169. (p. 260) Weldon Task has just successfully negotiated a new long-term sales agreement with a major client.
The personal satisfaction Weldon has about his efforts is his ________ reward.
A. external
170. (p. 260) Maureen’s supervisor was so impressed by her work that he named her the employee of the month.
This praise from her supervisor is an example of a(n) _________ reward.
D. extraneous
171. (p. 260) According to the principles of scientific management, the best way to improve productivity is to:
A. give employees greater recognition for their efforts.
172. (p. 260-261) New employees at Throneberry Manufacturing are carefully trained to use the most efficient
production methods. They are then placed on an assembly line and expected to perform the same task day after
day, using the methods they were taught. The work is boring, but the pay is good. Throneberry’s approach is
consistent with the principles of:
A. management by objectives.
173. (p. 260) Wally Tormach is a professional house painter. During busy periods, he often hires college students
as helpers on his jobs. Wally tells his helpers that he has determined the most efficient way to paint a house and
he expects them to follow his instructions exactly. Wally’s approach is consistent with the ideas of:
A. Peter Drucker.
174. (p. 262) Which of the following statements is the best description of how scientific management viewed
employees?
D. Employees are individuals who do not respond in the same way to a particular management style.
175. (p. 263) The Hawthorne studies concluded that worker motivation:
A. increased when managers applied the scientific management approach.
176. (p. 262) The Hawthorne studies were conducted by ____________ and his colleagues from Harvard
D. John Hawthorne
177. (p. 262) The original goal of the Hawthorne studies was to determine:
A. the average IQ of production employees.
178. (p. 263) The tendency for people to behave differently when they know they are being studied is known as
D. induced motivation effect.
179. (p. 262) The Hawthorne studies found that employees in the experimental group:
D. performed poorly because they were distracted by all of the attention they received.
180. (p. 263) The findings of the Hawthorne studies led researchers to look more closely at how ____________
could lead to better productivity.
A. changes in salary and benefits
181. (p. 263) The most important impact of the Hawthorne studies was that it:
A. helped managers find the level of lighting associated with optimum productivity.
182. (p. 263) In the Hawthorne studies, employees were involved in the planning of the experiments. This caused
employees to:
A. set rather simple, easily attainable goals.
183. (p. 263) Which of the following statements about worker motivation is most consistent with the findings of
D. Worker motivation is unimportant in determining the level of worker productivity, because productivity is
primarily determined by external factors such as the speed of the machinery the employees operate.
184. (p. 263) Dr. Mo T. Vadar, a professor of psychology at a respected university, is planning a study of the
factors that affect the motivation of employees. Dr. Vadar is concerned that the results of his experiments may
be misleading because employees in an experimental group tend to behave differently when they know they are
being studied. This concern shows that Dr. Vadar is aware of the:
D. Heisenberg principle.
185. (p. 263) Which of the following statements would Elton Mayo be most likely to make soon after concluding
his Hawthorne studies?
A. Employees are not lazy, but they normally lack direction and respond best to an autocratic style of
management.
186. (p. 263) The concept that a hierarchy of human needs could be used to explain motivation was developed by:
D. Frederick Herzberg.
D. to achieve open two-way communication within an organization.
188. (p. 264) According to Maslow, a higher order need:
A. always provides greater motivation than a lower order need.
189. (p. 263) Maslow classified the needs for basic items such as food, water, and shelter as:
190. (p. 263) In Maslow’s hierarchy of needs, the desire for love and acceptance would fall into the category of:
D. self-actualization needs.
191. (p. 263) Maslow would classify the need for recognition from others and for self respect as _________
D. physiological
192. (p. 263) In Maslow’s hierarchy, __________ needs refer to the desire to reach one’s fullest potential.
A. social
193. (p. 263) The need __________ would be classified as a social need.
194. (p. 264, figure 10.1) Maslow placed _________ needs at the highest level of his hierarchy.
