Name:
Class:
Date:
chapter 12
Copyright Cengage Learning. Powered by Cognero.
Page 1
Indicate whether the statement is true or false.
1. Skill variety, task identity, and task significance tend to influence the employee’s psychological state of experienced
meaningfulness of work.
a. True
b. False
2. Employee engagement means that people enjoy their jobs and are satisfied with their work conditions, contribute
enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the
organization.
a. True
b. False
3. Gain sharing rewards employees with part ownership of the organization based on achieving performance goals.
a. True
b. False
4. Physiological needs are the most basic human physical needs, which are reflected in the workplace as needs for
adequate heat, air, and base salary to ensure survival.
a. True
b. False
5. Organizations that empower employees often reward them based on the results shown in the company’s bottom line.
a. True
b. False
6. The implication of the two-factor theory for managers is clear. Providing hygiene factors will eliminate employee
dissatisfaction but will not motivate workers to high achievement levels.
a. True
b. False
7. The job characteristic of autonomy influences the worker’s experiencing meaningfulness of work.
a. True
b. False
8. External and relatedness are the first two groups of needs in Alderfer’s ERG theory.
a. True
b. False
9. According to expectancy theory, for an employee to be highly motivated, E → P expectancy and valence must be
maximized.
a. True
b. False
Name:
Class:
Date:
chapter 12
Copyright Cengage Learning. Powered by Cognero.
Page 2
10. Job enlargement is a job design that incorporates achievement, recognition, and other high-level motivators into the
work.
a. True
b. False
11. Managers who motivate employees by tapping into their self-doubts are using an intrinsic negative approach.
a. True
b. False
12. Goal acceptance, in goal-setting theory, means that employees have to “buy into” the goals and be committed to them.
a. True
b. False
13. Motivation is the arousal of enthusiasm and persistence to pursue a certain course of action.
a. True
b. False
14. Job rotation systematically moves employees from one job to another, thereby increasing the number of different tasks
an employee performs without increasing the complexity of any one job.
a. True
b. False
15. Process theories explain how people select behavioral actions to meet their needs and determine whether their choices
were successful.
a. True
b. False
16. Behavioral science research has shown that people typically respond more strongly to a potential gain, such as a
financial reward, than to a potential loss, such as a financial penalty.
a. True
b. False
17. Extrinsic reward refers to the satisfaction a person receives in the process of performing a particular action.
a. True
b. False
18. Two ways to classify rewards are extrinsic and monetary.
a. True
b. False
19. Behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated,
as stated in the law of effect.
a. True
b. False
Name:
Class:
Date:
chapter 12
Copyright Cengage Learning. Powered by Cognero.
Page 3
20. One weakness of the use of punishment in organizations is that it fails to indicate the correct behavior.
a. True
b. False
21. Employee motivation affects productivity, and part of a manager’s job is to channel motivation toward the
accomplishment of organizational goals.
a. True
b. False
Indicate the answer choice that best completes the statement or answers the question.
22. Frank is primarily driven by a need to establish close social relationships with other people. Alderfer would say he is
motivated by:
a. growth needs.
b. existence needs.
c. relatedness needs.
d. self-actualization needs.
e. physiological needs.
23. The delegation of power and authority to subordinates is referred to as:
a. need for power.
b. need for achievement.
c. empowerment.
d. passing the buck.
e. need for affiliation.
24. Sally enjoys her job as a teacher, not because of the pay or benefits, but because she feels good about shaping the
minds of tomorrow’s leaders. Sally is motivated by:
a. power factors.
b. leadership factors.
c. hygiene factors.
d. extrinsic rewards.
e. intrinsic rewards.
25. According to Herzberg, __________ is an example of a hygiene factor.
a. achievement
b. recognition
c. pay
d. responsibility
e. opportunity for growth
26. Abbi works at Railroad Ties. Her bosses continually indicate that her motivational level is low. Abbi agrees, but is
unwilling to work harder until the company changes the types of reward it offers its employees. Which of the following is
low for Abbi?
a. E → P expectancy
b. O → P expectancy
Name:
Class:
Date:
chapter 12
Copyright Cengage Learning. Powered by Cognero.
