84. The theory stating that rewarded behavior is likely to be repeated and that punished behavior is less likely to recur is
called
a. expectancy theory.
b. Theory Y.
c. equity theory.
d. reinforcement theory.
e. Theory X.
85. The reinforcement theory says that people are motivated
a. by receiving promotions.
b. by receiving a reward in accordance with their performance.
c. by receiving rewards or punishment based on their behavior.
d. only by their achievements.
e. by receiving primarily negative reinforcement.
86. An action directly following a particular behavior is called a(n)
a. activator.
b. motivator.
c. reinforcement.
d. extinction.
e. expectant.
87. Stephanie receives high praise from her boss when she attracts a new client to her firm. This praise leads
Stephanie to work hard to obtain more new clients. For Stephanie, the praise from her boss was
a. Theory X in nature.
b. unmotivational enforcement.
c. internal reinforcement.
d. negative reinforcement.
e. positive reinforcement.
88. The American Red Cross is a not-for-profit organization that uses volunteer workers the same way a for-profit
business uses paid employees. To encourage volunteers to continue to give their time, the Red Cross thanks
volunteers with public recognition. This would be an example of
a. scientific management.
b. piece-rate scaling.
c. Theory X.
d. positive reinforcement.
e. an ineffective reward system.
89. Mary Jo Lee received a special cash award for her perfect attendance record over the past two years. By giving
this reward, this company is practicing
a. continual, repetitive reinforcement.
b. positive reinforcement.
c. negative reinforcement.
d. extinction.
e. disciplinary reinforcement.
90. To retain its key middle managers and to reduce the effect of a bank closure on its incomes, X Bank has
established a two-year severance pay package. Theoretically, the bank is motivating employees to stay with the
company through
a. positive reinforcement.
b. continual, repetitive reinforcement.
c. negative reinforcement.
d. extinction.
e. disciplinary reinforcement.
91. Which of the following strengthens desired behavior by eliminating an undesirable task or situation?
a. Punishment
b. Positive reinforcement
c. Negative reinforcement
d. Behavior modification
e. Neutral reinforcement
92. Chad‘s boss demoted him when he did not meet his sales goal for the month. This action indicates the use of
a. positive reinforcement.
b. negative reinforcement.
c. dismissal.
d. punishment.
e. extinction.
93. In 1977, two years after graduating from Yale Law School, Mr. Hyatt founded the firm Hyatt Legal Services with
two other lawyers. By 2003, the company had expanded to 200 offices in twenty-two states. With growth, the
company has found it easy to recruit staffers; however, it has faced other problems, most noticeably dissatisfaction
among staff lawyers. Recently staffers in seven Minneapolis regional offices revolted, writing a memo protesting
the firm‘s emphasis on generating fees at the expense of quality legal work. Mr. Hyatt fired the dissenters. His
action toward the dissenters indicates the use of
a. positive reinforcement.
b. negative reinforcement.
c. extinction.
d. punishment.
e. collaboration.
94. Managers who rely on
it will go away.
a. neglect
b. punishment
c. reprimand
d. elimination
e. extinction
as a form of negative reinforcement will ignore an undesired behavior in the hope that
95. Which of the following forms of reinforcement is considered the most effective?
a. Positive reinforcement
b. Continual, repetitive reinforcement
c. Negative reinforcement
d. Extinction
e. Disciplinary reinforcement
96. Alan is constantly interrupted from his work due to Gary’s (one of his employees) taking advantage of Alan’s open-
door policy by coming in and sitting down in his office, only to chat about sports. Alan should handle this behavior
by doing which of the following?
a. Sit and listen to Gary, and when Gary is finished speaking, explain to Gary that there is a lot more to life than
just sports.
b. Point at the door and demand that Gary leave immediately, and then slam the door behind Gary.
c. Work at his computer, giving very little eye contact or attention to Gary.
d. Sit and listen to Gary, and then give Gary his opinions about particular sports teams to show his knowledge
and to show he cares about the same things as does Gary.
e. Purchase two tickets for a game from the Internet and give them to Gary so that Gary will leave his office
and quit bothering him.
97. What is the main weakness of Maslow’s hierarchy of needs and Herzberg’s motivation-hygiene theory?
a. They are too complicated to be of any practical value to managers.
b. They do not specify what motivates people.
c. They do not explain why or how motivation is developed and sustained.
d. They offer no improvement from the scientific management theory.
e. They apply only to large organizations and have no value for smaller companies.
