59.
The theory that distinguishes needs related to the work itself from those related to the
context of the work is ________.
A.
Maslow’s hierarchy theory
B.
inequity theory
C.
Herzberg’s motivator-hygiene theory
D.
McClelland’s needs theory
According to Herzberg’s motivator-hygiene theory, people have two sets of needs or
requirements: motivator needs and hygiene needs. Motivator needs are related to the
nature of the work itself. Hygiene needs are related to the physical and psychological
context in which the work is performed.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
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
60.
A strong desire to perform challenging tasks well and to meet personal standards for
excellence is called the need for ________.
A.
stability
B.
power
C.
affiliation
D.
achievement
The need for achievement is the extent to which an individual has a strong desire to
perform challenging tasks well and to meet personal standards for excellence.
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: Need for Achievement
61.
Joey requested feedback from Michael, his manager, on his performance. Michael is
delighted by Joey’s attitude. In this context, Joey could be rated high on the need for
________.
A.
affiliation
B.
power
C.
recognition
D.
achievement
People with a high need for achievement often set clear goals for themselves and like to
receive performance feedback.
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: Need for Achievement
62.
Establishing and maintaining good interpersonal relations and being liked are
characteristics of individuals who can be rated high on the need for ________.
A.
affiliation
B.
power
C.
consciousness
D.
achievement
The need for affiliation is the extent to which an individual is concerned about establishing
and maintaining good interpersonal relations, being liked, and having the people around
him or her get along with each other.
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: Need for Affiliation
63.
It is especially important that upper-level managers have a need for ________.
A.
affiliation
B.
power
C.
consciousness
D.
achievement
Research suggests that high needs for achievement and for power are assets for first-line
and middle managers and that a high need for power is especially important for upper
managers.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
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: Need for Power
64.
According to goal-setting theory, to stimulate high motivation and performance, goals
must be ________.
A.
specific and easy
B.
general and easy
C.
specific and difficult
D.
general and difficult
Goal-setting theory suggests that to stimulate high motivation and performance, goals
must be specific and difficult.
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: Goal-Setting Theory
65.
Specific, difficult goals may be detrimental for ________.
A.
learning tasks involving minimal effort
B.
work that is very creative and uncertain
C.
performing routine tasks
D.
jobs requiring a significant amount of time
When people are performing complicated and very challenging tasks that require them to
focus on a considerable amount of learning, specific, difficult goals may actually impair
performance. For work that is very creative and uncertain, specific, difficult goals may be
detrimental.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Difficulty: 3 Hard
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: Goal-Setting Theory
66.
A relatively permanent change in a person’s knowledge or behavior that results from
practice or experience is known as ________.
A.
individuality
B.
adaptation
C.
self-efficacy
D.
learning
Learning can be defined as a relatively permanent change in a person’s knowledge or
behavior that results from practice or experience.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
67.
How employees learn to perform behaviors that lead to desired consequences and avoid
behaviors that lead to undesired consequences is described in ________ theory.
A.
needs hierarchy
B.
ERG
C.
equity
D.
operant conditioning
According to operant conditioning theory, developed by psychologist B. F. Skinner, people
learn to perform behaviors that lead to desired consequences and learn not to perform
behaviors that lead to undesired consequences.
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
68.
Austin was often late to work, despite his manager, Ben, warning him against it several
times. As a last resort, Ben reduced Austin’s salary in proportion to the hours he missed at
work by being late. It turned out to be the right thing to do, as Austin was never late to
work after the incident. This scenario is explained by ________.
A.
instrumentality
B.
valence
C.
positive reinforcement
D.
negative reinforcement
Negative reinforcement can encourage members of an organization to perform desired or
organizationally functional behaviors. Managers using negative reinforcement actually
eliminate or remove undesired outcomes once the functional behavior is performed.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
69.
A subordinate changes his behavior from a dysfunctional to a functional one and his
manager then removes an undesired outcome. This is known as ________.
A.
positive reinforcement
B.
extinction
C.
negative reinforcement
D.
inequity
Negative reinforcement can encourage members of an organization to perform desired or
organizationally functional behaviors. Managers using negative reinforcement actually
eliminate or remove undesired outcomes once the functional behavior is performed.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
70.
A manager removes a positive reinforcement in order to change the behavior of a
subordinate. This is called ________.
