Leadership Chapter 8
One way to increase a job's motivational and empowerment potential is to: Question options: a) increase skill variety. b) use reward and punishment. c) use the carrot-and-stick method of motivation. d) focus on an employee's "lower" needs.
A
Immediate praise for an employee who arrives on time increases the likelihood of punctuality. This is an example of _____. Question options: a) extinction b) punishment c) positive reinforcement d) expectancy
C
Employee motivation rarely affects productivity. T/F
False
According to Herzberg's two-factor theory, hygiene factors include: Question options: a) recognition. b) interpersonal relationships. c) the work itself. d) personal growth.
B
Which of the following primarily affects employee engagement? Question options: a) The behavior of coworkers b) The behavior of unions c) The behavior of leaders d) The behavior of customers
C
Expectancy theory proposes that people are motivated to seek social equity in the rewards they receive for performance. T/F
False
According to Herzberg's two-factor theory, the leader's role is to: Question options: a) use motivators to meet the higher-level needs of employees. b) provide only hygiene factors to employees. c) only remove dissatisfiers. d) use system-wide rewards.
A
According to Maslow's hierarchy of needs theory, the highest need category is _____. Question options: a) self-actualization b) esteem c) belongingness d) safety
A
Intrinsic rewards: Question options: a) come from the satisfaction received by performing a particular action. b) are given by another person, typically a supervisor. c) include pay raises and promotions. d) appeal to the "lower" needs of individuals.
A
Which of the following is a result of employee empowerment? Question options: a) Greater self-efficacy b) Decreased job responsibility c) Better working conditions d) Greater extrinsic satisfaction
A
According to the acquired needs theory, which of the following characteristics describe people who have a high need for affiliation? Question options: a) Passive and uncritical b) Successful "integrators" whose job is to coordinate the work of departments c) Tend to enjoy work that is entrepreneurial and innovative d) Successfully attain the top levels in the organizational hierarchy
B
Employee engagement means that people: Question options: a) are unable to share power. b) feel a sense of belonging to the organization. c) look for solutions to improve working conditions. d) are delegated authority.
B
Employees in companies that have a social mission are typically highly motivated because: Question options: a) they want to avoid punishments and negative consequences. b) they get intrinsic rewards. c) they are given monetary incentives. d) their lower needs are fulfilled.
B
Which of the following is an element that must be in place before employees can be truly empowered to perform their jobs effectively? Question options: a) Information about employees' salary b) Knowledge and skills c) A centralized organizational hierarchy d) A fixed chain of command
B
According to Maslow's hierarchy of needs theory of motivation, the most basic human needs are: Question options: a) esteem needs. b) affiliation needs. c) physiological needs. d) safety needs.
C
According to the acquired needs theory, the need for power refers to the desire to: Question options: a) accomplish something difficult and attain a high standard for success. b) form close personal relationships and avoid conflict. c) influence or control others and have authority over others. d) master complex tasks and surpass others.
C
Conventional management approaches: Question options: a) appeal to an individual's "higher" needs. b) rely on intrinsic rewards to motivate subordinates. c) are based on controlling the behavior of people by manipulating their decisions. d) give subordinates more control over their work and the power to affect outcomes.
C
Empowerment refers to: Question options: a) the value of outcomes to the individual. b) satisfaction with work conditions. c) the delegation of authority to subordinates in the organization. d) incorporation of high-level motivators.
C
Fairmont Hotels & Resorts lets its best performing employees design their rewards. This is done to ensure that the rewards are valued by the employees and serve as further motivation. Fairmont Hotels & Resorts uses _____ theory to motivate its employees. Question options: a) equity b) job enlargement c) expectancy
C
Which of the following actions is an example of positive reinforcement? Question options: a) Withholding praise b) Reprimanding an employee c) Recommending a pay raise d) Avoiding negative statements
C
Which of the following is true of extrinsic rewards? Question options: a) They are under the control of an individual. b) They come from solving problems to benefit others. c) They are given by another person, typically a supervisor. d) They appeal to the "higher" needs of individuals.
C
Which of the following is true of the equity theory of motivation? Question options: a) Motivation depends on individuals' mental expectations about their ability to perform tasks and receive desired rewards. b) Behavior that is not reinforced with positive attention and rewards will gradually disappear. c) People will believe they are treated fairly if they perceive their rewards as equal to what others receive for similar contributions. d) If the outcomes that are available from high effort and good performance are not valued by an employee, motivation will be low.
C
According to Maslow's hierarchy of needs theory, the need for fringe benefits is an example of _____ needs. Question options: a) esteem b) belongingness c) self-actualization d) safety
D
Bonuses and praise are examples of the _____ approach to motivate people. Question options: a) intrinsic negative b) intrinsic positive c) extrinsic negative d) extrinsic positive
D
Organizations can motivate employees by creating an organizational environment that: Question options: a) is similar to the organization's competitors. b) improves the infrastructure. c) provides a horizontal organizational structure. d) helps them find true value in their work.
D
The basic assumption underlying behavior modification is the _____. Question options: a) law of initial values b) all-or-none law c) matching law d) law of effect
D
Which of the following statements is true of the carrot-and-stick approach to motivation? Question options: a) It focuses on long-term goals. b) It enables each person's success to be mutually enjoyed. c) It creates a culture of competition due to the presence of intrinsic rewards. d) It tends to focus on lower needs.
D
Which of the following theories of motivation is associated with the work of Victor Vroom? Question options: a) Acquired needs theory b) Two-factor theory c) Hierarchy of needs theory d) Expectancy theory
D
Which of the following theories proposes that people are motivated to seek fair rewards for performance? Question options: a) Herzberg's two-factor theory b) Acquired needs theory c) Expectancy theory d) Equity theory
D
_____ is the withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future. Question options: a) Punishment b) Negative reinforcement c) Positive reinforcement d) Extinction
D
_____ refers to a motivational approach that incorporates high-level motivators into the work. Question options: a) Job satisfaction b) Gainsharing c) Profit sharing d) Job enrichment
D
Hygiene factors fulfill high-level needs and include achievement, recognition, responsibility, and opportunity for growth. T/F
False
It is the behavior of coworkers that makes the biggest difference in whether people feel engaged at work. T/F
False
Job enrichment is a program that links at least a portion of employees' pay on the amount of skills they possess. T/F
False
When workers are not motivated to achieve organizational goals, the fault is often with the workers themselves. T/F
False
A fully engaged employee is one who cares deeply about the organization and actively seeks to serve the mission. T/F
True
Empowerment is power sharing, the delegation of power or authority to subordinates in the organization. T/F
True
Five elements must be in place before employees can be empowered to perform their jobs: information, knowledge, discretion, meaning, and rewards. T/F
True
People with a high need for achievement tend to enjoy work that is entrepreneurial and innovative. T/F
True
