Management Test Bank Chapter 17

Which of the following actions accurately reflects the reinforcement theory of motivation?

A company's policy of giving its sales staff cash coupons for exceeding their daily targets.

According to the three-needs theory, the need for ________ is the drive to succeed and excel in relation to a set of standards.

Achievement

According to the JCM, which job characteristic leads to an employee experiencing responsibility for outcomes of his or her work?

Autonomy

According to Maslow's hierarchy of needs theory, when an employer provides his employees health insurance, he is taking care of their ________ needs.

Safety

Job enlargement refers to the horizontal expansion of a job by increasing job scope. T/F

True

According to Herzberg's two-factor theory, which of the following is a hygiene factor?

Working conditions

Frederick Herzberg's two-factor theory proposes that ________.

extrinsic factors are associated with job dissatisfaction

The hierarchy of needs theory of motivation was proposed by ________, a psychologist who proposed that within every person is a hierarchy of five needs.

Abraham Maslow

________ and his associates proposed the three-needs theory.

David McClelland

Goal-setting theory says that ________.

Difficult goals, when accepted, result in higher performance than do easy goals

________ justice is the perceived fairness of the amount and allocation of rewards among individuals.

Distributive

Theory X and Theory Y—two assumptions about human nature—were proposed by ________.

Douglas McGregor

The goal-setting theory states that ________.

Employee participation in goal-setting is not always necessary for ensuring performance

In the job characteristics model, the dimension of ________ refers to the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out.

Autonomy

Studies tell us that men place more importance on having ________ in their jobs, while women seek ________.

Autonomy; Convenience and Flexibility

The ________ element in the definition of motivation is a measure of intensity, drive, and vigor.

Energy

McGregor's Theory Y assumes that employees ________.

Enjoy work

According to Maslow's hierarchy of needs theory, a person's needs for self-respect, autonomy, achievement, status, recognition, and attention constitute his ________ needs.

Esteem

In the context of Maslow's hierarchy of needs theory, when a company names an "Employee of the Month" and "Employee of the Quarter," the company is addressing employees' ________ needs.

Esteem

Which of the following is true about job enlargement and job enrichment?

Expanding the scope of knowledge used in a job leads to more job satisfaction, enhanced customer service, and fewer errors.

According to Maslow's hierarchy of needs theory, lower-order needs are predominantly satisfied internally while higher-order needs are satisfied externally. T/F

False

According to the goal-setting theory, a generalized goal of "do your best" will produce a higher output than specific, challenging goals. T/F

False

Due to its emphasis on objectivity and specificity, the goal-setting theory holds across cultures. T/F

False

In the job characteristics model, task significance refers to the degree to which a job requires completion of a whole and identifiable piece of work. T/F

False

Joseph, a line manager at a plant, believes that his workers have little drive and will not work unless pushed by him. Therefore, he closely monitors and controls their work and pulls up those who do not meet his standards. Joseph is a Theory Y manager. T/F

False

People with a high need for achievement strive for the trappings and rewards of success rather than for personal achievement. T/F

False

Research clearly indicates that the Theory Y manager is more effective in motivating employees than the Theory X manager. T/F

False

According to the JCM, which job characteristic results in the employee knowing about the actual results of his or her work activities?

Feedback

In the job characteristics model, the dimension of ________ refers to the degree to which doing work activities required by a job results in an individual obtaining direct and clear information about the effectiveness of his or her performance.

Feedback

To maximize motivation among today's workforce, managers need to think in terms of ________.

Flexibility

You work for a large retailer which hires large numbers of temp workers to help out in various departments during holidays and other high-volume periods. Getting these workers to perform well is a huge challenge for you. How can you motivate these workers and minimize their conflict with permanent employees?

