Chapter 6 - Motivation in Organizations
Multiple Choice Questions
Medi-Health’s CEO Paula Lawlor believes in motivating employees by
a) giving them responsibility over the whole organization.
b) holding them to target goals.
c) paying them a flat rate.
d) All of the above.
Answer b
Page 189
1.
2.
The concept of motivation is concerned with:
a) the drive, or energy behind human behavior.
b) the direction behavior takes.
c) how long people will persist at attempting to meet their goal.
d) all of the above.
Answer d
Page 190
3.
Arousal is critical to the process of motivation because it:
a) defines the direction our actions take.
b) is the drive behind our behavior to attain goals.
c) helps one to maintain the behavior needed to reach goals.
d) explains the value of equity theory.
Answer b
Page 190
4.
Bill is trying to get his first shift workers to stay on the job an extra two hours in order to meet a
production volume goal, because a snow storm has delayed the arrival of second shift. Bill is
concerned about the issue of:
a) motivation.
b) equity.
c) expectancy.
d) needs hierarchy.
Answer a
Page 190
5.
When a manager is thinking about motivating people and is considering the choices available,
he/she is considering the element of ____ in motivation.
a) arousal
b) direction
c) maintenance
d) need
Answer b
Page 190
6.
____ describes the duration of motivation, how long people will persist in seeking to meet their
goals.
a) Arousal
b) Drive
c) Maintenance
d) Need
Answer c
Page 190
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7.
When speaking of motivation, it is apparent that:
a) the term motivation is synonymous with job performance.
b) single factors play the most important part in motivating an individual employee.
c) if arousal is high, direction is low, and maintenance is high, employees will only be moderately
motivated.
d) motivation is just one predictor of job performance.
Answer d
Page 191
8.
When managers think about motivation there are three keys they should consider, such as:
a) people generally have one simple motive to their behavior.
b) employees can have several motives at the same time and they can be in conflict.
c) highly motivated workers always also are high performers.
d) money is a key motivator, the primary mover of human behavior.
Answer b
Page 191
9.
The best known theory of motivation is:
a) Alderfer’s ERG.
b) Maslow Need Hierarchy Theory.
c) Adams Expectancy Theory.
d) Locke and Latham’s Path-Goal Theory.
Answer b
Page 192
Maslow’s needs hierarchy theory came from his work in:
a) organizational behavior.
b) leadership theory.
c) clinical psychology.
d) organizational change.
Answer c
Page 192
10.
11.
A business owner is considering offering free lunches if employees work through their lunch
hour, membership at a local health club to help employees manage their job stress, and a living wage
base salary. This business owner is at what level of the need hierarchy?
a) Self-actualization needs
b) Self-esteem needs
c) Safety needs
d) Physiological needs
Answer d
Page 192
In Maslow’s hierarchy once a person’s physiological needs are met, the next need level is:
a) self-actualization needs.
b) self-esteem needs.
c) safety needs.
d) physiological needs.
Answer c
Page 192
12.
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Part 3 - The Individual in the Organization
13.
A company that encourages team sports among employees is emphasizing what level of need
according Maslow’s need hierarchy?
a) Self-actualization needs
b) Self-esteem needs
c) Safety needs
d) Social needs
Answer d
Page 193
14.
According to Maslow, employees are concerned about their social needs only after they have
satisfied their:
a) self-actualization needs.
b) self-esteem needs.
c) safety needs.
d) physiological needs.
Answer c
Page 193
In Maslow’s need hierarchy, the ____ need is not a deficiency-based need.
a) safety
b) social
c) self-actualization
d) physiological
Answer c
Page 193
15.
Maslow’s ____ need refers to an individual’s need for self-respect and the approval of others.
a) safety
b) social
c) self-actualization
d) self-esteem
Answer d
Page 193
16.
17.
A company that gives banquets, nonmonetary awards for ideas, and special perks for
performance is stressing the ___ need level in Maslow’s hierarchy.
a) self-actualization
b) social
c) self-esteem
d) safety
Answer c
Page 193
18.
