31.
An employee’s perception of the extent to which his or her effort will result in a given level
of his or her performance is known as ________.
A.
valence
B.
expectancy
C.
instrumentality
D.
equity
Expectancy is a person’s perception about the extent to which effort (an input) results in a
certain level of performance.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Expectancy Theory
32.
Professor David offers his students $10 if they can run around the classroom building in
two minutes. Michael, his student, believes that even if he does this, Professor David
would not really give him the money. Michael’s lack of motivation can be explained by
________.
A.
instrumentality
B.
underpayment inequity
C.
valence
D.
directive leadership
Instrumentality is a person’s perception about the extent to which performance at a
certain level results in the attainment of outcomes.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Expectancy Theory
33.
An employee’s perception of the extent to which performance at a given level will result in
outcomes the employee desires is known as ________.
A.
instrumentality
B.
inequity
C.
valence
D.
expectancy
Instrumentality is a person’s perception about the extent to which performance at a
certain level results in the attainment of outcomes.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Expectancy Theory
34.
The desirability to an employee of each of the outcomes available from the employee‘s job
or organization is known as ________.
A.
instrumentality
B.
expectancy
C.
valence
D.
equity
“Valence” refers to how desirable each of the outcomes available from a job or
organization is to a person.
Difficulty: 1 Easy
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Expectancy Theory
35.
When managers provide employees with highly valent outcomes, it is likely to result in
________.
A.
low level of motivation
B.
low expectancy
C.
reduced turnover
D.
less belongingness
Providing employees with highly valent outcomes not only can contribute to high levels of
motivation but also has the potential to reduce turnover.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Expectancy Theory
36.
William, a manager at Space Solutions, Ltd., makes sure the outcomes that are offered to
subordinates for their good performance are rewards that they will value. William is
working on ________.
A.
valence
B.
instrumentality
C.
expectancy
D.
self-actualization
“Valence” refers to how desirable each of the outcomes available from a job or an
organization is to a person.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Expectancy Theory
37.
According to expectancy theory, when people perceive that high performance leads to the
receipt of certain outcomes, the concept of ________ is high.
A.
valence
B.
instrumentality
C.
expectancy
D.
self-actualization
Instrumentality is high when people perceive that high performance leads to the receipt of
certain outcomes.
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 1 Easy
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Expectancy Theory
38.
According to expectancy theory, high motivation will occur when ________.
A.
expectancy is low and valence is high
B.
instrumentality is low and expectancy is high
C.
expectancy, instrumentality, and valence are high
D.
both expectancy and valence are low
According to expectancy theory, high motivation results from high levels of expectancy,
instrumentality, and valence. If any one of these factors is low, motivation is likely to be
low.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Expectancy Theory
39.
The perception of workers of the fairness of their work outcomes relative to their work
inputs is the focus of ________ theory.
A.
equity
B.
valence
C.
instrumentality
D.
needs hierarchy
Equity theory is a theory of motivation that concentrates on people’s perceptions of the
fairness of their work outcomes relative to, or in proportion to, their work inputs.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Equity Theory
40.
The justice, impartiality, and fairness to which all organizational members are entitled are
________.
A.
valence
B.
expectancy
C.
equity
D.
instrumentality
Equity is the justice, impartiality, and fairness to which all organizational members are
entitled.
Difficulty: 1 Easy
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Equity Theory
41.
Thomas, an engineer, gets paid more than his colleague, Chris. Thomas has more years on
the job than Chris and works more hours. Thomas thinks he and Chris are paid fairly, but
Chris thinks that he should be paid the same as Thomas because his degree is from a
better university and he is more creative. Thomas is experiencing ________ and Chris is
experiencing ________.
A.
overpayment inequity; underpayment inequity
B.
underpayment inequity; overpayment inequity
C.
equity; underpayment inequity
D.
equity; overpayment inequity
Equity exists when a person perceives his or her own outcome-input ratio to be equal to a
referent’s outcome-input ratio. Underpayment inequity exists when a person’s own
outcome-input ratio is perceived to be less than that of a referent.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Equity Theory
42.
Elizabeth perceives that her outcome-input ratio is less than that of her coworker. This is
known as ________.
A.
explicit bias
B.
underpayment inequity
C.
the valence effect
D.
positive reinforcement
Underpayment inequity exists when a person’s own outcome-input ratio is perceived to be
less than that of a referent.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Equity Theory
43.
Jennifer perceives that though she works harder than her coworker Kelly, she is paid the
same. This is an example of ________.
A.
the valence effect
B.
extinction
C.
negative reinforcement
D.
underpayment inequity
Underpayment inequity exists when a person’s own outcome-input ratio is perceived to be
less than that of a referent. In comparing yourself to a referent, you think that you are not
receiving the outcomes you should be, given your inputs.
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Equity Theory
44.
People experiencing underpayment inequity are most likely to ________.
A.
raise their perceptions of their own inputs
B.
lower their perceptions of others’ outcomes
C.
work harder
D.
be absent
People experiencing underpayment inequity feel they are being paid or rewarded less than
a referent. They are likely to lower their inputs by reducing their working hours, putting
forth less effort on the job, or being absent.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Equity Theory
45.
People experiencing overpayment inequity are most likely to ________.
A.
raise their perceptions of their own inputs
B.
ask for a raise
C.
work slower
D.
be absent more
People experiencing overpayment inequity feel they are being paid or rewarded more than
a referent. They may raise their perceptions (or the reality) of their own inputs, lower their
perceptions of the referent’s inputs, or raise their perceptions of the referent’s outcomes.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Equity Theory
46.
In general, motivation of employees in an organization is high with ________ interpersonal
justice and ________ informational justice.
