Chapter 18 Management

A nurse-manager is in a new position and has observed that many of the employees appear to be unmotivated. The manager can promote employees' motivation by: a. establishing trusting and respectful relationships with the employees. b. making expectations for motivation clearly known. c. assigning preceptors to each of the unmotivated employees. d. increasing recruitment efforts to add new employees to the unit.

A

What did Victor Vroom emphasize the importance of? a. Managers knowing each employee's expectation of reward b. Managers being honest with their employees c. Making sure that the employees' lower level needs are met d. Understanding that individuals react in a stimulus-response mode

A

Which activity demonstrates employee engagement? a. Employee participates in hospital fundraiser. b. Employee accepts position as charge nurse. c. Employee completes annual performance review. d. Employee arrives to work on time.

A

Which factor is most likely to provide intrinsic motivation to an employee? a. The employee's ambitious career aspirations b. The employee's need to elicit approval from the immediate supervisor c. The employee's need to avoid punishment for unsafe practice d. The employee's fear of being passed up for a promotion

A

Which characteristics define the Theory Y employee? Select all that apply. a. Needs only general supervision b. Avoids responsibility c. Has little ambition d. Must be directed e. Seeks responsibility

AE

Which course of action would be most apt to help a demotivated nurse-manager with personal and professional renewal? a. Begin job hunting in a new field. b. Start practicing self-care. c. Take a management class. d. Reduce work hours whenever possible.

B

A nurse-manager oversees approximately 12 employees. What strategy should the manager prioritize when trying to motivate the employees? a. Offer praise for exceptional performance. b. Advocate for an increase in pay. c. Apply motivational strategies that are personally meaningful to each employee. d. Apply punishments objectively and fairly.

C

A nurse-manager wants to express appreciation to an employee. What statement is most effective? a. "You're doing an excellent job of provided care for you clients." b. "I really admire everything that you do on the unit." c. "You did an exemplary job of handling a very heavy workload this shift." d. "Your performance demonstrates a strong commitment to the profession."

C

A nurse-manager who is operating from the position of McGregor's Theory X will most likely hold what assumption about employees? a. Putting forth effort comes naturally for employees. b. Workers are inherently diligent, responsible, and helpful. c. Workers are fundamentally uncreative and indifferent toward their work. d. It is impossible to accurately identify what motivates an employee.

C

For several months, a nurse-manager has been rewarding employees' performance in an effort to motivate them. The nurse-manager should be aware of what unintended consequence of this practice? a. Employees may set unrealistically high goals for themselves. b. Unhealthy competition may develop between coworkers. c. Employees' intrinsic motivation may become blunted. d. Employees may expect a corresponding increase in salary.

C

The nurse manager believes that her employees are self-motivated, creative, and willing to take responsibility for their jobs. This belief represents: a. Maslow's hierarchy of needs. b. McGregor's Theory X. c. McGregor's Theory Y. d. Herzberg's two-factor theory.

C

A nurse-manager has been distributing rewards to employees but has not identified a resulting increase in motivation. What characteristic of the manager's rewards may have limited their effect on motivation? a. The manager did not clearly communicate the intent of the rewards. b. The manager has not been distributing the rewards consistently. c. There is no precedent of giving rewards in the organization. d. The manager's supervisor does not acknowledge the benefits of rewards.

B

According to Maslow, what statement best describes motivation? a. All needs have equal power in motivation. b. Unsatisfied needs trigger behavior. c. Lower level needs are less valued. d. Some individuals have hereditary needs.