In Maslow's needs hierarchy theory ___ is a growth need.
a) safety
b) social
c) self-esteem
d) physiological
Answer c
Page 193
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Chapter 6 Motivation in Organizations
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19.
Research on Maslow's needs hierarchy theory supports:
a) the distinction between deficiency needs and growth needs.
b) his proposed order of need activation.
c) the existence of the five basic needs.
d) none of these.
Answer a
Page 193
In response to the criticisms of Maslow’s hierarchy, ____ was proposed.
a) Adams’ equity theory
b) Alderfer’s ERG
c) Locke and Latham’s goal-setting theory
d) expectancy theory
Answer b
Page 194
20.
Maslow’s ____ need corresponds to Alderfer’s ____ need.
a) safety; growth
b) social; relatedness
c) self-actualization; existence
d) physiological; growth
Answer b
Page 194
21.
In Alderfer’s ERG theory:
a) needs are not hierarchical.
b) he agrees with the basic need categories Maslow uses.
c) growth is the highest level of need.
d) all of the above are true.
Answer a
Page 194
22.
23.
Compared to Maslow's needs hierarchy theory, Alderfer's ERG theory:
a) is more widely accepted.
b) does not have the support of existing research.
c) reverse the order of needs.
d) agrees that satisfying human needs motivates behavior.
Answer d
Page 195
24.
In applying needs theory in management, one thing a company could do is to:
a) assign difficult but achievable performance goals.
b) present information about outcomes in a thorough and sensitive manner.
c) establish client/employee relationships.
d) promote a healthy workforce.
Answer d
Page 195
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If a company gave insurance rebates to employees with healthy lifestyles, they’d be addressing
their:
a) physiological needs.
b) social needs.
c) esteem needs.
d) self-actualization needs.
Answer a
Page 195
25.
26.
A company has to lay off employees. The offering of outplacement services is one way for them
to meet the employees’ ___ needs.
a) physiological
b) social
c) esteem
d) safety
Answer d
Page 195
27.
A firm implements family fun days at a local theme park, sponsors an employee choir, and
encourages a fun attitude at work by having theme days. This firm is seeking to meet employees’
____ needs.
a) physiological
b) social
c) esteem
d) safety
Answer b
Page 195
28.
When companies give awards for improving customer satisfaction or some other process, they
are striving to meet employees’ ____ needs.
a) self-actualization
b) social
c) esteem
d) safety
Answer c
Page 196
29.
According to Locke and Latham's goal setting theory, an assigned goal serves as a motivator
because:
a) of the additional fear element present over the possibility of displeasing the boss.
b) it provides information about how well one is performing a task.
c) of the requirement of acceptance of the assigned goal as a personal goal.
d) it influences the individual’s self-efficacy positively.
Answer d
Page 196
30.
Goal-setting theory is closely tied to the self-management concept of:
a) self-monitoring.
b) self-efficacy.
c) self-esteem.
d) none of the above.
Answer b
Page 196
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Chapter 6 Motivation in Organizations
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31.
The best established finding about goal-setting is that:
a) employees resist goals they don’t have a part in setting.
b) the more impossible the goal the better the performance.
c) several incremental goals are less motivating than one major goal.
d) performance increases with specific assigned goals.
Answer d
Page 197
32.
Studies of goal setting show that:
a) general goals lead to better performance than specific goals.
b) feedback is unnecessary when goal setting is used.
c) goal setting also reduces absenteeism and industrial accidents.
d) goals should be almost impossible to achieve to motivate maximum performance.
Answer c
Page 198
33.
Research has shown that people will work at the highest level when performance goals are:
a) very easy and general in nature.
b) moderate in difficulty and specific.
c) extremely difficult but general in nature.
d) easy but very specific.
Answer b
Page 198
34.
To help strengthen employee commitment to goals, an organization should:
a) involve employees in the goal-setting process.
b) set the highest possible goals.
c) provide feedback about performance.
d) provide monetary incentives along with specific goals.
Answer a
Page 200
35.
Research on feedback and goal setting has shown that job performance is:
a) enhanced more by feedback than by goal setting.
b) enhanced more by goal setting than by feedback.
c) enhanced most when feedback and goal setting are used together.
d) not affected by feedback when goal setting is used.
Answer c
Page 200
36.
Organizational justice view motivation in terms of:
a) the social comparisons people make of themselves to others.
b) the legality of management and employee behavior.
c) happy, satisfied employees are more motivated to produce quality products.
d) organizational personality.
Answer a
Page 201
37.
The perceived fairness of the interpersonal treatment received by others is referred to as:
a) procedural justice.
b) distributive justice.
c) interactional justice.
d) none of the above.
Answer c
Page 201
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Part 3 - The Individual in the Organization
38.
The key to equity theory is the:
a) outcomes the employee receives for his/her effort.
b) employee’s perception regarding the balance of outcome to input.
c) employee’s commitment to the job and company.
d) employee’s inputs.
Answer b
Page 202
39.
According to equity theory, if Sam believes that the ratio of his outcomes/inputs is greater than
the ratio of Joe's outcomes/inputs, then Sam will:
a) experience guilt.
b) lower his inputs.
c) raise his outcomes.
d) experience anger.
Answer a
Page 203
40.
According to equity theory, an underpaid person might do which of the following?
a) Ask for a raise.
b) Steal from the company.
c) Work less hard.
d) All of these.
Answer d
Page 203
41.
Workers who perceive inequity but are unwilling to change their inputs may address the problem
by:
a) asking for a raise.
b) changing the way they think about the situation.
c) taking a second job to earn more money.
d) reducing their outcomes.
Answer b
Page 203
42.
Research on employees actions to redress inequities shows that:
a) they generally will not take behavioral action.
b) most employees respond by changing the way they think about the situation.
c) some employees with file a grievance or lawsuit.
d) they will respond in accordance to how equity theory says they will.
Answer d
Page 204
43.
William is concerned about the fairness of the way organizational decisions are being made
regarding who will be laid off. William’s concern is over:
a) the valance of the decision.
b) procedural justice.
c) an issue of inequity.
d) the instrumentality of the decision.
Answer b
Page 204
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Chapter 6 Motivation in Organizations
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44.
One way to make organizational decisions seem more fair is to:
a) give people a say in how decisions are made.
b) provide informational justification of any decision.
c) show social sensitivity in the announcement of the decision.
d) use the least painful instrumentality possible for implementation of the decision.
Answer a
Page 204
45.
When employees are concerned about how they are treated in the making and implementation of
a decision they are focusing on ____ justice.
a) procedural
b) motivational
c) political
d) interactional
Answer d
Page 205
46.
The two major factors that contribute to interpersonal justice are:
a) expectancy and instrumentality.
b) informational justification and social sensitivity.
c) role perceptions and normative judgements.
d) informational justification and instrumentality.
Answer b
Page 205
47.
In general, two-tiered wage structures:
a) permit firms to pay higher wages to new workers.
b) are acceptable as equitable if based on objective criteria.
c) are considered inequitable by employees regardless of criteria.
d) permit firms to lower their overall compensations costs by paying experienced people less.
Answer c
Page 205
48.
In equity theory:
a) is as bad to overpay employees as to underpay.
b) underpayment can be justified to employees.
c) it is better to overpay than underpay.
d) only the top 10% of employees are sensitive to the issue of overpayment or underpayment.
Answer a
Page 206
49.
Equity theory suggests that managers should:
a) avoid underpaying employees.
b) avoid overpaying employees.
c) present information about outcomes in a sensitive manner.
d) include those affected by a decision in the making of it.
Answer b
Page 206
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Part 3 - The Individual in the Organization
50.
According to expectancy theory, the belief that good performance will be rewarded is known as:
a) instrumentality.
b) expectancy.
c) valence.
d) procedural justice.
Answer a
Page 207
51.
In expectancy theory, _____ is the belief that high amounts of effort will lead to good
performance.
a) instrumentality
b) expectancy
c) valence
d) procedural justice.
Answer b
Page 207
52.
If a worker believes that his/her effort will result in excellent performance, that the reward is one
the worker values, but the worker does not expect that his/her individual performance will be
rewarded, then according to expectancy theory the worker’s motivation will be:
a) moderate.
b) high.
c) low.
d) zero.
Answer d
Page 208
53.
____ are what employees believe is expected of them and they significantly influences job
performance, according to expectancy theory.
a) Procedural justice
b) Role perceptions
c) Critical psychological states
d) Normative judgments
Answer b
Page 209
54.
In expectancy theory ________ recognizes that employees may perform at low levels if their
opportunities are limited
a) role perceptions
b) valence
c) opportunities to perform
d) instrumentality
Answer c
Page 209
55.
The expectancy theory suggests that motivation may be enhanced by
a) administering low-valence rewards to employees.
b) providing all employees with the same rewards.
c) implementing a pay for performance plan.
d) eliminating instrumentality.
Answer c
Page 209
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Chapter 6 Motivation in Organizations
97
56.
In an effort to apply expectancy theory, a company requires supervisors to orient new employees,
set goals with all employees and regularly communicate with employees. This is an example of:
a) a pay-for-performance plan.
b) clarifying people’s expectancies.
c) establishing a cafeteria-style benefit plan.
d) an opportunity to perform.
Answer b
Page 209
57.
A company wants to clearly link valued rewards to the job performances needed to attain them.
To do so they should:
a) design jobs so as to make the desired performance more attainable.
b) institute a pay-for-performance plan, paying for meritorious work.
c) establish a cafeteria-style benefit plan that will allow workers to select the fringe benefits they
most value.
d) do none of these.
Answer d
Page 210
58.
Job design involves a number of techniques. If a job is redesigned by adding different jobs but
not increasing responsibility or the number of skills needed, a job has been:
a) vertically loaded.
b) enriched.
c) psychologically adjusted.
d) horizontally loaded.
Answer d
Page 213
59.
According to one research study, employees in a large financial services company who had their
jobs enlarged improved their performance:
a) and overall company performance improved.
b) but the rate of employee error increased a year later.
c) and job satisfaction remained unchanged.
d) but organizational commitment decreased.
Answer b
Page 213
60.
To enrich a job, an employer might:
a) allow employees to decide how to do their jobs.
b) increase the number of tasks without increasing responsibilities.
c) horizontally load the job.
d) do all of the above.
Answer a
Page 213
61.
While somewhat popular, job enrichment programs have a number of limitations including:
a) generally poor/weak job performance results.
b) poor acceptance by upper management.
c) a dramatic increase in compensation costs.
d) lack of employee acceptance.
Answer d
Page 214
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Part 3 - The Individual in the Organization
62.
The job characteristics model expands on which element of job redesign?
a) critical psychological states
b) job enlargement
c) job enrichment
d) job expectancy
Answer c
Page 214
63.
According to the job characteristics model, a task's experienced meaningfulness is determined
by:
a) task significance.
b) feedback.
c) autonomy.
d) skill variety.
Answer a
Page 215
64.
Jessica is trying to increase the freedom and discretion that employees have in scheduling and
planning their work. In terms of JCM, Jessica is trying to increase:
a) task significance.
b) autonomy.
c) task identify
d) skill variety.
Answer b
Page 215
65.
The skill variety, task identity, and task significance together create the critical psychological
state of:
a) personal responsibility
b) accountability
c) experienced meaningfulness.
d) knowledge of results
Answer c
Page 215
66.
Supervisors at the Johnson Corp. help introduce a work motivation program based on providing
continuous informal and formal feedback. This action addresses the critical psychological state of:
a) personal responsibility
b) accountability
c) experienced meaningfulness.
d) knowledge of results
Answer d
Page 215
67.
The job characteristics model is especially effective in describing the behavior of workers who
are high in:
a) self-actualization.
b) self-monitoring.
c) instrumentality.
d) growth need strength.
Answer d
Page 216
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Chapter 6 Motivation in Organizations
99
68.
In calculating a job's MPS score, which two core job dimensions are the most important?
a) Autonomy and task significance
b) Skill variety and task identity
c) Autonomy and feedback
d) Task identity and autonomy
Answer c
Page 217
69.
The Motivating Potential Score (MPS) is:
a) a summary index of how motivated employees are.
b) a score for how successful a company has been at motivating employees.
c) a summary index of a job's potential for motivating people.
d) none of these.
Answer c
Page 217
70.
Establishing client relationships can enhance the core job dimension of:
a) autonomy.
b) skill variety.
c) task identity.
d) feedback.
Answer d
Page 218
71.
Managers can increase employee motivation by giving them more responsibility and control.
This is done by:
a) loading jobs vertically.
b) enlarging jobs.
c) loading jobs horizontally.
d) increasing feedback and task significance.
Answer a
Page 218
72.
To make autonomy on the job work companies need to:
a) hire the right people.
b) select people with a high growth need.
c) require high performance and reward it.
d) to do all of these things.
Answer d
Page 218
Mini-Case Questions
Table 6.1
Shue-Fan is surprised at the amount of motivational energy her recent ‘pep-talk’ seems to have created in
her staff. They seem to be very concerned about making her happy and making a good impression on her.
As she ponders their reaction, she concludes that her emphasis on helping her employees develop their
potential is really paying off. An employee approaches her and asks if their team could create a team Tshirt and wear it on casual dress day. Shue-Fan agrees. Finally, Shue-Fan decides the company ought to
do more to recognize employee accomplishments, so she proposes a company-wide recognition/awards
program.
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100
Part 3 - The Individual in the Organization
73.
Refer to Table 6.1. Shue-Fan is surprised by the motivational element of:
a) arousal.
b) direction.
c) maintenance.
d) performance.
Answer a
Page 190
Refer to Table 6.1. Shue-Fan’s emphasis focuses on which level of Alderfer’s hierarchy?
a) Existence
b) Relatedness
c) Growth
d) Safety
Answer c
Page 194
74.
Refer to Table 6.1. The employee’s request is an example of the desire to meet:
a) existence needs.
b) relatedness needs.
c) growth needs.
d) self-esteem needs.
Answer b
Page 194
75.
Table 6.2
John is working on his department’s annual plan. Employee performance has been okay and commitment
to his department’s goals moderate. In the past John has asked his employees to do their best. This year
he is asking each employee to work with him in determining exactly what that employee is going to
accomplish this year. John wants his people to feel the goals are theirs, to invest in their accomplishment.
He wants them to believe that they can accomplish these goals. He thinks he can help this whole process
by meeting with each employee quarterly and talking about where the department is and where the
employee is in regards to goal accomplishment.
76.
Refer to Table 6.2. In the past what principle of goal-setting did John violate?
a) Goal commitment
b) Assigning specific goals
c) Setting difficult but acceptable goals
d) Providing feedback on goal attainment
Answer b
Page 197
Refer to Table 6.2. John’s concern about his people’s believing they can accomplish the goals is
a concern over:
a) goal commitment.
b) how goals are assigned.
c) the setting of difficult but acceptable goals.
d) how to provide feedback on goal attainment.
Answer a
Page 197
77.
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Chapter 6 Motivation in Organizations
101
Refer to Table 6.2. John’s new goal-setting plan is building on which goal-setting principle?
a) Goal commitment
b) Assigning specific goals
c) Setting difficult but acceptable goals
d) Providing feedback on goal attainment
Answer c
Page 198
78.
Table 6.3
Randy, Marvin, and Mary Virginia sell for Made-for-You. As they are having lunch together Randy
discovers that he is receiving a higher commission rate than Marvin or Mary Virginia. When he excuses
himself Marvin and Mary Virginia start talking about how Randy sells less than they do, has higher
expenses, and has less time with the company than they do. They are doing a slow burn by the time
Randy returns to the table.