A.
low; high
B.
high; high
C.
high; low
D.
low; low
Four forms of justice are important for high motivation. It is most advantageous for
distributive, procedural, interpersonal, and informational justice all to be high.
Difficulty: 1 Easy
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Interpersonal Justice
47.
Jane, an employee at Paulson, has been promoted recently due to the huge success of two
projects she had delivered that generated more revenue and further projects for PP Tech.
She is highly motivated by the promotion and perceives ________ justice of the firm to be
high.
A.
individual
B.
distributive
C.
informational
D.
interpersonal
“Distributive justice” refers to an employee’s perception of the fairness of the distribution
of outcomes (such as promotions, pay, job assignments, and working conditions) in an
organization. Employees are more likely to be highly motivated when they perceive
distributive justice to be high rather than low.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Distributive Justice
48.
The pay and promotion of Henry, an employee of Azla Communications, are based on the
performance appraisal by his manager. Henry feels the method of using the performance
appraisal for the distribution of these outcomes is unfair. He perceives low ________
justice and is not motivated.
A.
informational
B.
interpersonal
C.
procedural
D.
collective
“Procedural justice” refers to an employee’s perception of the fairness of the procedures
used to determine how to distribute outcomes in an organization. If important outcomes
such as pay and promotions are distributed based on performance appraisals and an
employee perceives that the procedure that is used (i.e., the performance appraisal
system) is unfair, then procedural justice is low and motivation is likely to suffer. More
generally, motivation is higher when procedural justice is high rather than low.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Procedural Justice
49.
When managers of an organization treat their subordinates with dignity and respect and
are polite and courteous, the interpersonal justice is ________ and motivation is ________.
A.
low; low
B.
low; high
C.
high; low
D.
high; high
Interpersonal justice is high when managers treat subordinates with dignity and respect
and are polite and courteous. Motivation is higher when interpersonal justice is high rather
than low.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 1 Easy
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity theory what managers should
do to have a highly motivated workforce.
Topic: Interpersonal Justice
50.
According to Maslow’s hierarchy of needs theory, which of the following is the highest
level of needs of workers?
A.
Physiological
B.
Safety
C.
Self-actualization
D.
Esteem
Self-actualization needs, the needs to realize one’s full potential as a human being, are the
highest-level needs in Maslow’s hierarchy of needs.
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of goals are especially likely to
result in high performance.
Topic: Maslow’s Hierarchy of Needs
51.
Which of the following motivators is the most basic need in Maslow’s hierarchy of needs?
A.
Safety
B.
Belongingness
C.
Physiological
D.
Esteem
Physiological needs are basic needs for things such as food, water, and shelter that must
be met in order for a person to survive.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of goals are especially likely to
result in high performance.
Topic: Maslow’s Hierarchy of Needs
52.
An employer can attempt to meet the employees’ safety needs by providing ________.
A.
adequate pay
B.
company social events
C.
promotions
D.
medical benefits
Safety needs can be satisfied by providing job security, adequate medical benefits, and
safe working conditions.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of goals are especially likely to
result in high performance.
Topic: Maslow’s Hierarchy of Needs
53.
By granting promotions and recognizing accomplishments of an employee, a manager can
satisfy the ________ need of the employee at work.
A.
self-actualization
B.
belongingness
C.
safety
D.
esteem
Esteem needs of an employee can be satisfied by a manager by granting promotions and
recognizing accomplishments.
AACSB: Analytical Thinking
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of goals are especially likely to
result in high performance.
Topic: Maslow’s Hierarchy of Needs
54.
Ethan, a middle manager, schedules tasks and allows his employees to utilize their skills
and special abilities to the maximum possible extent. According to Maslow’s hierarchy of
needs, Ethan is trying to help his employees satisfy their ________ needs at work.
A.
esteem
B.
self-actualization
C.
safety
D.
belongingness
Self-actualization needs can be satisfied by giving people the opportunity to use their
skills and abilities to the fullest extent possible.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of goals are especially likely to
result in high performance.
Topic: Maslow’s Hierarchy of Needs
55.
In Herzberg’s motivator-hygiene theory, needs that are related to the nature of the work
itself and the degree of challenge contained in the work are known as ________ needs.
A.
motivator
B.
expectancy
C.
instrumentality
D.
hygiene
Motivator needs are related to the nature of the work itself and how challenging it is.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of goals are especially likely to
result in high performance.
Topic: Herzberg’s Motivator-Hygiene Theory
56.
Which of the following outcomes satisfies hygiene needs?
A.
Interesting work
B.
Responsibility
C.
Pay
D.
A sense of accomplishment
Hygiene needs are satisfied by outcomes such as pleasant and comfortable working
conditions, pay, job security, good relationships with coworkers, and effective supervision.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
result in high performance.
Topic: Herzberg’s Motivator-Hygiene Theory
57.
In Herzberg’s motivation theory, needs that are related to the physical and psychological
context in which the work is performed are known as ________.
A.
motivator needs
B.
hygiene needs
C.
valence needs
D.
expectancy needs
Hygiene needs are related to the physical and psychological context in which the work is
performed.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of goals are especially likely to
result in high performance.
Topic: Herzberg’s Motivator-Hygiene Theory
58.
An outcome which satisfies motivator needs is ________.
A.
pay
B.
responsibility
C.
job security
D.
good relationships with coworkers
Outcomes such as interesting work, autonomy, responsibility, being able to grow and
develop on the job, and a sense of accomplishment and achievement help to satisfy
motivator needs.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of goals are especially likely to
result in high performance.
Topic: Herzberg’s Motivator-Hygiene Theory