Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
True / False Questions
1. Money is the only real motivator.
2. Low performance is always attributable to low motivation.
3. Our motivation levels rise any time we face the challenge of a low
probability of success.
4. When instrumentality is high, the person believes: "I have the knowledge,
skills, and abilities to get the job done."
5. From a managerial perspective, valence beliefs point to the critical
importance of linking rewards directly to desired performance.
6. Instrumentality is the belief that a given level of performance will lead to
specific outcomes.
7. Once an employee experiences inequity, balance cannot be restored.
8. Research has found that those high in equity sensitivity are more input-
oriented.
9. With regard to great management, treating everyone the same is a great
recipe for mediocrity or worse.
10. The platinum rule states "Treat others how you wish them to treat you."
11. McClelland's motivation theory identifies human needs that may be
satisfied by power, affiliation, or achievement.
12. McClelland argues that a high need for affiliation can often be problematic
for managers.
13. McClelland's need for achievement is the drive to excel.
14. Alderfer's ERG theory demonstrates that more than one need may
motivate at the same time.
15. McGregor's Theory of X and Y acknowledges that if a higher-order need is
frustrated, an individual may regress to increase the satisfaction of a lower-order
need that appears easier to satisfy.
16. Maslow's highest order need is self-actualization.
17. The Job Characteristics Model of motivation has nine core dimensions.
18. According to the Job Characteristics Model, high skill variety assures low
absenteeism.
19. Insurance underwriters have a low Job Characteristics score on task
identity.
20. Artists enjoy very high task identity because they see their work through
from beginning to end.
21. Employees with a low growth need strength may be very content to work
in a relatively unenriched environment.
22. Establishing client relationships enhances task identity and task
significance.
23. SMART goals are specific, moderate, actionable, revised, and timely.
24. Behavior modification can create the conditions for game-playing and
suboptimization.
25. Setting a goal for a person to be creative is normally effective.
26. Goal-setting research indicates that a goal of "do your best" is no better
than having no goal at all.
27. A sense of outside pressure is increased when goals are made public.
28. The final step of behavior modification is developing and implementing an
intervention strategy.
29. The process of linking consequences with voluntary behaviors is referred
to as operant conditioning.
30. Behavior extinction occurs when an aversive consequence is added.
Multiple Choice Questions
31. Which of the following is a motivational myth?
32. AJ missed 20 free throws in last week's basketball game and his team lost
by three points. This week he has practiced free throws for two hours a day.
Expectancy theory explains this action as:
33. In the bucket analogy of motivation, key sources of motivation are:
34. When workers experience inequity, they:
When workers experience inequity, they take action to restore balance.
35. Workers make personal equity judgments based on:
