Chapter 14 Motivation in Multinational Companies
MULTIPLE CHOICE
1. People’s expectations from work (such as work providing necessary income or work providing
satisfactory experiences) refer to
a.
Functions of work.
b.
Work centrality.
c.
Importance of work.
d.
Work motivation.
2. Conclusions from the World Values Survey and the European Values Survey on functions of work
reveal that
a.
People across the world assign the same degree of importance to work functions.
b.
People across the world rate income as the most important work function.
c.
People from different nations do not assign the same magnitude of importance to work
functions.
d.
Workers saw the most important function of work as providing contact with other people.
3. The importance of work refers to
a.
how central work is in an individual’s life.
b.
The degree of obligations to work in the life of an individual.
c.
The functions that work plays in people’s lives.
d.
People’s expectations from work.
4. The concept of work centrality refers to
a.
The reasons why people work.
b.
The degree of importance of work in the life of an individual.
c.
The functions that work plays in people’s lives.
d.
Goals that people hope to achieve from working.
5. All the following are true about work centrality EXCEPT
a.
High levels of work centrality may lead to dedicated workers and more effective
organizations.
b.
Higher levels of work centrality closely match average number of hours worked in a
country.
c.
High levels of work centrality in Japan have been physically and psychologically stressing
to middle-aged managers.
d.
It represents the function of work in an organizational culture.
6. All of the following statements about work in different countries are true EXCEPT
a.
Regardless of country, money has the highest priority for why people work.
b.
All people hope to receive certain benefits from work.
c.
In some societies, work is very central and absorbs more of a person’s life.
d.
People from different countries have different goals for their jobs.
7. Motivation refers to
a.
A feeling of deficit or lacking.
b.
Goal-directed behaviors to satisfy human needs.
c.
The use of work to satisfy many needs.
d.
Consequences of a person’s behavior that discourages the behavior.
8. Reactions to a person’s behavior that encourage the person to continue the behavior is
a.
Goal-directed behavior.
b.
Punishment.
c.
Reinforcement.
d.
Need.
9. The national context affect motivation through all of the following EXCEPT
a.
Cultural values and norms.
b.
Social institutions that lead to different types of organizations.
c.
The existence of strong organizational cultures.
d.
National differences in work centrality.
10. Need theories of motivation are based on the assumption that
a.
Motivation is a function of the individual’s beliefs of what happens if one works hard.
b.
Motivation is a result of the outcomes of one’s past behaviors.
c.
Motivation is a function of why people work.
d.
People can satisfy basic human needs in the work setting.
11. All of the following statements about Maslow’s hierarchy of needs are true EXCEPT
a.
People have six basic type of needs.
b.
People have basic needs that follow a hierarchy from lower level to higher level needs.
c.
People first seek to satisfy lower level needs and then move to higher level needs.
d.
All of the above are true.
12. All of the following statements are true about hygiene factors EXCEPT
a.
Hygiene factors bring people to neutral states of motivation.
b.
Hygiene factors include good benefits and good working conditions.
c.
Hygiene factors can motivate workers similarly to motivating factors.
d.
Hygiene factors include those characteristics that allow people to fulfill lower level needs.
13. Which of the following motivation theory suggests that only some people have the need to win in
competitive situation or to exceed excellence standards?
a.
Expectancy theory
b.
Motivator-hygiene theory
c.
Achievement-motivation theory
d.
Reinforcement theory
14. When applying need theories in a cross-national context, managers should
a.
Ignore the differences in needs between nations and apply the models uniformly.
b.
Take into consideration the particular needs that people seek to satisfy in different
countries.
c.
Give the same magnitude of importance to work needs and apply these motivational tools.
d.
Understand work centrality and then provide the same rewards to satisfy needs.
15. Which types of motivation theories explain motivation arising from satisfaction of needs and values
combined with an individual’s beliefs regarding the work environment?
a.
Needs theories
b.
Work centrality theories
c.
Process and reinforcement theories
d.
Work functions theories
16. Expectancy theory proposes that
a.
Motivation is solely determined by the satisfaction of needs.
b.
Motivation is determined by the workers’ perceptions of fairness at work.
c.
Motivation is a result of an individual’s preferences and belief that his/her effort will lead
to some valued results.
d.
Motivation is a purely automatic process.
17. In a cross-national context, expectancy theory prescribes that managers
a.
Should specify the hierarchy of needs of workers.
b.
Identify and eliminate potential sources of inequity at work.
c.
Identify valued outcomes and convince workers that their efforts will lead to these
outcomes.
d.
Punish workers for not achieving organizational goals.
18. The theory based on the idea that employees compare their inputs and outcomes to other persons in the
work setting to determine if they are being fairly treated is
a.
Needs difference theory.
b.
Expectancy theory.
c.
Equity theory.
d.
Reinforcement theory.
19. All of the following statements are true EXCEPT
a.
Equity norms prevail in individualistic cultures.
b.
Equality norms prevail over equity norms in collectivist cultures.
c.
Equity norms prevail in collectivist cultures.
d.
All of the above are true.
20. Principles of goal-setting theory include all of the following EXCEPT
a.
Set clear and specific goals.
b.
Provide incentives to achieve goals.
c.
Give feedback on goal attainment.
d.
Assign do-your-best types of goals.
21. Setting goals for work groups is recommended in
a.
Individualistic cultures.
b.
Collectivist cultures.
c.
High power distance cultures.
d.
Goal setting for groups works equally well in all cultural settings.
22. All of the following are true about the operant-conditioning model EXCEPT
a.
