Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
a. valence theory.
b. intrinsic theory.
c. equity theory.
d. self-efficacy theory.
e. interactional theory.
48) ________ justice is the perceived fairness of the process used to determine the
distribution of rewards.
a. Equitable
b. Interprocess
c. Distributive
d. Procedural
e. Interactional
49) Although Amanda has some weaknesses as a manager, all of her staff members
would agree that the interpersonal treatment that they receive from her is not one of them.
The quality of this interaction is known as
a. procedural justice.
b. interpersonal justice.
c. distributive justice.
d. equitable justice.
e. cognitive justice.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
50) Helga feels she received an appropriate salary increase this year, but does not believe
that the company’s methods for determining salary increases are fair. She believes there
is a problem with the firm’s
a. interpersonal justice.
b. distributive justice.
c. equity practices.
d. procedural justice.
e. reward practices.
51) Ron is motivated by the freedom to select the tasks that he will take on and approach
them in the way he sees fit. This freedom increases Ron’s ________ motivation.
a. extrinsic
b. expectant
c. valence
d. intrinsic
e. cognitive
52) Alfie Kohn supports ________, and proposes that employees are actually punished
by rewards. Kohn believes that employees do lower quality work when they are given
rewards such as ________.
a. cognitive evaluation theory; pay incentives
b. contingency evaluation theory; money
c. cognitive evaluation theory; challenge
d. cognitive experimental theory; money
e. contingency experimental theory; incentives
53) Ahmed is always careful to make clear to his employees that what they are doing
matters so that they should feel good about what they are doing. In this way, he is trying
to increase their ________ motivation.
a. extrinsic
b. cognitive
c. procedural
d. distributive
e. intrinsic
54) The four key sets of behaviours that managers can use to create intrinsic rewards for
employees, as put forth by Professor Kenneth Thomas, are
a. leading for opportunity, establishing credentials, goal-setting, and creating a feedback
system.
b. creating opportunity, creating feedback, empowerment, and goal setting.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
c. recognition of accomplishments, leading for competence, leading for meaningfulness,
and leading for progress.
d. leading for choice, leading for competence, leading for meaningfulness, and leading
for progress.
e. leading for choice, empowerment, goal setting, and leading for progress.
55) A real estate salesperson whose pay is based on the price of the home he or she sells
is an example of
a. a gainsharing plan.
b. commission pay.
c. piece-rate pay.
d. a modified gainsharing plan.
e. skill-based pay.
56) Sarbani has just started her new job as a sales representative with one of the largest
pharmaceutical companies in the world. She is very excited about her new position and
company because she has the right to buy stocks in the company at a later date for a
guaranteed price of $41.87 a share. This is an example of a
a. stock option plan.
b. profit sharing plan.
c. gainsharing plan.
d. variable pay plan.
e. bonus pay plan.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
57) Peter is pleased to be working for an organization that uses organization-wide
programs that distribute compensation based on an established formula designed around a
company’s profitability. These programs are known as
a. variable pay programs.
b. ESOPs.
c. gainsharing.
d. piece-rate plans.
e. profit-sharing plans.
58) Sam works in an autobody shop where he sprays paint eight hours a day. Using the
job characteristics model, Sam has a job with
a. low task identity.
b. high task identity.
c. low skill variety.
d. high skill variety.
e. low task identity and low feedback.
59) SCENARIO 4-4
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
Bill Leung is the HR director for Copper Inc., a mining firm. The business has been
losing money over the past three years due to a worldwide slump in copper prices, and no
end is in sight. The pressure is on to reduce labour costs. Bill has been asked to
recommend an incentive pay program for miners to attempt to increase the amount of ore
they extract from each site, while still meeting quality targets. Safety issues are also very
important, as even minor accidents add tremendously to costs. The miners work in teams,
so the plan must not upset their team interactions; however, the miners have little
involvement in the company outside of their immediate jobs.
Referring to SCENARIO 4-4, what kind of incentive plan should Bill recommend for the
miners?a. piece-rate plan
b. profit-sharing plan
c. ESOP
d. team-based pay
e. gainsharing
60) SCENARIO 4-4
Bill Leung is the HR director for Copper Inc., a mining firm. The business has been
losing money over the past three years due to a worldwide slump in copper prices, and no
end is in sight. The pressure is on to reduce labour costs. Bill has been asked to
recommend an incentive pay program for miners to attempt to increase the amount of ore
they extract from each site, while still meeting quality targets. Safety issues are also very
important, as even minor accidents add tremendously to costs. The miners work in teams,
so the plan must not upset their team interactions; however, the miners have little
involvement in the company outside of their immediate jobs.