98. Regina worked hard and successfully as a salesperson for B&J Realty Company. For the past three years, she
surpassed her peers in quality and quantity of sales. Yet in comparing pay, she discovered that she makes less than
two salespeople who are well liked by management. Consequently, she accepted a higher-paying job with B&J’s top
competitor. To avoid losing other salespeople like Regina, management should understand and apply
a. Herzberg’s theory.
b. the expectancy theory.
c. the equity theory.
d. negative reinforcement.
e. Theory Y.
99. The theory that people are motivated first to achieve and then to receive rewards in proportion to their contribution
is called
a. reinforcement.
b. hierarchy of needs.
c. expectancy.
d. motivation.
e. equity.
100. The equity theory states that people are motivated
a. only by their achievements.
b. by receiving pay equal to that of all other employees.
c. by the satisfaction of doing their jobs well.
d. by receiving promotions.
e. by receiving a reward commensurate with their performance.
101. Under the equity theory, when a worker feels under-rewarded, he or she may take all of the following actions
except
a. reduce input by working less.
b. forget about it.
c. ask for a raise.
d. leave the work situation.
e. do a new comparison to verify the other one.
102. If you were a manager who made sure that rewards were distributed to your employees fairly based on their
performance and that each employee clearly understood the basis for his or her own pay, you would be using
a. scientific management.
b. equity theory.
c. Theory X.
d. motivation–hygiene theory.
e. Theory Y.
103. A manager who believes that employee motivation depends on how much we want something and on how likely we
think we are to get it is using
a. Vroom’s expectancy theory.
b. Herzberg’s two-factor theory.
c. Maslow’s hierarchy of needs.
d. McGregor’s Theory Y.
e. Taylor’s scientific management.
104. Victor Vroom’s expectancy theory is based on the very simple assumption that
a. people will do whatever it takes to achieve their goals.
b. people won’t bother to try to achieve a goal if they don’t think they are likely to achieve it.
c. motivation is based on the expectation of equitable treatment.
d. motivation is based on an employee’s understanding of what management expects her or him to accomplish.
e. motivation depends on how much people want something and how likely they are to get it.
105. The expectancy theory says that people are motivated
a. by how much they want and the chance they have of getting it.
b. only by their achievements.
c. by receiving pay equal to that of all other employees.
d. by the satisfaction of doing their job well.
e. by all of the above.
106. All of the following are accurate statements about the expectancy theory except that
a. it is easy to apply.
b. there are various reasons why employees work.
c. the reasons people work may change.
d. it is necessary to show employees how to attain the outcomes they desire.
e. it is a very complex model of motivation.
107. Joyce works hard and puts in many extra hours. For this, she can anticipate a pay raise, a promotion, or an
expanded sales territory. However, getting a promotion is most important to Joyce. According to the useful
guidelines of the theory, Jim, her manager, must recognize that (1) she is putting in hard work and long hours
to obtain a promotion, (2) what motivates Joyce will change over time, and (3) he must clearly show Joyce how to
attain the desirable reward.
a. motivation-hygiene
b. expectancy
c. equity
d. reinforcement
e. hierarchy of needs
108. Every year, Barbara and her boss sit down together and discuss what Barbara should accomplish for the next year.
Barbara’s boss takes time to meet with all his employees like this to motivate them to accomplish their objectives.
These actions rely on
a. expectancy theory.
b. goal-setting theory.
c. equity theory.
d. Theory Y.
e. goal-motivation theory.
109. MBO stands for
a. managing by organizing.
b. management by objectives.
c. management by others.
d. motivation by objective.
e. management by orders.
110. The technique in which managers and subordinates collaborate on setting goals and reviewing performance is
a. motivation by organization.
b. management by observation.
c. maintaining better output.
d. management by objectives.
e. motivation by openness.
111. The director of personnel at Eastern corporate headquarters wants to institute an MBO system nationwide. She
should begin by
a. ensuring that top management endorses and participates in MBO.
b. evaluating and documenting her subordinates‘ performances.
c. establishing reasonable goals for all levels above her.
d. establishing reasonable goals for all levels below her.
e. ensuring that her subordinate managers support and understand the goals she has set for them.