D. social
195. (p. 263) Jackie had been very pleased with her part-time job at a local convenience store until a recent
incident occurred. During Jackie’s shift, the store was burglarized. Although no one was hurt, Jackie now feels
uneasy and fearful during her late night shift. She is so nervous and worried that she is having a hard time
concentrating on her work and is thinking about quitting. Management needs to be aware of Jackie’s unmet
_______ needs.
A. esteem
196. (p. 263) John dropped out of school after the ninth grade and now must support himself though he has few
skills. He is a part-time employee at a small retailer earning the minimum wage. John would like to earn more,
but hasn’t been able to find a better job. He is having a hard time paying his rent and utility bills and has quit
eating breakfast to try to save on his food bills. John is having trouble meeting his:
A. esteem needs.
197. (p. 264) Abraham Maslow thought that once needs at one level of his hierarchy were met:
D. he or she would become more interested in lower-level needs.
198. (p. 264) Most employees in less-developed nations are motivated by the desire to satisfy:
D. empathetic needs.
199. (p. 264) Employees in the United States and other developed nations are least likely to be motivated by the
desire to satisfy __________ needs:
A. social
200. (p. 264, figure 10.1) Julie has worked for the Rarwick Corporation for several years. Recently, management
recognized her as one of her company’s best employees. Her fellow employees respect and admire her, and she
feels good about herself. The type of needs that are likely to motivate Julie in the future are:
D. safety needs.
201. (p. 303) Maalem Ben Ali is a refugee from Ethiopia who has none of the basic necessities Americans take for
granted. He lives in an overcrowded tent in a refugee camp. He is often hungry because food is scarce in the
camp, and is often thirsty because the main water supply is polluted. Maalem Ben Ali is concerned about his
D. self-actualization
202. (p. 263) Milo Ulanovich lives in a country with a volatile political and social environment. He currently has a
job and can afford a decent apartment and plenty of food. He is worried, however, that the job may not last and
that riots and political unrest will throw the country into turmoil. Milo’s concerns reflect the desire to satisfy:
D. self-actualization needs.
203. (p. 263) Than Wok immigrated from his war-torn country to the United States almost two years ago. He
recently found a job working on an assembly line at a major computer manufacturer. Than left his friends and
family behind when he came to the United States. He is lonely and hopes that his fellow employees will accept
him so that he can build some lasting friendships. Than Wok wants to satisfy his:
A. physiological needs.
204. (p. 263) Melody has worked as a secretary at Consolidated Freight Handling for ten years. She earns a good
salary and is well liked by her fellow employees and managers. However, she has been passed over for
promotion twice and feels that no one appreciates her abilities and skills. Melody is concerned with satisfying
her:
A. physiological needs.
205. (p. 265) _____________ studied how the characteristics of the job itself affected worker motivation.
A. William Ouchi
206. (p. 265-266) Herzberg’s research identified several ___________ factors that did not necessarily motivate
employees if they were increased, but could cause employees to become dissatisfied if they were missing or
inadequate.
A. retroactive
207. (p. 265) Herzberg found that the factors that provided the highest level of motivation were mostly associated
with:
D. the style of management.
208. (p. 265) Herzberg found that good pay:
A. was the strongest motivator.
209. (p. 265) According to Herzberg, a sense of achievement, earned recognition, and interest in the work itself
were all:
D. consistent with his Theory X approach to motivation.
210. (p. 265) Herzberg’s research found that the factor that ranked highest as a motivator was:
D. the presence of clear and consistent company rules and policies.
211. (p. 265) Herzberg’s research found that the characteristic key motivational factors had in common was that
they:
A. were easy to explain and easy to measure.
212. (p. 265) Herzberg’s research found that safe working conditions and good pay:
D. were very important motivators for professional employees and managers, but were poor motivators for
unskilled employees.
213. (p. 265) According to Herzberg’s views, which of the following strategies would be most likely to result in a
higher level of worker motivation?