A.
extinction
B.
positive reinforcement
C.
negative reinforcement
D.
instrumentality
According to operant conditioning theory, all behavior is controlled or determined by its
consequences; one way for managers to curtail the performance of dysfunctional
behaviors is to eliminate whatever is reinforcing the behaviors. This process is called
extinction.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
71.
Maria, a middle manager, enjoys talking over work situations with Daniel, her subordinate,
who is a first-line supervisor. However, she notices that Daniel frequently brings problems
to her that he expects her to solve, rather than solving them himself. Since Daniel has
been a supervisor for a significant length of time, he should be more independent in his
actions. She stops acting interested in the problems Daniel brings to her and makes her
responses brief. Maria is practicing ________.
A.
positive reinforcement
B.
negative reinforcement
C.
punishment
D.
extinction
According to operant conditioning theory, all behavior is controlled or determined by its
consequences; one way for managers to curtail the performance of dysfunctional
behaviors is to eliminate whatever is reinforcing the behaviors. This process is called
extinction.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
72.
A subordinate performs a dysfunctional behavior, and her manager administers an
undesired consequence to the subordinate. This is known as ________.
A.
extinction
B.
punishment
C.
counteractive control
D.
equity
Punishment is administering an undesired or negative consequence to subordinates by
managers when the subordinates perform dysfunctional behavior.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
73.
John, a manager, strongly believes that rewarding an employee can cause motivation and
at the same time, the employee’s thoughts and beliefs about the work and the
organization also influence the employee’s learning and motivation. Which learning theory
supports John’s understanding of motivation?
A.
Cognitive
B.
Social
C.
Emotional
D.
Constructive
Social learning theory proposes that motivation results not only from direct experience of
rewards and punishments but also from a person’s thoughts and beliefs.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
74.
James, a production manager at a growing company, has mastered the processes and
procedures of overall management of the ongoing production operations by walking
around and watching other managers as they work. This is an example of ________.
A.
negative reinforcement
B.
contingent learning
C.
equity learning
D.
vicarious learning
Vicarious learning, often called observational learning, occurs when a person (the learner)
becomes motivated to perform a behavior by watching another person (the model)
perform the behavior and be positively reinforced for doing so.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
75.
Observational learning is also known as ________.
A.
self-efficacy
B.
operant learning
C.
vicarious learning
D.
equity learning
Vicarious learning is often called observational learning.
Difficulty: 1 Easy
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
76.
An employee controls his or her own behavior without the need for outside control of that
behavior by a manager. This is an example of ________.
A.
vicarious learning
B.
self-efficacy
C.
self-reinforcement
D.
observational learning
In self-reinforcement, people can control their own behavior by setting goals for
themselves and then reinforcing themselves when they achieve the goals.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
77.
Paul sets a goal of completing the design for a new display box for a major customer by
the end of the week. He decides to reward himself by playing golf over the weekend if he
is able to complete the project on time. This is an example of ________.
A.
self-efficacy
B.
self-reinforcement
C.
contingent reinforcement
D.
vicarious learning
In self-reinforcement, people can control their own behavior by setting goals for
themselves and then reinforcing themselves when they achieve the goals. Self-reinforcers
are any desired or attractive outcomes that a person gives to himself or herself for good
performance.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Reinforcement
78.
Anything that an employee can give to himself or herself as a reward for “good”
performance on the job is known as a(n) ________.
A.
external stimulus
B.
negative reinforcer
C.
self-reinforcer
D.
self-operant
Self-reinforcers are any desired or attractive outcomes or rewards that people can give to
themselves for good performance.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Self-Reinforcer
79.
An individual’s belief about his or her ability to perform a behavior successfully is called
________.
A.
internal stimulus
B.
self-appreciation
C.
self-efficacy
D.
locus of control
Self-efficacy is a person’s belief about his or her ability to perform a behavior successfully.
AACSB: Analytical Thinking
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant conditioning theory and
social learning theory.
Topic: Self-Efficacy
80.
The theory that describes how outcomes such as pay should be distributed in proportion
to inputs is ________ theory.
A.
expectancy
B.
need
C.
goal-setting
D.
equity
According to equity theory, outcomes such as pay should be distributed in proportion to
inputs (including performance levels).
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation tool.
Topic: Equity Theory
81.
A compensation plan that bases pay of an employee on his or her performance is called
a(n) ________ plan.
A.
customized pay
B.
economic
C.
distributive
D.
merit pay
Merit pay plan is a compensation plan that bases pay on performance.