B

The nurse-manager can apply Skinner's theory of motivation by performing what action? a. Assigning employees outcomes and having them decide how to achieve them b. Distributing rewards and punishments to influence behavior c. Forming individualized, collaborative relationships with employees d. Prioritize the role of financial rewards and incentives

B

What is one of the most powerful yet frequently overlooked or underused motivators that the manager can use to create a motivating climate? a. Continuing education b. Fair and objective punishments c. Positive reinforcement d. Adequate self-care

C

When attempting to create a work environment that includes appropriate and effective monetary incentives, the nurse-manager will initially address which issue? a. Whether incentives are traditionally used in the institution b. Whether the budget will allow for monetary rewards large enough to create incentive c. Whether the staff views monetary incentives as having the greatest value d. Whether other nurse-managers feel that monetary incentives are appropriate

C

Which attribute plays a factor in intrinsic motivation? a. Gender b. Benefit c. Culture d. Salary

C

Which of the following statements best describes an aspect of intrinsic motivation? a. It is within a person and is unalterable. b. It involves a quest for external rewards. c. It can be influenced by others. d. It is sufficient to motivate most workers.

C

Which statement is typically true of job satisfaction levels? a. They are generally higher for subordinates than for management staff. b. They decline as the level of participation in unit decision making increases. c. They are related to the degree of work life control subordinates perceive they have. d. They are fairly static given that unit cultures are traditionally very difficult to change.

C

McClelland's studies state that all people are motivated by specific, basic needs. What are these needs? Select all that apply. a. Self-esteem b. Self-actualization c. Achievement d. Power e. Affiliation

CDE

A nurse-manager can best implement Gellerman's theory of motivation by performing what action? a. Distributing praise and rewards equitably to all employees b. Establishing authentic relationships with employees c. Being transparent and accountable when administering punishments d. Empowering employees by giving them authority to make decisions

D

A nurse-manager is applying Herzberg's motivation-hygiene theory. What strategy would the manager most likely use to motivate employees? a. Advocating for an increase in salary b. Approving vacation requests c. Protecting employee's job security d. Praising an employee's exceptional achievement

D

A nurse-manager is applying the theory of Saul Gellerman to motivating employees. What action by the manager would best exemplify Gellerman's theory? a. Determining whether employees are achievement-oriented, affiliation-oriented, or power-oriented b. Allowing employees to be self-directed in their choice of tasks and schedules c. Providing constructive and positive feedback on a regular basis d. Occasionally assigning employees tasks that are more difficult than usual

D

A nurse-manager recognizes the need to foster creativity among employees. What action will best promote creativity? a. Encourage regular turnover of employees. b. Hire young employees whenever possible. c. Demote employees who show a lack of creativity. d. Avoid micromanaging employees' behaviors.

D

According to McClelland, what motivates an achievement-oriented employee? a. The extrinsic rewards to be acquired b. A need to nurture others c. A need to have legitimate power over others d. The intrinsic need to be successful

D

The nurse-manager recognizes the need to avoid burnout and maintain a high motivation level. The manager can best achieve this by: a. working on as large a variety of projects as possible. b. asking supervisors to keep him or her closely accountable for work performance. c. asking subordinates and superiors to provide positive reinforcement whenever possible. d. reflecting on his or her own needs and seeking help when necessary.

D

What characteristic of a workplace is most likely to result in creativity and risk taking? a. There are frequent changes in management and supervision. b. There is a high proportion of recent nursing graduates. c. Employees have frequent performance appraisals with the manager. d. The employees feel empowered to advocate for change.

D

What did motivational theorist Victor Vroom state? a. Personal motivators could be separated from job satisfiers. b. People are motivated by three basic needs: achievement, affiliation, and power. c. A manager's assumptions about workers directly affect the intrinsic motivation of the workers. d. Employees' expectations about their work environment or an event will affect their behavior.

D

Which is the basic factor involving staff engagement and motivation, and its relationship with the achievement of unit-oriented goals? a. The autonomy the staff has to achieve the stated goals b. The input the staff has in establishing the unit goals c. The value the staff places on the stated unit goals d. The relationship staff has with their management

D

Which reward is an example of intrinsic motivation? a. The prized locker is awarded to the staff member voted "most helpful" by their peers. b. An extra vacation day is awarded for every 6 months a staff member has perfect attendance. c. The entire staff is treated to a pizza party each time the unit earns a client satisfaction award. d. A staff member is eager to obtain an advanced practice credential and is working toward this end.

D