's next level of need fulfillment?

Recognition and rewards

Colleen, a manager who conforms to Douglas McGregor's _____, believes that employees inherently dislike work and need to be constantly monitored.

Theory X

John, a manager who conforms to Douglas McGregor's _____, believes that employees are motivated by extrinsic rewards, especially compensation.

Theory X

Jill, a manager who conforms to Douglas McGregor's _____, focuses on participatory rather than command-and- control styles of leadership.

Theory Y

Which of the following statements about the goal-setting theory is true?

Tight deadlines for goal completion lead to a more rapid work pace.

Which of the following is a characteristic of an organization's climate with high employee engagement?

Training and development

According to Herzberg, fulfilling potential dissatisfiers causes people to become less dissatisfied.

True

Equity theory assumes that individuals know what effort and skills are required to receive a certain reward threshold from their employer.

True

Goal-setting theory states that the mere setting of difficult but achievable goals is a significant motivator of performance.

True

Unlike Maslow, Alderfer believed that individuals could pursue multiple needs at once.

True

Adam, a team leader, while assessing the performance of his team members, came to realize that their performance was deteriorating. In order to motivate them, Adam adopted the four-drive theory of motivation and differentiated good performers from average and poor performers. Moreover, he designed a reward system such that it was tied clearly to performance. From this scenario, it can be inferred that Adam tried to fulfill the employees' drive to

acquire

According to Herzberg's two-factor theory, hygiene factors

are potential dissatisfiers that, when fulfilled, do not cause people to become satisfied.

Managers at Bridgeport Company sought to establish a culture that fosters mutual reliance and friendship among coworkers, values collaboration and teamwork, and encourages sharing of best practices so as to fulfill employees' drive to

bond.

The human resources department sought to design jobs that have distinct and important roles in the organization, that are meaningful, and that foster a sense of contribution to the organization so as to fulfill employees' drive to

comprehend.

The study of the incentives and needs that motivate people to perform in a certain way are called _____ theories of motivation.

content

Managers at Glasglow Company sought to increase transparency in organizational processes, emphasize fairness, and build trust so as to fulfill employees' drive to

defend.

The acronym ERG in Alderfer's theory of motivation refers to

existence, relatedness, and growth

According to Douglas McGregor, managers who conform to Theory X tend to use a blend of extrinsic and intrinsic rewards to motivate employees

false

The _____ theory, proposed by Abraham Maslow, states that individuals have multiple needs that must be fulfilled in a specific order to ensure the greatest level of satisfaction.

hierarchy of needs

Theories that explain why people behave in ways to satisfy their needs and how they evaluate their overall level of satisfaction after they have attempted to fulfill their needs are called _____ theories of motivation.

process

Richard uses rewards and punishments to induce desired behaviors. Richard subscribes to _____ theory.

reinforcement

Edwin, a top manager in a bureaucratic organization, often provides advice, coaching, and support to employees and maintains a good reputation both inside and outside the organization. Based on McClelland's acquired needs theory, it can be inferred that Edwin is an example of a(n) _____ manager.

socialized power-oriented

Of the three variables of expectancy theory, valence includes the evaluation of whether

the available outcomes are attractive to the employee.

The managers in an organization wanted to reduce employee turnover by increasing employee job satisfaction. Therefore, they provided employees with a safe work environment and a sense of job security. However, the turnover rate did not decrease even after implementing these changes. During exit interviews, the employees complained that they do not have any opportunities for achievement and personal recognition. From this scenario, according to Herzberg's theory, it can be understood that

the organization falls short of motivators.