Behavior is a function of its consequences.
b.
People will stop behaviors that have unpleasant consequences.
c.
People will continue behaviors they like irrespective of the nature of consequence.
d.
People will continue behaviors that have pleasant consequences.
23. Which motivation theory proposes that if a pleasurable consequence follows a behavior, then the
behavior will continue and if an unpleasant consequence follows a behavior, the behavior will stop?
a.
Needs theory
b.
Expectance theory
c.
Equity theory
d.
Reinforcement theory
24. Applying reinforcement at a cross-national level is challenging because
a.
It is hard to identify the organizational rewards that can be used as reinforcers.
b.
It is hard to understand how work values influence potential rewards.
c.
It is hard to know which type of reinforcer is more applicable in different cultures.
d.
All of the above
25. All of the following statements about the US job characteristics model are true EXCEPT
a.
The model suggests that work is more motivating when managers enrich core job
characteristics.
b.
The model suggests that enriching job characteristics is motivating for all types of
individuals.
c.
The model assumes that one critical state for motivation to occur is if the worker believes
his/her work to be meaningful.
d.
The model assumes that only some people will respond well to enriched jobs.
26. The sociotechnical systems approach to job design
a.
Gives priority to the technical efficiency of workers.
b.
Attempts to mesh both modern technology and social needs of workers.
c.
Has no major differences with the US job characteristics model.
d.
Focuses on designing each worker’s task for job enrichment.
27. A crucial difference between the US job characteristics model and the European STS approach is
a.
The US model focuses on core job characteristics, while the European model focuses on
tasks.
b.
The US model focuses on individuals, while the European model focuses on work teams.
c.
The US model focuses on work teams, while the European model focuses on individuals.
d.
There are no differences between the US job characteristics model and the European STS
approach.
28. Social loafing
a.
Is the social process of sharing.
b.
Occurs when people prefer to work in groups.
c.
Means that everyone’s work is easier in groups.
d.
Occurs when people put out less effort when working in groups.
29. Some of the detrimental effects of social loafing can be reduced if
a.
Individuals are held responsible for performance.
b.
Groups are held responsible for performance.
c.
The group leader is held responsible for performance.
d.
None of the above
30. In individualistic cultures, performance drops off with the use of teamwork because
a.
Of social loafing.
b.
Workers believe that the group will make up any slack in their personal efforts.
c.
Workers do not feel responsible for group outcomes.
d.
All of the above
31. A manager gives bonuses to high performing foreign employees hoping that they will continue
performing at a high level. This manager is using which motivational principle?
a.
Extinction
b.
Goal-directed
c.
Reinforcement
d.
Punishment
32. An expatriate finds that one of his subordinates regularly jokes about a minority group in the country.
She decides to ignore the jokes hoping that the subordinate will eventually stop such jokes. Which
aspect of reinforcement theory is she using?
a.
Avoidance
b.
Extinction
c.
Punishment
d.
Operant conditioning
33. Hygiene factors include
a.
The size of desks and color of offices.
b.
Interesting tasks in the job.
c.
Challenges in the job.
d.
All of the above
34. Which of the following is NOT one of the reasons discussed to explain why people engage in social
loafing in individualistic cultures?
a.
When working in groups, people in individualistic cultures often feel less pressure to work
and less responsible for work outcomes.
b.
Workers in groups in individualistic cultures often believe that the group will make up any
slack in their personal efforts.
c.
People in individualistic cultures often give priority to their own work over the group.
d.
All of the above are reasons to explain social loafing in individualistic cultures.
35. Which of the following theories is NOT considered as one of the needs theories?
a.
Equity theory
b.
Achievement motivation theory
c.
Maslow’s hierarchy of needs
d.
Motivator-hygiene theory
36. The need to maximize personal achievement refers to which type of need in Maslow’s hierarchy of
needs
a.
Physiological needs.
b.
Self esteem needs.
c.
Self actualization needs.
d.
Security needs.
37. Esteem needs refer to
a.
Basic survival needs such as food, water and shelter.
b.
Safety and avoidance of pain and life-threatening situations.
c.
Being loved and having friendship.
d.
Focus on respect and feelings of self-worth.
38. According to the text, those who are underrewarded are likely to
a.
Return their rewards.
b.
Reduce their inputs.
c.
Increase their inputs.
d.
None of the above
39. According to equity theory, equity conscious people are most likely those
a.
Who behave consistently with equity theory.
b.
Who are more likely to tolerate situations where they are underrewarded.
c.
Are more likely to experience satisfaction if underrewarded.
d.
None of the above
40. Which of the following refers to the aspect of a job where the person can complete a whole piece of
work from beginning to end?
a.
Feedback
b.
Task significance
c.
Task variety
d.
Task identity
ESSAY
1. Why is it necessary to understand the meaning of work in different cultures before planning work
motivation strategies?
2. Compare and contrast the need theories of motivation to the process theories of motivation. How can
these theories be applied in multinational management?
3. Describe Vroom’s Expectancy Theory. What are some implications for multinational management?
4. What are the three major principles of allocating rewards? Discuss how each principle works. Why is
equality preferred in more collectivistic cultures while individualistic cultures favor equity?
5. Discuss some of the implications of the operant-conditioning model for multinational management.
ANS:
6. Explain why performance drops off when teams are used in individualistic cultures. Explain the
significance of social loafing in the process. How can social loafing be reduced?
7. Compare and contrast the Job Diagnostics Design Approach to the European Sociotechnical Systems
Approach to job design.
8. Discuss equity theory. What are the implications for multinationals?
ANS:
