Chapter 5
Motivation
1. Motivation originates from within an individual.
2. High expectations sometimes make it difficult for achievement-oriented managers to delegate
effectively.
3. People with power motives work better when they are complimented for their favorable
attitudes and cooperation.
4. Managers with strong needs for affiliation are always the most effective.
5. Power-motivated people make excellent managers if their drives are for personal power rather
than institutional power.
6. The theories of Maslow, Herzberg, and Alderfer build on the distinction between primary and
secondary needs.
7. Giving more of the same reward can have a diminishing impact on motivation.
8. According to Maslow’s hierarchy of needs, the lower-order needs do not have to be satisfied
for employees to move on to the high-order needs.
9. Herzberg’s theory of motivation is universally applicable.
10. According to Alderfer’s E-R-G model, pay, physical working conditions, and job security
can all address growth needs.
11. Content theories argue that external consequences tend to determine behavior.
12. Negative reinforcement occurs when behavior is accompanied by removal of an unfavorable
consequence.
13. Continuous reinforcement may be desirable in some instances to encourage quick learning.
14. Learning is slower with continuous reinforcement than with partial reinforcement.
15. Self-efficacy can be judged either on a specific task or across a variety of performance
duties.
16. Self-generated feedback has little motivational value.
17. Instrumentality refers to the strength of a person’s preference for receiving a reward.
18. If both expectancy and instrumentality are low, then motivation will be weak even if the
reward has high valence.
19. A complex incentive is often more motivating than a simple one.
20. Equity sensitivity suggests that individuals have similar preferences for equity.
1. _____ is a drive some people have to pursue and attain challenging goals.
A) Achievement motivation
B) Experience motivation
C) Affiliation motivation
D) Power motivation
2. Fiona is a manager in a software firm who finds it difficult to delegate effectively. Her
subordinates find it difficult to satisfy her high demands. Which of the following statements best
describes Fiona?
A) She is an affiliation-oriented manager.
B) She is a power-oriented manager.
C) She is an achievement-oriented manager.
D) She is an experience-oriented manager.
3. _____ is a drive to relate to people on a social basis—to work with compatible people and
experience a sense of community.
A) Achievement motivation
B) Affiliation motivation
C) Experience motivation
D) Power motivation
4. Affiliation-oriented managers may have difficulty in _____.
A) assigning challenging tasks
B) directing work activities
C) monitoring work effectiveness
D) all of the above
5. _____ is a drive to influence people, take control, and change situations.
A) Affiliation motivation
B) Power motivation
C) Experience motivation
D) Achievement motivation
6. Which of the following is a primary need?
A) Competitiveness
B) Self-esteem
C) Sleep
D) Respect
7. Which of the following is a secondary need?
A) Competitiveness
B) Food and water
C) Sleep
D) None of the above
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written consent of McGraw-Hill Education.
Page: 120
Difficulty: Easy
8. Which of the following is classified as a lower-order need in Maslow’s hierarchy of needs?
A) A sense of belonging
B) The social environment at work
C) A safe work environment
D) A feeling of self-actualization
9. Which of the following is classified as a higher-order need in Maslow’s hierarchy of needs?
A) A safe work environment
B) Being loved
C) A comfortable retirement plan
D) Need for food, air, and water
10. Which of the following is the last level of human needs in Maslow’s theory of motivation?
A) Belonging and social needs
B) Physiological needs
C) Self-actualization and fulfillment needs
D) Safety and security needs
11. All of the following are examples of extrinsic motivators EXCEPT _____.
A) retirement plans
B) health insurance
C) vacations
D) recognition
12. Under the E-R-G model, employees are initially interested in satisfying their _____ needs.
A) growth
B) relatedness
C) existence
D) none of the above
13. In Alderfer’s E-R-G model, the _____ need involves the desire for self-esteem and self-
actualization.
A) existence
B) relatedness
C) growth
D) experience
14. Which of the following statements is true of OB Mod?
A) It states that internal needs lead to behavior.
B) It states that external consequences tend to determine behavior.
C) It places the least degree of control in the hands of the manager.
D) It is based on the idea that behavior is independent of its consequences.