79.
Refer to Table 6.3. In this case it appears that Randy is in a state of:
a) equitable payment.
b) valence.
c) underpayment inequity.
d) overpayment inequity.
Answer d
Page 203
80.
Refer to Table 6.3. Mary Virginia, in comparison to Randy, may be in the state of:
a) equitable payment.
b) low instrumentality.
c) underpayment inequity.
d) overpayment inequity.
Answer c
Page 203
Refer to Table 6.3. What is Randy’s likely future behavior based on his discovery?
a) He’ll work less hard seeing there is little connection between performance and pay in his
company.
b) He may adjust his thinking to the point of rationalizing why he should receive the higher pay.
c) He’ll be angry.
d) He’ll do nothing but collect his check.
Answer b
Page 205, Table 6.1
81.
Table 6.4
The production department is implementing a job design program. Alfonso has been given the
responsibility. Leading a team of managers and hourly employees, Alfonso is to come up with the best
way to implement the program. As techniques are discussed it appears that the workers are reluctant to
accept management’s push to give each employee more tasks to perform while not increasing
responsibility or the need task skills. The hourly workers want more control over their jobs and greater
responsibilities. Alfonso explains they still need to determine what elements need to be enriched for the
program to work. He further explains that employees have reported through an organizational survey that
their first desire is to experience meaningfulness in their jobs, and they don’t really want increased
responsibility and accountability, feeling it will add too much stress to their jobs.
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102
Part 3 - The Individual in the Organization
82.
Refer to Table 6.4. Management wants what type of job design program?
a) Job enlargement
b) Vertical job loading
c) Job enrichment
d) Job characteristics model approach
Answer a
Page 213
83.
Refer to Table 6.4. The hourly workers are favoring what type of job design program?
a) Job enlargement
b) Vertical job loading
c) Job enrichment
d) Job characteristics model approach
Answer c
Page 213
84.
Refer to Table 6.4. Based on the employee survey, which job dimensions should the group focus
on enriching?
a) Autonomy
b) Task identity
c) Feedback
d) None of the above
Answer b
Page 214
85.
Refer to Table 6.4. Based on the employee survey, not the opinion of the employees on the
committee, which job dimensions should the group not enrich?
a) Skill variety
b) Task identity
c) Autonomy
d) All of the above
Answer c
Page 215
True/False Questions
86.
If individual arousal and direction are strong enough the lack of a maintenance step in the
motivation process will not decrease individual motivation.
Answer F
Page 190
It was Maslow’s belief that if deficiency needs are not met, individual will fail to develop into a
healthy person, both physically and psychologically.
Answer T
Page 193
87.
Recognizing employees’ accomplishments within the work environment is one way managers
can meet their esteem needs.
Answer T
Page 193
88.
89.
Jobs that provide tenure (such as teaching) and no-layoff agreements provide a psychological
security blanket that helps satisfy esteem needs.
Answer F
Page 193
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Chapter 6 Motivation in Organizations
103
90.
Research shows that most people can satisfy their higher order needs on the job.
Answer F
Page 194
91.
Alderfer’s growth needs correspond to Maslow’s esteem and self-actualization needs.
Answer T
Page 194
92.
Goal-setting theory argues that goal commitment is the primary influence on task performance.
Answer F
Page 197
Although there is a great need for on-site child care facilities, only 11% of today’s companies
offer them.
Answer T
Page 198
93.
94.
Feedback to employees is very important to enhancing employee motivation for goal attainment.
Answer T
Page 200
95.
Organizational justice is a system or organization based theory of motivation that focuses on the
fairness of organizational acts.
Answer F
Page 201
96.
In equity theory inputs are what employees get out of their jobs in terms of financial and
nonfinancial rewards.
Answer F
Page 202
97.
If an employee is overpaid a likely reaction on his/her part, in terms of equity theory, will be
guilt.
Answer T
Page 203
98.
Procedural justice is the perceived fairness of the processes by which organizational decisions
are made.