For that small set of individuals who prefer the freedom of their temporary status, the lack of stability may not be an issue. However, for the most part, temporary employees are not temporary by choice, so we will need to look at what will motivate involuntarily temporary employees. An obvious answer is the opportunity to become a permanent employee. In cases in which permanent employees are selected from a pool of temps, the temps will often work hard in hopes of becoming permanent. A less obvious answer is the opportunity for training. The ability of a temporary employee to find a new job is largely dependent on his or her skills. If an employee sees that the job he or she is doing can help develop marketable skills, then motivation is increased. From an equity standpoint, when temps work alongside permanent employees who earn more and get benefits too for doing the same job, the performance of temps is likely to suffer. Separating such employees or perhaps minimizing interdependence between them might help managers counteract potential problems.

The two-factor theory—also known as the motivation-hygiene theory—was proposed by ________.

Frederick Herzberg

As manager of a large team of engineers, you notice that your team is falling short of its goals primarily because several team members are either not motivated to put in their best or are downright dissatisfied with their jobs. You have decided to follow Herzberg's two-factor theory to motivate your employees. What steps can you take to maximize motivation?

Frederick Herzberg's two-factor theory (also called motivation-hygiene theory) proposes that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction. Further, he argues that data suggested that the opposite of satisfaction was not dissatisfaction, as traditionally had been believed. Removing dissatisfying characteristics from a job would not necessarily make that job more satisfying (or motivating). Herzberg proposed that a dual continuum existed: The opposite of "satisfaction" is "no satisfaction," and the opposite of "dissatisfaction" is "no dissatisfaction." Following this theory, you can motivate employees who show no dissatisfaction by emphasizing motivators, the intrinsic factors having to do with the job itself. These factors include achievement, recognition, work itself, responsibility, advancement, and growth. However, to motivate dissatisfied employees, the extrinsic factors associated with job dissatisfaction must first be addressed. These factors can include supervision, company policy, relationship with supervisor, working conditions, salary, relationship with peers, personal life, relationship with subordinates, status, and security. Once the dissatisfaction has been removed, you can maximize motivation by emphasizing the intrinsic factors.

You are acting as manager and mentor to Melanie, an employee who has been identified as a high achiever. Going by McClelland's three-needs theory, which of the following measures would best help you motivate Marsha to do her best?

Giving her a job that holds her personally responsible for finding solutions to problems

In the job characteristics model, task significance refers to the degree to which a job ________.

Has a substantial impact on the lives or work of other people

The economic recession of the last few years saw employees at the receiving end of job insecurity, layoffs, tight budgets, minimal or no pay raises, benefit cuts, no bonuses, and long hours doing the work of those who had been laid off. Assuming that you were a manager during these difficult times, how would you motivate your employees?

In tough economic circumstances like the last recession, managers must be creative in keeping their employees' efforts energized, directed, and sustained toward achieving goals. They should look at ways to motivate employees that didn't involve money or that were relatively inexpensive. They can rely on actions such as holding meetings with employees to keep the lines of communication open and to get their input on issues; establishing a common goal, such as maintaining excellent customer service, to keep everyone focused; creating a community feel so employees could see that managers cared about them and their work; and giving employees opportunities to continue to learn and grow. And, of course, an encouraging word always goes a long way.

Jack Hammer is a retired man who has decided to seek work with your company to supplement his retirement income. As you consider whether he will be a good fit for your department, you determine that he is likely to find satisfaction in the job because it ________.

Is in a highly structured work environment

Which of the following is a framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes.

Job characteristics model

The way tasks are combined to form complete jobs is referred to as ________.

Job design

________ refers to the horizontal expansion of a job by increasing job scope, or the number of different tasks required in a job and the frequency with which those tasks are repeated.

Job enlargement

Explain the concepts of job enlargement and job enrichment with suitable examples and analyze their effectiveness in motivating employees.

Job enlargement refers to the horizontal expansion of a job by increasing job scope, or the number of different tasks required in a job and the frequency with which these tasks are repeated. For instance, the job of an office assistant could be expanded so that apart from filing and documentation, he could also handle phone calls and visitors. In contrast, job enrichment is the vertical expansion of a job by adding planning and evaluating responsibilities. Job enrichment increases job depth, which is the degree of control employees have over their work. In other words, employees are empowered to assume some of the tasks typically done by their managers. Thus, an enriched job allows workers to do an entire activity with increased freedom, independence, and responsibility. In addition, workers get feedback so they can assess and correct their own performance. For instance, if an office assistant had an enriched job, he could, in addition to filing and documentation, schedule appointments (planning) and follow up with clients and coworkers (evaluating). Most job enlargement efforts that focused solely on increasing the number of tasks don't seem to work. However, research has shown that knowledge enlargement activities (expanding the scope of knowledge used in a job) lead to more job satisfaction, enhanced customer service, and fewer errors. Also, although job enrichment may improve the quality of work, employee motivation, and satisfaction, research evidence has been inconclusive as to its usefulness.

What is open-book management? How is it effective in motivating appropriate employee behavior?

Many organizations of various sizes involve their employees in workplace decisions by opening up the financial statements (the "books"). They share that information so that employees will be motivated to make better decisions about their work and better able to understand the implications of what they do, how they do it, and the ultimate impact on the bottom line. This approach is called open-book management. The goal of open-book management is to get employees to think like an owner by seeing the impact their decisions have on financial results. Since many employees don't have the knowledge or background to understand the financials, they have to be taught how to read and understand the organization's financial statements. Once employees have this knowledge, however, managers need to regularly share the numbers with them. By sharing this information, employees begin to see the link between their efforts, level of performance, and operational results.

Write a short essay on Maslow's hierarchy of needs theory, describing the various needs and describing how managers can use this theory to motivate employees.

Maslow was a psychologist who proposed that within every person is a hierarchy of five needs: 1. Physiological needs: A person's needs for food, drink, shelter, sex, and other physical requirements. 2. Safety needs: A person's needs for security and protection from physical and emotional harm, as well as assurance that physical needs will continue to be met. 3. Social needs: A person's needs for affection, belongingness, acceptance, and friendship. 4. Esteem needs: A person's needs for internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors such as status, recognition, and attention. 5. Self-actualization needs: A person's needs for growth, achieving one's potential, and self-fulfillment; the drive to become what one is capable of becoming. Maslow argued that each level in the needs hierarchy must be substantially satisfied before the next need becomes dominant. An individual moves up the needs hierarchy from one level to the next. In addition, Maslow separated the five needs into higher and lower levels. Physiological and safety needs were considered lower-order needs; social, esteem, and self-actualization needs were considered higher-order needs. Lower-order needs are predominantly satisfied externally while higher-order needs are satisfied internally. Managers using Maslow's hierarchy to motivate employees do things to satisfy employees' needs. But the theory also says that once a need is substantially satisfied, an individual is no longer motivated to satisfy that need. Therefore, to motivate someone, you need to understand what need level that person is on in the hierarchy and focus on satisfying needs at or above that level.

Which of the following is true about motivating unique groups of workers?

Money and promotions are typically low on the priority list of professionals.

Which of the following is true about managing cross-cultural motivational challenges?

Most current motivation theories were developed in the United States by Americans and about Americans.

Define motivation and discuss the three elements of motivation.

Motivation refers to the process by which a person's efforts are energized, directed, and sustained toward attaining a goal. This definition has three key elements: energy, direction, and persistence. The energy element is a measure of intensity, drive, and vigor. A motivated person puts forth effort and works hard. However, the quality of the effort must be considered as well as its intensity. High levels of effort don't necessarily lead to favorable job performance unless the effort is channeled in a direction that benefits the organization. Effort that's directed toward, and consistent with, organizational goals is the kind of effort we want from employees. Finally, motivation includes a persistence dimension. We want employees to persist in putting forth effort to achieve those goals.

Which of the following are the three needs identified in the three-needs theory of motivation?