15. _____ provides a favorable consequence that encourages repetition of a behavior.
A) Power motivation
B) Affiliation motivation
C) Positive reinforcement
D) Negative reinforcement
16. _____ is a systematic and progressive application of positive reinforcement.
A) Scaling
B) Extinction
C) Expansion
D) Shaping
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written consent of McGraw-Hill Education.
Difficulty: Easy
17. _____ occurs when behavior is accompanied by removal of an unfavorable consequence.
A) Power motivation
B) Affiliation motivation
C) Positive reinforcement
D) Negative reinforcement
18. _____ is the administration of an unfavorable consequence that discourages a certain
behavior.
A) Punishment
B) Extinction
C) Positive reinforcement
D) Negative reinforcement
19. _____ is the withholding of significant positive consequences that were previously provided
for a desirable behavior.
A) Positive reinforcement
B) Shaping
C) Extinction
D) Negative reinforcement
20. _____ occurs when reinforcement accompanies each correct behavior by an employee.
A) Shaping
B) Extinction
C) Partial reinforcement
D) Continuous reinforcement
21. _____ occurs when only some of the correct behaviors are reinforced—either after a certain
time or after a number of correct responses.
A) Continuous reinforcement
B) Partial reinforcement
C) Extinction
D) Shaping
22. _____ is an internal belief regarding one’s job-related capabilities and competencies.
A) Self-esteem
B) Self-efficacy
C) Self-concept
D) Self-integrity
23. According to the expectancy model, motivation = _____.
A) valence × expectancy/instrumentality
B) valence × expectancy × instrumentality
C) valence/expectancy × instrumentality
D) valence/expectancy/instrumentality
24. _____ refers to the strength of a person’s preference for receiving a reward.
A) Shaping
B) Expectancy
C) Valence
D) Instrumentality
25. _____ is the strength of belief that one’s work-related effort will result in completion of a
task.
A) Shaping
B) Expectancy
C) Valence
D) Instrumentality
26. _____ represents the employee’s belief that a reward will be received once the task is
accomplished.
A) Shaping
B) Expectancy
C) Valence
D) Instrumentality
27. Cathy feels that no matter how much effort she puts, she will never be able to submit her
report on time. Hence, she does not want to work hard on her report. This indicates that her
valence is closer to _____.
A) 1
B) 0
C) -1
D) none of the above
28. The expectancy model depends on the employee’s perception of the relationship between all
of the following EXCEPT _____.
A) performance
B) effort
C) reward
D) status
29. According to the equity theory by J. Stacy Adams, _____.
A) One’s own outcomes/One’s own inputs = Others’ outcomes/Others’ inputs
B) One’s own inputs + Other’s inputs + One’s own outcomes = Other’s outcomes
C) One’s own outcomes/Other’s input = One’s own inputs/Others’ outcomes
D) Other’s inputs × One’s own inputs × Other’s outcomes = One’s own outcomes
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written consent of McGraw-Hill Education.
Difficulty: Medium
30. Major challenges for a manager using the equity model lie in all of the following EXCEPT
in _____.
A) understanding that employees work within several social systems
B) measuring employee assessments of inputs and outputs
C) identifying employees’ references
D) evaluating employee perceptions of inputs and outputs
1. How does achievement motivation influence behavior?
2. What are intrinsic and extrinsic motivators? Provide an example of each.
3. What are the important differences between Maslow’s, Herzberg’s, and Alderfer’s models?
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written consent of McGraw-Hill Education.
Page: 124-125
Difficulty: Medium
4. What is the major difficulty with content models of motivation?
5. Explain the law of effect on which OB Mod is heavily based.
6. What is shaping and what is its importance?
7. Identify at least five tips for building employee self-efficacy.
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written consent of McGraw-Hill Education.
• Do share positive feedback from their peers with them.
• Do provide formal recognition for their achievements.
Page: 130
Difficulty: Medium
8. What is the difference between the implications of need-based models of motivation and the
idea of valence in the expectancy model?
9. Employees who feel overrewarded will feel an imbalance in their relationship with their
employer. What kinds of actions might they take to restore balance?
10. What kinds of actions might underrewarded employees seek to reduce their feelings of
inequity?