Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
77) The strength of a person’s motivation to perform a job depends on his or her sense of
self-efficacy.
a. True
b. False
78) Jason firmly believes that the firm he works for is not in a financial position to
reward him with great returns. He has been less motivated in his job lately. The reason
why Jason is less motivated is because of instrumentality.
a. True
b. False
79) Expectancy refers to the individual’s perception of how probable it is that exerting a
given amount of effort will lead to good performance.
a. True
b. False
80) Louise is unmotivated because she feels that her employer is not rewarding her in a
fair and equitable manner. To Louise, the issue is the valence of the reward.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
81) Goals are most effective when they are easily reached by the employees.
a. True
b. False
82) Reagan is very dissatisfied with her job and place of work because of the training
policy and procedures, which she thinks are unfair. Reagan is experiencing distributive
inequity.
a. True
b. False
83) After the 2005 season ended for the BC Lions football team, Geroy Simon’s contract
was up for renewal. He wanted a similar salary to Edmonton Eskimo’s receiver Jason
Tucker, based on his performance during the year. Simon’s salary was increased and he
led the league in receiving in 2007 and finished as the second-best receiver in 2008. This
is an example of goal-setting theory.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
Objective: 4-4 Do equity and fairness matter?
84) Distributive justice is the perceived fairness of the amount and allocation of rewards
among individuals.
a. True
b. False
85) Cognitive evaluation theory suggests that a large external reward can undermine the
positive performance of an employee who is already highly motivated by intrinsic
rewards. If this were the case, employees would likely explain their behaviour through
the reward, instead of their own internal motivation.
a. True
b. False
86) When people are treated in an unjust manner (at least in their own eyes), they respond
by retaliating (e.g., by badmouthing a supervisor).
a. True
b. False
87) Variable-pay compensation pays people for the time they spend on the job.
a. True
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
b. False
88) Organized labour suggests that pay for performance plans are not always positive;
they can create stress for older workers, competition between workers, and possibly
injuries.
a. True
b. False
89) Both piece-rate and bonus plans are examples of performance-based compensation.
a. True
b. False
90) Employee recognition tends to reduce turnover in companies, particularly that of the
good employees.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
Objective: 4-5 Does money motivate? Does anything else?
91) One disadvantage of skill-based pay is that employees may not be able to learn some
skills, and will thus feel demoted.
a. True
b. False
92) Piece-rate plans are always based on group productivity.
a. True
b. False
93) Gainsharing’s popularity seems to be narrowly focused among large unionized
manufacturing companies.
a. True
b. False
94) ESOPs are essentially the same thing as stock option plans, which allow employees
to buy stocks at a future time at previously set prices.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
95) Variable-pay programs can be applied at individual, team, and company-wide levels,
making it possible to link rewards to the appropriate level of performance.
a. True
b. False
96) In the typical ESOP, employees acquire stock as part of their company-established
benefit plan.
a. True
b. False
97) From management’s perspective, one of the greatest appeals of skill-based pay plans
is the increased skill level of employees.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
98) Leslie is the owner and manager of a large supply store. She implemented a pay-for-
performance plan many years ago and has since discovered that the organization operates
more profitably if she is open to sharing information about the company’s financial
conditions with the employees. She thinks that “sharing information and profits promotes
an atmosphere in which hard work, innovation, and efficiency pay off for everybody.”
Leslie’s conclusions are quite possible.
a. True
b. False
99) Job enrichment, an application of the job characteristics model, focuses on the
vertical expansion of jobs.
a. True
b. False
100) Employees tend to have an inflated assessment of their own performance.
a. True
b. False
101) What is motivation? Describe in detail the managerial concepts of motivation
explaining how intrinsic and extrinsic motivators relate to motivation in general and
McGregor’s two views of human beings in particular.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
Answer:
102) Describe, compare, and contrast ERG theory and Maslow’s hierarchy of needs. Give
specific examples to illustrate your answer. How can managers use these theories in the
workplace?
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
103) Explain the expectancy theory at both a theoretical and practical level. Give specific
examples to illustrate your answer.
Suggested answer:
104) Management by objectives is a widely popular management concept and a specific
way of implementing the goal-setting theory. Discuss the goal-setting theory and its
implementation in detail giving examples of how this theory is used to motivate
employees in an organization.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
Suggested answer:
105) Describe and discuss equity theory and explain how a manager might apply it in the
workplace. Give specific examples to illustrate your answer.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
106) Organizations are challenged to create motivating jobs in order to recruit and retain
skilled and committed employees. Discuss in detail the factors involved in creating
motivating jobs giving specific examples where possible.
107) Does money motivate? Present both sides of the argument with clear and precise
reasons, using the knowledge from the various motivational theories.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others