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1. Employee motivation rarely affects
productivity.
a.
True
b.
False
2. When workers are not motivated to achieve organizational goals, the fault is often with the workers
themselves.
a.
True
b.
False
3. Hygiene factors fulfill high-level needs and include achievement, recognition, responsibility, and opportunity
for
growth.
a.
True
b.
False
4. People with a high need for achievement tend to enjoy work that is entrepreneurial and
innovative.
a.
True
b.
False
5. The carrot-and-stick approach to motivation tends to focus on higher-level
needs.
a.
True
b.
False
6. Extinction is the administration of a pleasant and rewarding consequence following a
behavior.
a.
True
b.
False
7. Punishment is also referred to as avoidance
learning.
a.
True
b.
False
8. Expectancy theory proposes that people are motivated to seek social equity in the rewards they receive
for
performance.
a.
True
b.
False
9. According to the equity theory, employees make comparisons of what they put into a job and the rewards
they
receive relative to those of other people in the
organization.
a.
True
b.
False
10. Five elements must be in place before employees can be empowered to perform their jobs: information,
knowledge,
discretion,
meaning,
and
rewards.
a.
True
b.
False
11. Empowerment is power sharing, the delegation of power or authority to subordinates in the
organization.
a.
True
b.
False
12. Job ernichrnent is a program that links at least a portion of employees' pay on the amount of skills
they
possess.
a.
True
b.
False
13. A fully engaged employee is one who care deeply about the organization and actively seeks to serve the
mission.
a.
True
b.
False
14.
It
is the behavior of co-workers that makes the biggest difference in whether people feel engaged at
work.
a.
True
b.
False
15. Conventional management
approaches:
a. appeal to an individual's "higher" needs.
b. rely on intrinsic rewards to motivate
subordinates.
c. are based on controlling the behavior of people by manipulating their
decisions.
d. give subordinates more control over their work and the power to affect
outcomes.
16. Intrinsic
rewards:
a. come from the satisfaction received by performing a particular
action.
b. are given by another person, typically a
supervisor.
c. include pay raises and
promotions.
d. appeal to the "lower" needs of
individuals.
17. Employees in companies that are infused with a social mission are typically more highly motivated
because:
a. they want to avoid punishments and negative
consequences.
b. they get intrinsic rewards by helping other
people.
c. they are given monetary
incentives.
d. they can get access to
profit-
sharing
pro
grams.
18. Which of the following is true of extrinsic
rewards?
a. They are under the control of an
individual.
b. They come from solving problems to benefit
others.
c. They are given by another person, typically a
supervisor.
d. They appeal to the
"higher
"
needs of individuals.
19. Bonuses and praise are examples of the approach to motivate
people.
a. intrinsic negative
b.
intrinsic
positive
c. extrinsic
negative
d. extrinsic
positive
20. Which of the following actions is an example of positive
reinforcement?
a.
WllhholdingJT.Iise
b.
Reprimandin
g
a
n
employee
c. Recommending a pay
raise
d. Avoiding negative
statements
21. According to Maslow's hierarchy of needs theory, the highest need category is .
a. self-actualization
b.
esteem
c. belongingness
d.
safety
22. According to Maslow's hierarchy of needs theory of motivation, the most basic human needs
are:
a. esteem
needs.
b. affiliation needs.
c. physiological needs.
d. safety
needs.
23. According to Maslow's hierarchy of needs theory, the need for fringe benefits is an example of
needs.
a.
esteem
b. belongingness
c. self-actualization
d.
safety
24. According to
Herzberg's
two-factor theory, hygiene factors
include:
a. recognition.
b. interpersonal
relationships.
c. the work itself.
d. personal
growth
25. According to Herzberg's two-factor theory, the leader's role is
to:
a. use motivators to meet the higher level needs of
employees.
b. provide only hygiene factors to
employees.
c. only remove dissatisfiers.
d. use
system-wide rewards.
26. According to the acquired needs theory, the need for power refers to the desire
to:
a. accomplish something difficult and attain a high standard for
success.
b. form close personal relationships and avoid
conflict.
c. influence or control others and have authority over
others.
d. master complex tasks and surpass
others.
27. According to the acquired needs theory, people who have a high need for
affiliation:
a. are passive and
uncritical.
b.
are
suocessful
"integrators"
whose
job
is
to
coordinate
1he
wot
k
of
departments.
c. tend to enjoy work that is entrepreneurial and
innovative.
d. successfully attain the top levels in the organizational
hierarchy.
28. Which of the following statements is true of the carrot-and-stick approach to
motivation?
a.
It
focuses on long-term
goals.
b.
It
enables each person's success to be mutually
enjoyed.
c.
It
creates a culture of competition due to the presence of intrinsic
rewards.
d.
It
tends to focus on
lower
needs.
29. Immediate praise for an employee who arrives on time increases the likelihood of punctuality. This is an example
of:
a. extinction.
b. punishment.
c. positive
reinforcement.
d.
expectancy.
30. The basic assumption underlying behavior modification is the .
a. law of initial
values
b. all-or-none law
c. matching
law
d. law of
effect
31. is the withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less
likely
to
occur in the
future.
a.
Punishment
b. Negative
reinforcement
c. Positive
reinforcement
d. Extinction
32. Which of the following theories of motivation is associated with the work of Victor
Vroom?
a. Acquired needs
theory
b. Two-factor
theory
c. Hierarchy of needs
theory
d. Expectancy
theory