Answer T
Page 204
99.
It is better in terms of employee motivation and benefits to the company to overpay employees
than it is to underpay them.
Answer F
Page 206
100.
Generally speaking, a superior’s pay should not be revealed to subordinates because inequitable
feelings may result.
Answer F
Page 206
101. The valence of a reward is its relevance to the employee.
Answer T
Page 207
102. It employees believe that hard work will lead to good performance and that they will receive low
valence rewards according to their performance, then they will most likely feel highly motivated.
Answer F
Page 208
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Part 3 - The Individual in the Organization
103. Expectancy theory is well documented and widely accepted in all aspects of its content.
Answer F
Page 209
104. A recent survey found that only 25% of employees see any type of clear link between good job
performance and pay raises.
Answer T
Page 210
105. Generally speaking the only types of rewards that motivate employees are monetary.
Answer F
Page 212
106. The job enrichment process is said to increase a position’s horizontal job loading.
Answer F
Page 213
107. A study in South Africa of the affects of using the Job Characteristics Model in job redesign
showed increased employee motivation, decreased absenteeism, but it had no real effect on
productivity.
Answer T
Page 217
108. When employers combine jobs enabling workers to perform the entire job they are enhancing skill
variety and task identity.
Answer T
Page 219
109. Worker autonomy is the one element of the JCM that always motivates all workers.
Answer F
Page 218
Essay Questions
Major essay
110. Explain Maslow’s needs hierarchy, identifying and explaining the needs in proper order, and
offering a critique of his theory.
Answer - Maslow’s hierarchy has five sequential levels. Needs are met at the lowest level first,
progressing to the highest level. The first three needs are deficiency needs, people need these things
because they are lacking them. Physiological needs are the most basic needs--fundamental biological
drives. Safety needs relate to the need for a secure environment, safe from threats of physical or
psychological harm. Social needs are belonging, or affiliation needs, to have friends, be loved, etc.
The last two needs are growth needs. People need or want these in order to develop more fully.
Esteem needs relate to self-respect and the need for approval by others. Self-actualization needs are
the highest level of need and refer to self-fulfillment, development to the fullest of one’s potential.
Research support the two broad categories, deficiency and growth needs but little else. Higher order
needs are often not satisfied on the job. Needs are necessarily sequential and the specific five needs
are supported as research doesn’t show only five basic needs categories.
Pages 192-194
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Chapter 6 Motivation in Organizations
105
111. Offer four ways that a manager could use needs theories in motivating employees.
Answer - If managers can help their employees reach the higher level of needs, they will be more
satisfied and productive. Companies can do this by: promoting healthy lifestyles, providing financial
security, providing opportunities to socialize, and recognizing employee accomplishments. The
rewarding needs to be done carefully. In that only the desired behaviors should be rewarded.
Managers must remember that the effects of rewards wear off over time. And, finally, the rewards
need to be meaningful to the employees.
Pages 195-196
112. How can a manager effectively use goal-setting theory to manage performance?
Answer - Locke and Latham's goal-setting theory holds that goals serve as motivators because they
cause people to compare their present capacity to perform with that which is needed to succeed at the
goals. They also believe that assigned goals become personal goals. People develop goal
commitment. Finally, both self-efficacy and personal goals influence task performance. Managers
can use this theory by following a few guidelines for setting effective performance goals. 1) Assign
specific goals. People perform at higher levels when asked to meet a specific high-performance goal.
2) Assign difficult but acceptable performance goals. A goal must be difficult and specific in order to
raise performance. 3) Provide feedback concerning goal attainment. See Figure 6-7, page 197.