Referring to SCENARIO 4-4, Bill must also recommend a plan for the research
department staff. It is more difficult to assess researchers’ performance because of the
kind of work they do. Recently, a number of researchers have been laid off because of the
company’s losses, and so each staff member must get involved in new kinds of projects.
Flexibility and communication between project team members is very important. What
kind of incentive plan should Bill recommend for the research staff?a. skill-based pay
plan
b. piece-rate plan
c. profit-sharing plan
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
d. ESOP
e. gainsharing
61) Research on employee stock ownership plans indicates that they
a. tend to increase employee satisfaction.
b. tend to reduce base salaries.
c. tend to reduce stress related to job stability.
d. keep performance levels steady.
e. tend to reduce innovative growth.
62) Organizations trying to build a strong team will want to incorporate group-based
performance incentives. Employers should encourage employees to make an extra effort
to help their team succeed by
a. linking performance to goal setting.
b. implementing successful contingency planning.
c. linking rewards to company profitability.
d. increasing employee development and training.
e. linking rewards to team performance.
63) SCENARIO 4-5
Allied World Exporting Inc. employs many individuals worldwide, and has discovered
that not all are motivated by the same things. They have decided to develop different
plans for the different segments of their workforce, depending upon their job, culture, and
location. Those employed by the company include mill and factory workers, managers,
sales people, contingent or temporary workers, part-time workers, and full-time
permanent employees.
Referring to SCENARIO 4-5, the sales representatives in Japan will likely be most
motivated by a. ongoing opportunities for education and training.
b. autonomy.
c. recognition through the form of commission.
d. being a member of a successful team.
e. bonuses based on individual performance.
64) SCENARIO 4-5
Allied World Exporting Inc. employs many individuals worldwide, and has discovered
that not all are motivated by the same things. They have decided to develop different
plans for the different segments of their workforce, depending upon their job, culture, and
location. Those employed by the company include mill and factory workers, managers,
sales people, contingent or temporary workers, part-time workers, and full-time
permanent employees.
Referring to SCENARIO 4-5, workers in China will likely be most motivated by a.
opportunities for training.
b. obtaining flexibility in their position.
c. jobs based on performance.
d. job security, bonuses, and life-time employment.
e. intrinsic rewards.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
65) SCENARIO 4-5
Allied World Exporting Inc. employs many individuals worldwide, and has discovered
that not all are motivated by the same things. They have decided to develop different
plans for the different segments of their workforce, depending upon their job, culture, and
location. Those employed by the company include mill and factory workers, managers,
sales people, contingent or temporary workers, part-time workers, and full-time
permanent employees.
Referring to SCENARIO 4-5, the mill and factory workers in Russia will likely be most
motivated by a. intrinsic rewards like more autonomy.
b. flexible work schedules.
c. working with teenagers and retirees.
d. recognition and valued extrinsic rewards, like North American T-shirts.
e. working less hours.
66) Jack manages an import/export firm that employs many older workers as well as
recent university graduates. When analyzing the best ways to motivate his employees,
Jack has discovered that the older workers (Baby Boomers) are most motivated by
a. a form of gainsharing.
b. piece-rate wages.
c. a steady rate to promotions.
d. higher pay and benefits.
e. an intellectually stimulating workplace.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
67) Jack manages an import/export firm that employs many older workers as well as
recent university graduates. When analyzing the best ways to motivate his employees,
Jack has discovered that Generation Y employees are most motivated by
a. an ESOP.
b. gainsharing.
c. recognition from one’s company or boss.
d. giving back to the community through work.
e. socializing with co-workers.
68) Theory X managers assume employees like work, are creative, and use self-direction.
a. True
b. False
69) A person’s internal desire to do something, due to such things as interest, challenge,
and personal satisfaction is known as extrinsic motivation.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
70) As workplaces become more empowered, there is a greater need for intrinsically
motivated employees.
a. True
b. False
71) Theory X managers believe all people are motivated by extrinsic factors.
a. True
b. False
72) Research suggests that individuals with a high need to achieve prefer, and will be
motivated by, jobs where there is personal responsibility, feedback, and an intermediate
degree of risk.
a. True
b. False
73) In contrast to the hierarchy of needs theory, the ERG theory demonstrates that (1)
more than one need may be working at the same time; and (2) if the gratification of a
higher-level need is stifled, the desire to satisfy a lower-level need increases.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
74) As stated by expectancy theory, money is a necessary part of any effective reward
system.
a. True
b. False
75) Research in cross-cultural settings has indicated support for the expectancy theory of
motivation.
a. True
b. False
76) Goal-setting theory suggests that intrinsic job factors motivate, whereas extrinsic
factors only maintain and placate employees.
a. True
b. False