112. Before manager Kim can begin the MBO process with her associates, what step needs to be taken?
a. Her associates need to decide for themselves what goals they want to achieve.
b. She needs to think about what goals she wants her associates to achieve.
c. Her managers, who make up top management, need to give annual goals to her.
d. She should talk with her associates about what resources they will need to achieve their goals.
e. She needs to evaluate the performance of each of her associates.
113. Raul, an engineer with a leading manufacturer, could not figure out why he was so motivated in his job. However, in
conversation he pointed out a few things that may have contributed to such motivation. First, top managers were
sharing company goals with employees. Second, his manager recently met with Raul’s engineering group to discuss
the goals relevant to their jobs. Third, his manager requested that each person think about how he or she could
personally help achieve these goals. As he followed through on his manager’s request, Raul found himself becoming
clearer about the role he is expected to play in reaching the organization’s goals. This manufacturer is using to
help its managers boost employee motivation.
a. behavior modification
b. reinforcement theory
c. expectancy theory
d. management by objectives
e. scientific management
114. Securing the acceptance of top management is the first step in an MBO program. Which of the following is not one
of the four remaining steps?
a. Establishing preliminary goals
b. Having the manager and subordinate work together to determine how the subordinate can work toward
accomplishing company objectives
c. Conducting a periodic review
d. Conducting an evaluation
e. Reassigning the employee
115. A sales manager has implemented a program for his salespeople that involves a meeting with each salesperson,
during which the sales manager gives the salesperson the yearly quota for the salesperson’s territory. The sales
manager has missed the key concept in management by objectives, which is
a. reducing the paperwork involved in the MBO process.
b. a mutual understanding of the punishment to be given if the salesperson does not meet the goal set by the
sales manager.
c. mutual goal setting between the sales manager and the salesperson.
d. documentation of the sales quota in the salesperson‘s personnel file.
e. ensuring that the economy can support the sales quota assigned.
116. A contemporary manager who wants employees to have more control over their work might implement either
a. the Theory X or Theory Y system.
b. MBO or job enrichment.
c. job enrichment or the Theory X system.
d. MBO or a reward system that emphasizes Theory X.
e. Theory X and Theory Y.
117. At midyear, Susan, the manager of a store, realizes that the new outlet mall with 300 stores down the street is
taking much of the sales away from her store, so she will need to revise the sales goals of her sales associates.
Susan is in what stage of the MBO process?
a. One
b. Two
c. Three
d. Four
e. Five
118. Tom Willis, owner-manager of J&P Manufacturing Company, has tried just about everything to motivate his
employees. He has added new fringe benefits, including legal services; he has improved safety conditions; and he
has increased employee pay by 7 percent across the board. None of these actions seem to have worked. Now Tom
wonders what he should do next. Which of the following would you suggest?
a. Increase pay to 17 percent across the board.
b. Add a day-care center to the employee benefits package.
c. Prepare and distribute a company policy manual.
d. Improve job security.
e. Enrich jobs as necessary.
119. Which of the following motivational techniques involves expanding a worker‘s assignments to include additional but
similar tasks?
a. Job enlargement
b. Job enhancement
c. Job redesign
d. Job sharing
e. Management by objectives (MBO)
120. At Chevrolet, teams of workers make their own job assignments, plan their own work, control their material and
inventory needs, and select new team members. This is an example of job
a. switching.
b. redesign.
c. enrichment.
d. sharing.
e. rotation.
121. Jane Freeman, a merchandise manager at JCPenney, has just been informed by her superior that all managers in
the store have been reassigned departments of responsibility because top management has done some reorganizing.
Jane previously was in charge of the infants’ department and the girls’ department, and now she is also in charge of
the boys‘ department. This is an example of
a. job enlargement.
b. job enrichment.
c. the MBO program in progress.
d. job redesign.
e. job modification.
122. Job redesign is a type of in which work is restructured in ways that cultivate the worker-job match.
a. behavior modification
b. employee empowerment
c. job enrichment
d. job enlightenment
e. job enlargement
123. A motivation tool that attempts to provide workers with more tasks and more control over these tasks is
a. compressed work schedules.
b. employee participation.
c. job enrichment.
d. modified work weeks.
e. job rotation.