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1. (p. 260) The sense of satisfaction you get when you achieve an important goal is an intrinsic reward.
2. (p. 260) Extrinsic rewards are those that are given to a person by someone else.
3. (p. 260) Motivation is the drive to satisfy a need.
4. (p. 260) Since motivation comes from within an individual, there is little that managers can do to help motivate
employees.
5. (p. 260) When unhappy employees leave a company, the firm normally ends up benefiting financially.
6. (p. 260) Frederick Taylor’s goal was to find ways to improve worker motivation by making work more
interesting and challenging.
7. (p. 261) A key element of Frederick Taylor’s approach was the time-motion study, which examined the tasks
performed to complete a job and the time needed to complete each task.
8. (p. 262) Frederick Taylor based his approach on the belief that each worker was an individual who should be
treated as a unique asset to the firm.
9. (p. 262) Scientific management became the dominant strategy for improving productivity during the early
1900s.
10. (p. 260) Elton Mayo is known as the father of scientific management.
11. (p. 260) Frederick Taylor believed that employees would be more productive if they were allowed to decide for
themselves which methods at work to use.
12. (p. 261) Three elements were basic to Taylor’s approach: time, methods, and rules of work.
13. (p. 261, Legal Briefcase box) According to the “Legal Briefcase” box in Chapter 10, scientific management is used
successfully at UPS and UPS drivers have good wages and generous benefits.
14. (p. 262) Frank and Lillian Gilbreth developed the principle of motion economy, which said that every job
could be broken down into a series of elementary motions.
15. (p. 262) Frederick Taylor’s ideas about improving worker productivity attracted a lot of attention at the time,
but had little lasting significance.
16. (p. 262) Frederick Taylor encouraged managers to make use of psychological techniques to improve worker
motivation.
17. (p. 260) Mark has just successfully completed a very challenging assignment given to him by his supervisor at
work. The feeling of accomplishment and satisfaction Mark experiences as the result of his success is an
example of an extrinsic reward.
18. (p. 261) The Green Velvet Lawn Care Company teaches all of its employees specific methods for fertilizing
and seeding lawns. The methods are designed to ensure adequate lawn coverage with a minimum of time and
effort. All employees are expected to follow these methods precisely. Green Velvet’s approach to lawn care is
consistent with the ideas of scientific management.
19. (p. 261) Randy is a supervisor at an assembly plant for a major manufacturer. Randy has observed that most
employees he supervises are more productive if he lets them have some freedom and flexibility in how they go
about their work. Randy’s experience is consistent with the teachings of scientific management.
20. (p. 262) The original results of the Hawthorne studies proved that employees were much more productive
when they worked in well-lit areas than when they worked in poorly lit areas.
21. (p. 263) A major conclusion of the Hawthorne studies was that the best way to motivate employees was with
monetary incentives such as pay raises and bonuses.
22. (p. 263) The tendency of employees to behave differently when they know they are being studied is known as
the Taylor effect.
23. (p. 263) The results of the Hawthorne studies encouraged researchers to begin studying human motivation and
managerial styles that lead to higher productivity.
24. (p. 263) Elton Mayo’s researchers concluded that worker motivation improved when managers listened to the
worker’s ideas and suggestions.
25. (p. 263) The Hawthorne studies proved that the methods of scientific management were the best way to
achieve maximum productivity among employees.
26. (p. 263) Harrison is a manager for a small metal fabrication company. He wants to find ways to improve
worker motivation, and has read about the Hawthorne studies conducted by Elton Mayo and his colleagues. He
believes these studies offer important insights into what motivates employees. Harrison is not likely to support
the methods and ideas associated with scientific management.
27. (p. 263) Helen is conducting an experiment to determine how temperatures affect the productivity of
employees. She has just completed the first phase of her experiment, in which she had a group of employees
perform job related tasks in a special room where the temperature was 10 degrees cooler than on the factory
floor. The employees in the experimental group consistently outperformed employees in the factory. The
Hawthorne effect suggests that the most likely reason for this improvement in performance is that the cooler
working conditions allowed the employees in the experiment to work harder without getting tired.