Page 4
c. Valence
d. Motivators
e. O → E indicators
27. A high need for __________ is associated with successful attainment of top levels in the organizational hierarchy,
according to McClelland.
a. power
b. achievement
c. affiliation
d. success
e. expertise
28. Which of the following terms, in goal-setting theory, refers to the need to make goals highly ambitious but
achievable?
a. Goal specificity
b. Goal difficulty
c. Goal acceptance
d. Feedback
e. Goal motivation
29. Samuel, a sales associate at an electronics store, learns that his base pay is higher than any other sales associate in the
store. He justifies his higher salary with the idea that he must be a top sales associate, generating more revenue than
anyone else. This example demonstrates which of the following methods for reducing perceived inequity?
a. Working harder, not smarter
b. Changing outcomes
c. Changing work effort
d. Changing perceptions
e. Leaving the job
30. Daisy tried to apply the job characteristics model to her workforce, but it only worked for some of her employees.
Which of the following may be a reason why it did not work for everyone?
a. Some of her employees are lazy.
b. Some of her employees are low in growth-need strength.
c. Some of her employees have a low need for power.
d. All of her employees have high growth-needs.
e. Some of her employees have low affiliation needs.
31. The job characteristic of feedback provides the worker with:
a. employee growth-need strength.
b. experienced meaningfulness of work.
c. experienced responsibility.
d. knowledge of actual results.
e. demotivation.
32. Nelson is motivated by a strong need for recognition and is continually seeking credit for his contributions to the
organization. According to Maslow, Nelson is motivated by which category of needs?
a. Physiological
Name:
Class:
Date:
chapter 12
Copyright Cengage Learning. Powered by Cognero.
Page 5
b. Safety
c. Belongingness
d. Esteem
e. Self-actualization
33. Which of the following is sometimes called negative reinforcement?
a. Avoidance learning
b. Punishment
c. Positive reinforcement
d. Extinction
e. Neutral learning
34. Which of the following is NOT a common method for reducing a perceived inequity?
a. Change work effort
b. Change outcomes
c. Change perceptions
d. Leave the job
e. Change equity
35. Which of the following theories places an emphasis on behavior and its consequences?
a. Two-factor theory
b. Needs hierarchy theory
c. Reinforcement theory
d. ERG theory
e. Equity theory
36. At Rightway Industries, new hires spend a significant portion of their first week of training just walking around the
factory, observing other workers and watching them get rewarded for doing their jobs well. This is an example of:
a. vicarious learning.
b. self-efficacy.
c. self-reinforcement.
d. delegation.
e. experiential learning.
37. Which of the following is NOT a need proposed by Maslow in his hierarchy of needs theory?
a. Safety needs
b. Compensation needs
c. Physiological needs
d. Esteem needs
e. Self-actualization needs
38. Carla’s subordinates view her as a great manager. Not only does she get the job done, but she also organizes the
workplace in such a way that employees experience a sense of meaningfulness, connection, and growth. This is an
example of employee:
a. pay-for-performance.
b. delegation.
c. empathy.
Name:
Class:
Date:
chapter 12
Copyright Cengage Learning. Powered by Cognero.
Page 6
d. apathy.
e. engagement.
39. Which of the following theories emphasizes the needs that motivate people?
a. Process
b. Reinforcement
c. Content
d. Contingency
e. Situational
40. The __________ involves whether putting effort into a task will lead to high performance.
a. P → O expectancy
b. E → P expectancy
c. O → V expectancy
d. A → Z expectancy
e. V → P expectancy
41. One of your fellow students is continually late to class. The professor has tried numerous verbal warnings and recently
took points away from the student’s grade. Based on the above, the professor’s actions are consistent with which of the
following reinforcement techniques?
a. Negative reinforcement
b. Punishment
c. Positive reinforcement
d. Avoidance learning
e. Rewards enhancement
42. Which of the following refers to the arousal, direction, and persistence of behavior?
a. Commitment
b. Motivation
c. Satisfaction
d. Rewarding behavior
e. Behavior modification
Enter the appropriate word(s) to complete the statement.
43. __________ is the value of outcomes, or attraction to outcomes, for the individual.
44. The idea that people are strongly motivated by a potential loss, such as a financial penalty, is known as __________.