Need for achievement, need for power, need for affiliation

McGregor's Theory X assumes that employees ________.

Need to be closely controlled to work effectively

________ is a motivational approach in which an organization's financial statements are shared with all employees.

Open-book management

Irene, CEO of a small company, strongly believes in Douglas McGregor's assumptions about human nature. Which of the following management practices is Irene most likely to favor to maximize employee motivation?

Participatory management

In Maslow's hierarchy of needs theory, ________ needs form the lowest or foundational step in the hierarchy.

Physiological

Which of the following needs is a lower-order need in Maslow's hierarchy of needs theory?

Physiological

People with a high need for achievement ________.

Prefer moderately challenging goals

The ________ of work design says that employees are taking the initiative to change how their work is performed.

Proactive perspective

________ theory says that behavior is a function of its consequences.

Reinforcement

According to Herzberg's two-factor theory, which of the following is a motivator?

Responsibility

Which of the following needs is a lower-order need in Maslow's hierarchy of needs theory?

Safety

According to Maslow's hierarchy of needs theory, a person's needs for growth, achieving one's potential, and self-fulfillment, and the drive to become what one is capable of becoming constitute his or her ________ needs.

Self-actualization

Which of the following needs is the highest in Maslow's hierarchy of needs theory?

Self-actualization needs

According to the JCM, which three job characteristics are crucial to an employee experiencing meaningfulness of his or her work?

Skill variety, task identity, and task significance

In the context of Maslow's hierarchy of needs theory, when a company has a space where employees can meet during breaks and catch up with each other, the company is taking care of the employees' ________ needs.

Social

The goal-setting theory has most value in countries where ________.

Subordinates are reasonably independent

How can managers use the job characteristics model (JCM) to design jobs?

The JCM provides specific guidance to managers for job design. These suggestions specify the types of changes that are most likely to lead to improvement in the five core job dimensions. 1. Combine tasks: Put fragmented tasks back together to form a new, larger work module (job enlargement) to increase skill variety and task identity. 2. Create natural work units: Design tasks that form an identifiable and meaningful whole to increase employee "ownership" of the work. Encourage employees to view their work as meaningful and important rather than as irrelevant and boring. 3. Establish client (external or internal) relationships: Whenever possible, establish direct relationships between workers and their clients to increase skill variety, autonomy, and feedback. 4. Expand jobs vertically: Vertical expansion gives employees responsibilities and controls that were formerly reserved for managers, which can increase employee autonomy. 5. Open feedback channels: Direct feedback lets employees know how well they're performing their jobs and whether their performance is improving or not.

What does goal-setting theory tell us?

The goal-setting theory says that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals. It says that working toward a goal is a major source of job motivation. Studies on goal setting have demonstrated that specific and challenging goals are superior motivating forces. Such goals produce a higher output than does the generalized goal of "do your best." The specificity of the goal itself acts as an internal stimulus. However, the conclusions of goal-setting theory apply to those who accept and are committed to the goals. Also, while participation is preferable to assigning goals when employees may resist difficult challenges, it is not always necessary for performance. Self-generated feedback has been shown to be a more powerful motivator than feedback coming from someone else. Three other contingencies besides feedback influence the goal-performance relationship: goal commitment, adequate self-efficacy, and national culture. First, commitment is most likely when goals are made public, when the individual has an internal locus of control, and when the goals are self-set rather than assigned. Next, self-efficacy refers to an individual's belief that he or she is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed in a task. Finally, the value of goal-setting theory depends on the national culture. It's well adapted to North American countries because its main ideas align reasonably well with those cultures. Goal setting cannot be expected to lead to higher employee performance in countries where the cultural characteristics aren't like this.

"In jobs today, employees rely more and more on those around them for information, advice, and assistance." Which of the following approaches to job design best reflects this statement.

The relational perspective of work design

The three needs identified in the three-needs theory can be measured by using a projective test known as the ________ in which respondents react to a set of pictures. Each picture is briefly shown to a person who writes a story based on the picture. Trained interpreters then determine the individual's levels of nAch, nPow, and nAff from the stories written.