28. (p. 263) Hal is a small business owner who wants to find a way to increase the productivity of his employees.
He has just finished reading a book on worker motivation, and found the book’s discussion of the Hawthorne
studies particularly relevant. Based on his reading, Hal is likely to view pay increases as the best way to
improve employee motivation.
29. (p. 263) Abraham Maslow believed that motivation arises from the desire to satisfy unmet needs.
30. (p. 263, figure 10.1) According to Maslow, it is impossible to rank human needs in any logical order.
31. (p. 264) According to Maslow, people will try to satisfy lower order needs before they turn their attention to
higher order needs.
32. (p. 264, figure 10.1) Safety needs are at the lowest level in Maslow’s hierarchy of needs.
33. (p. 263) Maslow referred to the needs people had for recognition and acknowledgement from others as esteem
needs.
34. (p. 263) According to Maslow, a satisfied need is no longer a motivator.
35. (p. 263) In Maslow’s hierarchy, self-actualization needs are those needs associated with basic survival, such as
the need for food and shelter.
36. (p. 263) Social needs are the highest level of needs in Maslow’s hierarchy.
37. (p. 263) In Maslow’s view, social needs include the need to feel loved and accepted.
38. (p. 264) Maslow believed that lower-level needs may emerge at any time when they are not met and take our
attention away from higher-level needs.
39. (p. 263) In order to motivate their employees, managers in less-developed nations should establish working
conditions that focus on meeting their employees’ self-actualization needs.
40. (p. 264) According to the theory developed by Maslow, the primary source of motivation for most employees
in the United States would stem from the desire to satisfy their physiological and safety needs.
41. (p. 263) Jimmy is a talented musician, and has already won a number of awards. Still, he practices about two
hours every day, trying to reach his highest potential. Jimmy is motivated by self-actualization needs.
42. (p. 263) Millie recently accepted a new job with better pay and a high degree of job security. She is now able
to live in a nicer apartment and maintain a fairly comfortable life style. However, she still feels like an
“outsider” at work, and does not yet believe that her fellow employees have really accepted her into their group.
According to Maslow’s views, Millie now would be motivated by a desire to satisfy her social needs.
43. (p. 263) Jon earns a decent salary and is on friendly terms with the other employees in his department. He is,
however, a bit frustrated because his supervisors and the other employees in his department don’t always seem
to recognize or appreciate some of his accomplishments. Jon is most likely to be motivated by the desire to meet
his esteem needs.
44. (p. 265) Herzberg’s research focused on determining which management style achieved the highest level of
worker motivation.
45. (p. 265) Herzberg’s research examined how conditions related to the job itself affected the motivation of
employees.
46. (p. 265) Herzberg’s study showed that pay was the job characteristic that ranked highest as a motivator.
47. (p. 265) Herzberg found that the factors that ranked high as motivators were usually associated with job
content rather than the work environment.
48. (p. 265) Herzberg found that the sense of achievement employees experienced when they performed their jobs
was an important motivator.
49. (p. 265) Herzberg used the term hygiene factor to refer to an element of job content that was particularly
important as a source of worker motivation.
50. (p. 265) According to Herzberg, when a hygiene factor is not fulfilled, employees will become dissatisfied.
51. (p. 265–266) Herzberg’s research found that improvements in the work environment were a more effective way
to motivate employees than improvements in job content.
52. (p. 267, figure 10.3) Motivators identified by Herzberg tend to be factors that would help employees achieve the
esteem and self-actualization needs identified by Maslow.
53. (p. 265) Herzberg’s findings suggest that the best way for firms to increase worker motivation is to focus on
improving pay and making working conditions more pleasant.
54. (p. 265) Since hygiene factors do not improve worker motivation, managers can safely ignore these factors
when trying to develop an effective work environment.
