Management, 3e (Hitt)
Chapter 9 Motivation
1) The motivational forces that come from a person are called “pull” or external forces.
2) The category of motivational forces that relates to both internal and external forces focuses on
the characteristics of a person’s job or task.
3) Need hierarchy and acquired needs content theories focus on the identification of external
factors of motivation, while the two-factor content theory focuses on identifying internal factors
of motivation.
4) Within the context of Maslow’s need hierarchy, a program that allows employees to “make a
difference” in their communities may satisfy their physiological needs.
5) The essence of Maslow’s need hierarchy is that individuals take a “top down” approach to
satisfying their needs.
6) Unlike Maslow’s need hierarchy theory, Alderfer’s ERG theory asserts that different levels of
needs may be active at the same time.
7) David McClelland’s theory of acquired needs focuses on the inborn needs for power,
achievement, and affiliation and how those needs become activated over time.
8) Frederick Herzberg asserts that hygiene factors and motivators are equivalent.
9) The job characteristics model developed by two organizational scientists, J. Richard Hackman
and Greg Oldham, emphasizes core job characteristics, such as skill, variety, and task
significance.
10) Task significance is the degree to which a job requires a variety of different activities in
carrying out the work.
11) The task significance theory predicts the methods that dissatisfied employees will use to
remedy their feelings that others are “doing better” than they are.
12) Vroom’s expectancy theory focuses on the thought processes people use when they consider
alternatives, particularly alternative courses of action.
13) Vroom’s expectancy theory states that the three key variables, effort, performance, and
outcome, interact in an additive manner to determine the amount of effort people will choose to
expend on a particular task.
14) Self-efficacy is the tendency for one to take more credit for success than failure.
15) Vicarious learning involves gaining knowledge by observing how others successfully
perform a task and then modeling one’s own behavior in a similar manner.
16) It is unlikely that a manager can positively influence the self-efficacy of subordinates.
17) Goal-setting is a simple panacea for motivating increased performance suitable for all
occasions and in all types of situations.
18) Positive reinforcements used to motivate people in organizational settings are said to be
equitable if they have some capacity to affect future performance.
19) Both positive reinforcements and extinctions maintain or increase particular types of
behavior and performance.
20) Managers can use the principle of extinction to their advantage by deliberately not
reinforcing employee behavior that they consider undesirable.
21) A potential hazard of the unintended use of extinction is that it can leave the interpretation of
important situations in the hands of employees rather than under the control of the manager.
22) In countries and cultures with strong collectivist tendencies, the individual is likely to be
influenced by the “in-group”; that is, the group to which he or she belongs.
23) Subordinates can influence the motivation of their superiors through their ability to punish
behavior by subtly withholding rewards.
24) A key issue related to work centrality is the subordination of personal goals to the goals of a
group.
25) ________ is the set of forces that energize, direct, and sustain behavior.
A) Motivation
B) Acculturation
C) Empowerment
D) Socialization
26) Which of the following is a “push” force of motivation?
A) availability of training and job status
B) preset goals for completing a task
C) rewards and compensation
D) pressure for high levels of output
27) Which of the following is an external motivational force?
A) goals
B) needs
C) attitudes
D) rewards
28) Which of the following motivational forces relates to both internal and external forces?
A) amount of direct feedback
B) attitudes toward a job
C) availability of training
D) needs for security
29) Characteristics of the individual is considered an ________.
A) external or pull force that focuses on what happens outside the work setting
B) internal or push force that focuses on what the employee brings to the work setting
C) external or pull force that focuses on what happens to the individual
D) internal or push force that focuses on what the person does in the work setting
30) Characteristics of a work situation is considered an ________.
A) external or pull force that focuses on what happens outside the work setting
B) external or pull force that focuses on what happens to the individual
C) internal or push force that focuses on what the employee brings to the work setting
D) internal or push force that focuses on what the person does in the work setting
31) Characteristics of a person’s job is considered an ________.