Pages 196-200
113. Discuss equity theory and how managers may use it to motivate employee performance.
Answer - This is an individual-based theory that adds a social component-- the social comparisons
people make, comparing themselves to others. Adams' Equity Theory proposes that people focus on
two variables, outcomes and inputs. Outcomes - what people get out of their jobs; pay, fringe
benefits, prestige, etc. Inputs - the contributions that people make to their jobs; time worked, effort
expended, units produced, and qualifications brought. Based on these variables, individuals compare
themselves to others, checking for equity. They see one of three states; overpayment inequity,
underpayment inequity, or equitable payment. See Figure 6-11, page 202. Managers can try a number
of techniques for using it to motivate employees. 1) Avoid underpayment. A classic example of this
is the two-tier wage system. 2) Avoid overpayment. The benefits are temporary. People begin to
think they deserve it. Other employees resent it. 3) Present information about outcomes and inputs
thoroughly and with social sensitivity.
Pages 201-207
114. Identify the five core job dimensions identified by the job characteristics model, and then offer
some tips for applying the job characteristics model.
Answer - There are five critical job dimensions. 1) Skill variety - the degree to which the job
requires different activities requiring different skills. 2) Task identity - the extent to which a job
requires completing a whole piece of work, from beginning to end. 3) Task significance - is the
degree of impact the job is believed to have on others. 4) Autonomy - how free the employee is to
plan, to schedule, and to carry out the work as desired. 5) Feedback - does the job allow people to
receive information about the effectiveness of their performance? See Figure 6-18, page 217. A
manager can develop or change each element to fit the needs of an employee. Skill variety, task
identity, and task significance all contribute to a task’s experienced meaningfulness. Autonomy
contributes to people’s feeling personally responsible and accountable. Feedback lets employees
have knowledge of the results of their work. This manipulation or change will affect the five critical
psychological states identified by the model; feelings of motivation, the quality of work performed,
satisfaction with work, absenteeism, and turnover. This model is especially effective with people
who are high in growth need strength. When the core job dimensions and their associated
psychological reactions are in proper relationship, motivation is at its peak. That relationship can be
assessed through a Job Diagnosis Survey (JDS).
Pages 214-218
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106
Part 3 - The Individual in the Organization
Short essay
115. Describe the term motivation and its impact on job performance.
Answer - Motivation is the set of processes that arouse, direct, and maintain human behavior toward
a training some goal. It is different than arousal--the drive or energy behind action, direction--the
choices people make, or maintenance--the persistence of the behavior, which are elements of
motivation. Remember that motivation and job performance are not synonyms. Also, motivation is
multi-faceted; people have several different motives operating at one time.
Pages 190-191
116. How does Alderfer’s ERG approach differ from Maslow’s needs hierarchy theory?
Answer - Alderfer's ERG Theory is offered as a simpler alternative. There are only three levels, and
they are not necessarily hierarchical. The three levels are; 1) existence which corresponds to
Maslow's physiological and safety, 2) relatedness which corresponds to Maslow's social, and 3)
growth which corresponds to Maslow's esteem and self-actualization. See Figure 6-3, page 192.
Page 192-195
117. Discuss Locke and Latham’s goal-setting theory.
Answer - The basic idea is that goals serve as motivators because they cause people to compare their
present capacity to perform with that which is needed to succeed at the goals. They also believe that
assigned goals become personal goals. People develop goal commitment. Finally, both self-efficacy
and personal goals influence task performance.
Page 196-197
118. Define expectancy theory and discuss its three basic elements.
Answer - Expectancy theory is built on three core beliefs; 1) expectancy, the belief that effort results
in performance, 2) instrumentality, the belief that performance will be rewarded and 3) valence, that
the rewards are valued by the recipient. Performance needs to be instrumental in bringing rewards.
Motivation comes from the interplay of the three beliefs. See Figure 6-14, page 207.
Page 207-208
119. Describe job enrichment and job enlargement and why a manager would do one or the other.
Answer - Job enlargement - increasing the number of tasks at the same level. It is also known as
horizontal job loading. Job enrichment - increasing the number of higher level tasks, or vertical job
loading. Both seem to improve job performance, but job enrichment seems to have a longer-lasting
effect. Job enrichment programs have met with some resistance due to; the difficulty of
implementation, a lack of employee acceptance, and the need to tie compensation to enrichment to be
completely effective.
Page 213
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