55. (p. 267, figure 10.3) Herzberg’s findings suggest that many U.S. firms can improve motivation by helping their
employees meet the esteem and self-actualization needs identified by Maslow.
56. (p. 265) The Loebahl Company has just announced that, due to financial difficulties, it must cut worker pay by
5% and will no longer provide employees with free coffee and donuts during breaks. Since Herzberg found that
pay and working conditions were not significant motivators, these changes are unlikely to have any significant
effect on worker attitudes.
57. (p. 267) Job enrichment is an extension of the ideas developed by Abraham Maslow and Frederick Herzberg.
58. (p. 267–268) Job enrichment is based on Herzberg’s higher motivators, such as responsibility, achievement, and
recognition.
59. (p. 268) Job autonomy refers to the impact the job has on the lives or work of people within the organization.
60. (p. 268) Skill variety is one of the characteristics of work that lead to improved motivation and performance.
61. (p. 268) According to job enrichment theory, one of the characteristics of a job that contributes to improved
motivation and worker performance is higher than average pay.
62. (p. 268) Feedback enhances worker motivation by giving employees a feeling of achievement and recognition.
63. (p. 268) Task identity refers to the degree to which a job has a substantial impact on the lives or work of others
in the company.
64. (p. 268) Job simplification attempts to increase task efficiency by breaking the job into simple steps and
assigning people to perform each of those steps.
65. (p. 268) Job simplification is an effective strategy for managers who want to achieve job enrichment.
66. (p. 269) Job enlargement is the strategy of assigning employees to different jobs within the organization on a
regular basis.
67. (p. 269) Job enlargement attempts to enrich jobs by combining a series of tasks into one challenging and
interesting assignment.
68. (p. 269) Job rotation attempts to make work more interesting and motivating by moving employees from one
job to another.
69. (p. 268) Management at the Jimco Company is trying to improve task efficiency by breaking down jobs into
simple steps and assigning each step to a different worker. An additional benefit of this approach is that it is one
of the most effective ways to achieve job enrichment.
70. (p. 268) Ellen supervises several employees in the accounting department of a large corporation. She has
decided to make a greater effort to give her subordinates direct and clear information about their job
performance. Ellen’s efforts are likely to improve worker motivation.
71. (p. 268) Managers who believe job enrichment can effectively improve motivation would try to give
employees a significant degree of freedom and flexibility in scheduling their work and in determining the
procedures they use.
72. (p. 268) The key to achieving task identity is to design jobs that demand the use of many different skills.
73. (p. 269) The Lilmike Company has a policy of moving employees from one job to another on a regular basis in
order to improve motivation. Lilmike is using job enlargement.
74. (p. 268) Job simplification is an extension of the ideas of Herzberg.
75. (p. 269, Spotlight on Small Business) According to the “Spotlight on Small Business” box in Chapter 10, small
businesses can best use job enrichment to motivate their employees.
76. (p. 268) Feedback helps enrich a job by satisfying an employee’s esteem needs.
77. (p. 269–270) Douglas McGregor observed that all managers tend to share certain assumptions about employees.
78. (p. 270) Theory X assumes that employees dislike work, and will avoid it if possible.
79. (p. 270) Theory X-type managers try to motivate employees by giving them a great deal of freedom and
responsibility.
80. (p. 270) Managers who make Theory X assumptions about employees tend to watch their subordinates very
closely and provide detailed instructions to employees about how they should do their jobs.
81. (p. 270) Theory X management has essentially disappeared from the real world workplace.
82. (p. 270) Theory Y assumes that the most people are capable of using a relatively high degree of imagination
and cleverness to solve problems.
83. (p. 270) Theory Y assumes that the main factor that motivates most employees is the desire to earn more
money.
84. (p. 271) Theory Y managers are likely to use empowerment to motivate employees.
85. (p. 271) The trend in many U.S. businesses is toward a Theory Y approach to management.