Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
Chapter 10 - Motivating Employees
Than Wok emigrated from his war-torn country to the United States almost two years
ago. He recently found a job working on an assembly line at a major computer
manufacturer. Than left his friends and family behind when he came to the United States.
He is lonely and hopes that his fellow employees will accept him so that he can build
some lasting friendships. According to Maslow, Than wants to satisfy his:
A. physiological needs.
B. safety needs.
C. social needs.
D. self-actualization needs.
Feedback: Social needs include the need to feel accepted and become part of a group.
237. Although the overall unemployment rate during the past recession hovered between
9-10%, the unemployment rate for Millennials was much higher. As this generation
struggled to find employment, they were often compelled to continue to live with their
parents. Due to current economic concerns, this younger generation was struggling to
fulfill _____________________.
A. physiological needs
B. safety needs
C. esteem needs
D. self-actualization needs
Feedback: Physiological needs refer to the need for shelter and food, and other basic needs.
Due to the high unemployment of persons aged 20-25, many had to settle for living at home
with parents until they found suitable employment and could afford to live on their own.
10-90
254. While Maslow's research categorized a person's needs in terms of higher order and
lower order needs, Herzberg's research recognized that:
A. employees aspire to satisfy lower order needs at work and higher order needs through
other life activities.
B. certain work related factors satisfied higher order needs, while other work related
factors satisfied lower order needs.
C. the physical environment and general working conditions were of no consequence to
employees. These factors did not affect higher or lower order needs.
D. hygiene factors satisfied higher order needs and motivating factors satisfied lower
order needs.
Feedback: Figure 10.3 compares the theories of Herzberg and Maslow. Maslow categorized a
person's needs from lower order to higher order. Herzberg showed that certain work related
factors such as "interesting work" satisfied higher order needs such as esteem and self-
actualization needs, while other work related factors such as “safety" satisfied lower order
needs.
255.
Chapter 10 - Motivating Employees
10-91
According to Herzberg, which of the following groups of motivational factors would give
employees the most satisfaction?
A. A
B. B
C. C
D. D
Feedback: In reviewing Herzberg's ranking of motivational factors, interesting work, earned
recognition, and growth opportunity rank closer to the top of all motivational factors, as
compared to the others groups in this question. Job security, status, pay, friendly boss, and
safe conditions are considered hygiene factors that may cause some dissatisfaction if missing,
but do not necessarily motivate employees to work to their full potential.
256.
Chapter 10 - Motivating Employees
According to Herzberg, the difference between motivators and hygiene factors is:
A. motivators cause persons to work smarter, while hygiene factors cause people to work
harder.
B. hygiene factors make employees more enthusiastic about the work itself, whereas
motivators make employees enthusiastic about how many hours they have to work and
their next day off.
C. hygiene factors develop more loyalty from workers, while motivators make workers
enthusiastic about moving on to a different company.
D. overall, motivators related to greater job satisfaction, while hygiene factors made the
work place a satisfying place to thrive.
Feedback: Motivators make workers more enthusiastic about the job and also more
productive at the job. Hygiene factors may cause dissatisfaction if missing, but do not
necessarily motivate employees to do a better job.
257. Charlie, the CEO of Collier Chemical, likes to boast that his company offers the
highest salaries in the industry, has excellent working conditions, and has clear and
consistent company policies. Yet he admits his workforce is not highly motivated.
Herzberg's research suggests that Collier Chemical is having difficulty motivating its
employees because it focuses on:
A. interactive factors.
B. motivating factors.
C. altruistic factors.
D. hygiene factors.
Feedback: Herzberg classified pay, working conditions, and company policies as hygiene
factors. He noted that while the presence of these factors prevents employees from becoming
dissatisfied, they are not motivators.
10-93
258. JP Pharmaceuticals has redesigned many jobs to make the work more interesting and
challenging. The company encourages its employees to further their education by
reimbursing them up to $5,000 per year for tuition and related expenses. JP also
recognizes worker achievements at a company picnic each spring and a company party in
December. Talented employees are given promotions and added responsibilities. These
policies suggest that management at JP Pharmaceuticals is using the findings of:
A. Frederick Herzberg to increase worker motivation.
B. William Ouchi to implement a Theory Z approach to management.
C. Frederick Taylor to improve worker productivity through the principles of scientific
management.
D. Abraham Maslow to satisfy lower-order needs of employees.
Feedback: Frederick Herzberg's research determined that a sense of achievement, recognition,
and opportunities for growth and advancement were all important motivators.
259. ________ used the terms Theory X and Theory Y to describe different attitudes
managers have about employees.
A. Robert Colby
B. Elton Mayo
C. Douglas McGregor
D. Victor Vroom
260.
Chapter 10 - Motivating Employees
Douglas McGregor described two very different sets of managerial attitudes about
employees, which he called:
A. the positive view and the negative view.
B. the macro perspective and the micro perspective.
C. Theory X and Theory Y.
D. individualism and collectivism.
261. Theory ___ managers see employees as having a general dislike for work and an
unwillingness to accept responsibility.
A. A
B. X
C. Y
D. Z
262. Theory ____ assumes that the average person likes work, and has a relatively high
degree of imagination and creativity.
A. A
B. Alpha
C. X
D. Y
10-97
269. Theory Y managers would:
A. rely on monetary rewards to motivate employees.
B. assume that most employees dislike their jobs.
C. have confidence in the ability of employees to solve problems that arise during work.
D. believe that job enrichment would be an ineffective way to improve motivation
because it focuses too much on job content and not enough on working conditions.
Feedback: Theory Y assumes that most employees are capable of a relatively high degree of
imagination, creativity, and cleverness at solving problems.
270. Which of the following is a characteristic of Type J management?
A. lifetime employment
B. individual decision-making
C. rapid evaluation and promotion of employees
D. individual responsibility
Feedback: Type J is the term used by William Ouchi to describe the management approach
typically taken by Japanese firms. One characteristic of this approach is a commitment to
lifetime employment.
271.
Chapter 10 - Motivating Employees
Which of the following is a characteristic of Type A management?
A. lifetime employment
B. slow evaluation and promotion
C. non-specialized career path
D. individual decision-making
Feedback: Type A is the term William Ouchi used to describe the management approach that
is common among American firms. One characteristic of this approach is individual decision-
making.
272. An important criterion that helps to determine the type of management style [Type A,
J, or Z] that works best for firms is:
A. the education level of the workforce.
B. the marital and family status of the workforce.
C. the general culture that surrounds the firm.
D. the number of managers vs. the number of employees in the firm.
Feedback: William Ouchi found that the overall culture that surrounds a firm is an important
criterion when adopting Type A, Type J, or Type Z management styles.