A. improvements in the physical working conditions
214. (p. 265-266, figure 10.2) Charlie, the CEO of Collier Chemical, likes to boast that his company offers the highest
salaries in the industry, has excellent working conditions, and has clear and consistent company policies. Yet he
admits his workforce is not highly motivated. Herzberg’s research suggests that Collier Chemical is having
difficulty motivating its employees because it is focusing on:
A. interactive factors.
215. (p. 265-266, figure 10.2) El Nino Chemicals has redesigned many jobs to make the work more interesting and
challenging. The company encourages its employees to further their education by reimbursing them for tuition
payments when they complete a college course. El Nino also recognizes worker achievements at a company
picnic each spring and a company party in December. Talented employees are given promotions and added
D. Abraham Maslow to satisfy lower-order needs of employees.
216. (p. 268) ___________ is the characteristic of work concerned with the degree of freedom, independence and
discretion an employee has in scheduling work and determining procedures.
D. Task significance
217. (p. 268) The characteristic of work that is concerned with the amount of direct and clear information
employees receive about performance is called:
D. task significance.
218. (p. 268) The degree to which a job has a substantial impact on the lives or work of others in the organization
is referred to as:
D. mutual interdependence.
219. (p. 268) __________ is the degree to which a job requires doing a task with a visible outcome from beginning
to end.
A. Task significance
220. (p. 267) ________ emphasizes motivating the worker through the characteristics of the job itself.
A. Automation
221. (p. 269) The practice of moving employees from one job to another to make work more interesting is known
as:
D. worker alternation.
222. (p. 268) ___________ attempts to increase task efficiency by breaking down jobs into simple steps and
D. Roundabout production
223. (p. 269) Job ___________combines a series of tasks into one assignment that is more challenging, interesting,
and motivating.
A. optimization
224. (p. 268) Ramon works at Chicago Medical Instruments. His job was recently redefined so that he now has
more flexibility in the hours he works and more say in the procedures used on the job. This suggests that
Chicago Medical Instruments is trying to change Ramon’s job so that it has more:
D. task significance.
225. (p. 268) Ramona works at St. Louis Office Machines. In the past, her only chance to learn how she was doing
on the job came during fairly superficial performance reviews with her boss twice a year. The company recently
implemented some policies designed to give Ramona and other employees detailed information about job
performance every two weeks. This suggests that St. Louis Office Machines is trying to provide Ramona and
her co-employees with more:
A. autonomy.
226. (p. 268) Which of the following practices would be most consistent with the views of Frederick Taylor?
D. job rotation
227. (p. 269, Spotlight on Small Business box) The “Spotlight on Small Business” box in Chapter 10 looks at Rhonda Abrams’
advice for motivating employees in a small business. Which of the following statements is the most consistent
with the views of Rhonda Abrams?
D. Since small businesses offer very limited chances for personal growth and very little job security, their
employees are most likely to be motivated by monetary incentives.
228. (p. 269) Every month Sam Taylor is assigned a different job at Russo & Daughters Financial Consulting. Sam
enjoys the variety and finds that switching jobs on a regular basis keeps the work from becoming boring. Russo
& Daughters is using a technique known as job:
A. branching.
229. (p. 267-268) At Boss Motorcar Company, employees are grouped into teams. Each team is responsible for
assembling an entire automobile. Boss gives the teams freedom and flexibility to decide for themselves how to
divide up the work. The company keeps the employees informed about how their cars are selling, and even
shows them the comments customers make about quality and performance on customer satisfaction
questionnaires. Boss Motorcar Company is using a strategy of:
D. supportive analysis.
230. (p. 269) Until recently, Compkey International produced personal computers on an assembly line with each
worker performing only one simple task. Three months ago, the company began allowing individual employees
to assemble entire computers, test all of the components, and even install the software that Compkey includes
with each of its computers. Compkey’s new production method is an example of:
D. flexible manufacturing.