45. A state of __________ exists whenever the ratio of one person’s outcomes to inputs equals the ratio of another’s
outcomes to inputs.
46. __________ theories emphasize the needs that motivate people.
47. __________ are the most basic human physical needs, including food, water, and oxygen.
Name:
Class:
Date:
chapter 12
Copyright Cengage Learning. Powered by Cognero.
Page 7
48. The __________ is the idea that the single most important factor that can boost motivation during a workday is
making progress toward meaningful goals.
49. __________ rewards are given by another person, typically a manager, and include promotions, praise, and pay
increases.
50. __________ is a motivational compensation program that allows workers to set their own hours.
51. __________ is defined as the altering of jobs to increase both the quality of employees’ work experience and their
productivity.
52. __________ theories explain how workers select behavioral actions to meet their needs and determine whether their
choices were successful.
53. __________ is the removal of an unpleasant consequence once a behavior is improved.
54. Factors that involve the presence or absence of job dissatisfiers, such as working conditions or pay, are known as
__________.
55. __________ is the application of motivational theories to the structure of work for improving productivity and
satisfaction.
56. The idea that failure to meet a high-order need may cause a regression to an already satisfied lower-order need is
referred to as a(n) __________.
57. __________ is the degree to which the worker has freedom, discretion, and self-determination in planning and
carrying out tasks.
58. __________ refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue
a certain course of action.
59. The assumption that positively reinforced behavior tends to be repeated is the basis for the __________.
60. List the four reinforcement tools.
61. List the five core job dimensions found in the job characteristics model.
62. List the three categories of needs proposed by Clayton Alderfer.
63. Explain employee growth-need strength and its relationship to the job characteristics model.
64. Compare the five groups of needs in Maslow’s theory with the three groups of needs in Alderfer’s ERG theory.
65. In David McClelland’s acquired needs theory, what are the three acquired needs most commonly discussed, and which
is(are) not dependent on relationships with other people?
Name:
Class:
Date:
chapter 12
Copyright Cengage Learning. Powered by Cognero.
Page 8
Answer Key
1. True
2. True
Name:
Class:
Date:
chapter 12
Copyright Cengage Learning. Powered by Cognero.
Page 9
26. c
27. a
28. b
29. d
30. b
31. d
32. d
33. a
34. e
35. c
36. a
37. b
38. e
39. c
40. b
41. b
42. b
43. Valence
44. Loss aversion
45. equity
46. Content
47. Physiological needs
48. making progress principle
49. Extrinsic
50. Flextime
51. Work redesign
Name:
Class:
Date:
chapter 12
Copyright Cengage Learning. Powered by Cognero.
Page 10
52. Process
53. Avoidance learning
54. hygiene factors
55. Job design
56. frustration-regression principle
57. Autonomy
58. Motivation
59. law of effect
60. The four reinforcement tools are as follows:
1. Positive reinforcement
2. Avoidance learning
3. Punishment
4. Extinction
61. The five core job dimensions are as follows:
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
62. The three needs are as follows:
1. Existence needs
2. Relatedness needs
3. Growth needs
63. Growth-need strength (GNS) means that people have different needs for growth and development. GNS would
influence the effectiveness of the job characteristics model in terms of personal and work outcomes. If a person has low-
level needs, such as needs for security or belongingness, the impact of the job characteristics model would be minimized.
On the other hand, people with a high need to grow and expand their abilities should respond very favorably to the model
and there should be significant improvement in the outcomes of interest.
64. Physiological and safety needs in Maslow’s theory correspond to the existence need in Alderfer’s theory.
Belongingness and the need for esteem from other people in Maslow’s theory correspond to the relatedness need in
Alderfer’s theory. Finally, the need for self-actualization in Maslow’s theory corresponds to Alderfer’s need for growth.
65. The three needs are the need for achievement, the need for power, and the need for affiliation. The need for affiliation
is the need for friendships with other people, and the need for power is the need to influence people. The need for
achievement is the desire to accomplish something. People with a high need for achievement tend to be entrepreneurs.
While relationships with other people are implicit in the needs for affiliation and power, relationships with other people
are not central to the need for achievement.
Name:
Class:
Date:
chapter 12
Copyright Cengage Learning. Powered by Cognero.
Page 11