A) internal and external force that focuses on what the person does outside the work setting
B) internal or push force that focuses on what happens to the individual
C) internal and external force that focuses on what the person does in the work setting
D) external force that focuses on what the employee brings to the work setting
32) ________ focus on the needs a person is trying to satisfy and the features of the work
environment that seem to satisfy those needs.
A) Process theories
B) Content theories
C) Situational theories
D) Contingency theories
33) Which of the following is a content theory of motivation?
A) social cognitive theory
B) Vroom’s expectancy theory
C) Herzberg’s two-factor theory
D) equity theory of motivation
34) To begin motivating an apathetic associate, a manager informally questions her about her
satisfaction with her job’s ability to provide safety, social interaction, self-respect, and
opportunities for growth. What theory of motivation is this manager most likely trying to apply
in working with the associate?
A) Maslow’s need hierarchy
B) Vroom’s expectancy theory
C) Herzberg’s two-factor theory
D) McClelland’s acquired needs theory
35) Which of the following is a process theory of motivation?
A) Vroom’s expectancy theory
B) Maslow’s need hierarchy
C) McClelland’s acquired needs theory
D) Herzberg’s two-factor theory
36) Which of the following categories is included in the Maslow’s hierarchy of needs?
A) existence
B) relatedness
C) physiological needs
D) growth
37) A well-known bank providing health insurance and retirement benefits to all its employees is
concerned about the ________ needs of its employees.
A) social
B) physiological
C) esteem
D) security
38) According to Maslow’s need hierarchy, which of the following needs relate to the need for
self-respect and respect from other people?
A) safety needs
B) esteem needs
C) social needs
D) self-actualization needs
39) In Maslow’s need hierarchy, the ________ need relates to an individual’s need to be
personally fulfilled and to develop one’s unique talents to their highest possible levels.
A) esteem
B) social
C) safety
D) self-actualization
40) According to Maslow’s hierarchy of needs, which of the following needs includes the need
for the basic essentials of life, such as water, food, and shelter?
A) physiological needs
B) social needs
C) psychological needs
D) safety needs
41) A plant manager in a small factory wants to raise workforce morale. Upon inquiry, she finds
out that the working conditions at the plant are safe, clean, and pleasant and that recent
expansion of the workforce has assured employees of job security. Which of the following
actions should the manager take to ensure that the “belongingness” needs in Maslow’s hierarchy
are satisfied?
A) pay bonuses to workers who achieve specified goals
B) publicly praise those workers who have been most productive
C) set up after-work activities, such as a softball team, to allow more social interaction
D) arrange training sessions to boost the skills of workers who show talent in a particular area
42) The three basic categories of needs identified by Alderfer in his ERG theory are ________.
A) existence, relatedness, and goal
B) existence, recognition, and growth
C) existence, relatedness, and growth
D) esteem, relatedness, and goal
43) McClelland, in his acquired needs theory, considered ________ needs to be extremely
important.
A) esteem, achievement, and recognition
B) affiliation, power, and achievement
C) existence, power, and growth
D) existence, relatedness, and growth
44) McClelland’s acquired needs theory asserts that managers who work with high-need
achievers typically should ________.
A) expect them to take extreme risks
B) assign extremely difficult tasks to them
C) not provide any feedback on their performance
D) assume they will take personal responsibility for their actions
45) ________ is a motivation theory that focuses on the presumed different effects of intrinsic
job factors and extrinsic situational factors.
A) Herzberg’s two-factor theory
B) Vroom’s expectancy theory
C) McClelland’s acquired needs theory
D) Maslow’s need hierarchy
46) According to Frederick Herzberg, ________ are elements associated with conditions
surrounding the job and are not directly related to the doing of a job.
A) hygiene factors
B) motivators
C) economic factors
D) environmental factors
47) A manager wishes to improve the job performance of a group of clerical workers. Based on
Herzberg’s theory, ________ would be an appropriate motivator.