Thematic Apperception Test

In the context of the reinforcement theory, reinforcers are ________.

Those consequences that immediately follow a behavior and increase the probability that the behavior will be repeated

According to Maslow's hierarchy of needs theory, once a need is substantially satisfied, an individual is no longer motivated to satisfy that need. T/F

True

According to the job characteristics model, combining fragmented tasks will help increase skill variety and task identity. T/F

True

An enriched job allows workers to do an entire activity with increased freedom, independence, and responsibility. T/F

True

Frederick Herzberg found that when employees were dissatisfied, they tended to cite extrinsic factors arising from the job context such as company policy and administration, supervision, interpersonal relationships, and working conditions. T/F

True

Managers using reinforcement theory to motivate employees should ignore, not punish, undesirable behavior. T/F

True

Recent research shows that distributive justice has a greater influence on employee satisfaction than procedural justice. T/F

True

Research indicates that the desire for interesting work is important to almost all workers, regardless of national culture. T/F

True

Research indicates that, for the most part, pay-for-performance programs show positive results. T/F

True

Which of the following is true about Herzberg's two-factor theory?

Herzberg believed that the factors that led to job satisfaction were the same as those that led Herzberg's theory has influenced how we currently design jobs.

Herzberg called the factors that create job dissatisfaction ________ factors; when these factors are adequate, people won't be dissatisfied, but they won't be satisfied either.

Hygiene

Which of the following motivating factors or concepts is important to all workers, regardless of their national culture?

Interesting work

________ refers to the vertical expansion of a job by adding planning and evaluating responsibilities.

Job enrichment

________ refers to the number of different tasks required in a job and the frequency with which those tasks are repeated.

Job scope

In the expectancy theory, ________ is the degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome.

Performance-reward linkage

In the job characteristics model, ________ refers to the degree to which a job requires completion of a whole and identifiable piece of work.

Task identity

The goal-setting theory has the most value when ________.

The goals are made public

Goal-setting theory assumes that an individual is committed to the goal. Commitment is most likely when ________.

The individual has an internal locus of control

When considering how to motivate employees, it must be kept in mind that professionals tend to be focused on their work as their central life interest, whereas nonprofessionals typically have other interests outside of work that can compensate for needs not met on the job. T/F

True

In the expectancy theory, ________ is the importance that the individual places on the potential outcome or reward that can be achieved on the job.

Valence

According to Maslow's hierarchy of needs theory, ________ needs are predominantly satisfied externally while ________ needs are satisfied internally.

safety; self-actualization

The definition of motivation has three key elements: energy, direction, and persistence. T/F

True

The term job design refers to the way tasks are combined to form complete jobs. T/F

True

Making jobs smaller and more specialized is the most effective way of motivating employees. T/F

False

According to the three-needs theory, the need for ________ is the need to make others behave in a way that they would not have behaved otherwise.

Power

According to the three-needs theory, the best managers tend to be ________.

Low in the need for affiliation

Which of the following needs identified in the three-needs theory has been researched the most?

Achievement

The three-needs theory of motivation states that there are three ________ needs that are major motives in work.

Acquired

According to the three-needs theory, the need for ________ is the desire for friendly and close interpersonal relationships.

Affiliation

Sarah is using the JCM to redesign jobs for her small team of writers. After carefully analyzing their jobs, she determines that while their jobs are high in skill variety, task identity, task significance, and autonomy, they receive little feedback about their work. Which of the following steps will enable Sarah to improve this aspect of their jobs?

Allowing the writers to directly conduct business with their clients

The equity theory proposes that ________.

An employee compares his or her job's input-outcomes ratio with that of relevant others and then corrects any inequity

In the expectancy theory, ________ is the probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance.

Expectancy

________ refers to the degree of control employees have over their work.

Job depth