A) providing them with a better health care plan
B) setting up a break room where coworkers could socialize
C) offering them opportunities for achievement and recognition
D) redecorating their offices so that they are pleasant and comfortable
48) While they agree that satisfaction is a factor in motivation, scholars note that there is little
evidence that increasing employee satisfaction actually increases motivation. This has led them
to criticize the ________ as being overly simplistic.
A) equity theory
B) expectancy theory
C) two-factor theory
D) hierarchy of needs theory
49) ________ focuses on core job attributes, critical psychological states, and expected
outcomes.
A) The equity model
B) The expectancy model
C) The two-factor model
D) The job characteristics model
50) ________ involves increasing the complexity of a job to provide a greater sense of
responsibility, accomplishment, and achievement.
A) Job rotation
B) Job enrichment
C) Job evaluation
D) Positive reinforcement
51) Whereas ________ focus on which variables affect motivation, ________ focus on how the
variables affect motivation.
A) content theories; process theories
B) process theories; content theories
C) equity theories; expectancy theories
D) goal-setting theories; reinforcement theories
52) ________ is a motivation theory proposing that individuals will compare their circumstances
to those of others and that such comparisons may motivate certain kinds of behavior.
A) Expectancy theory
B) Social cognitive theory
C) Equity theory
D) Herzberg’s two-factor theory
53) Angela is an HR manager at Hard Rock Cafe. She is responsible for recruiting employees
and training them, organizing work space for new employees, overseeing employee relations
counseling and exit interviews, developing and implementing HR policies and procedures, and
reviewing annual performance. This is an example of ________ according to the job
characteristics model.
A) task significance
B) skill matrix
C) task identity
D) skill variety
54) According to the job characteristics model, ________ is defined as the degree to which a job
has a substantial impact on the lives of other people.
A) autonomy
B) task identify
C) task significance
D) skill variety
55) According to the job characteristics model, ________ is defined as the degree to which
carrying out the work activities required by the job provides the individual with direct and clear
information about the effectiveness of his or her performance.
A) task significance
B) feedback from the job
C) autonomy
D) task identify
56) According to the job characteristics model, ________ is the degree to which a job provides
substantial freedom, independence, and discretion to the individual in scheduling the work and in
determining the procedures to be used in carrying it out.
A) task significance
B) autonomy
C) feedback from the job
D) task identity
57) Harry, a finance manager of an IT company, devises a new child education benefit plan to
partly sponsor the primary education of their employees’ children. Within the context of the job
characteristics model, this is an example of ________.
A) autonomy
B) task identity
C) skill variety
D) task significance
58) Within the context of the job characteristics model, a company’s intranet linking all the R&D
scientists, allowing them to post their ideas and propose solutions at any hour of the day, whether
at the office, at home, or on the road, is an example of ________.
A) autonomy
B) task significance
C) skill variety
D) task identity
59) Within the context of the job characteristics model, the event manager, handling all the plans
for the annual executive retreat and attending the retreat and receiving information on its success
from the participants, is an example of ________.
A) skill variety
B) task identity
C) autonomy
D) task significance
60) Hackman and Oldham proposed that ________ is the degree to which a job requires the
completion of a “whole” and identifiable piece of work.
A) autonomy
B) skill variety
C) task identity
D) task significance
61) Within the context of the job characteristics model, ________ is involved when a machine
designer knows that her schematics are correct as very few are rejected by the machine shop.
A) skill variety
B) task identify
C) task significance
D) feedback from the job
62) ________ asserts that individuals are likely to compare the ratios of inputs to outcomes they
receive against the ratios of other people, such as colleagues or acquaintances.
A) Acquired needs theory
B) Equity theory
C) Expectancy theory
D) Two-factor theory
63) According to equity theory, if the ratio of an employee’s outcomes to his/her inputs is equal
to the ratio of another employee’s outcomes to inputs then the employee is motivated to
________.
A) do nothing
B) increase his own outcomes
C) change the referent
D) reevaluate the other employee’s inputs
64) The basic components of ________ are effort, performance, and outcomes.
A) equity theory
B) goal-setting theory
C) expectancy theory
D) social cognitive theory