Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
Chapter 04: Motivating Self and Others
1) According to your text, the three key elements of motivation are intensity, direction,
and
a. focus.
b. persistence.
c. action.
d. needs.
e. process.
2) Ted is a manager who runs his department “his way” by imposing strict controls on his
employees. Ted is likely a ________ manager.
a. Theory X
b. Theory Z
c. laissez-faire
d. Theory Y
e. charismatic
3) Carmen’s attitude toward her staff is that employees like work, are creative, seek
responsibility, and will use self-direction and self-control if they are committed to the
goals. This is reflective of
a. Theory X.
b. Theory Z.
c. Theory Y.
d. management by exception.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
e. management by objectives.
4) Which of the following statements would most likely be made by a manager who
subscribes to the Theory X approach of management?
a. Focus on organizations and people will take care of themselves.
b. I treat people different in different ways based on the situation we are facing.
c. The only way to get people to work hard is to push them hard.
d. People work best if left alone.
e. People will generally seek greater responsibility and accountability when given the
opportunity.
5) What is most important to Donna is a working environment where she feels like she
belongs and is accepted. According to Maslow, this reflects Donna’s ________ needs.
a. self-actualization
b. safety
c. social
d. physiological
e. esteem
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
6) SCENARIO 4-1
You are a new employee just hired with Acme Inc. Your supervisor has explained your
job to you and has indicated that you will have a great deal of control over your job once
you become proficient at it. He compliments your history of accepting responsibility and
suggests that you should feel free to offer constructive criticism about the way your job is
structured.
Referring to SCENARIO 4-1, your supervisor seems to assume that your basic nature isa.
extrinsic based.
b. Theory Y based.
c. process theory based.
d. Theory X based.
e. motivation-hygiene based.
7) SCENARIO 4-1
You are a new employee just hired with Acme Inc. Your supervisor has explained your
job to you and has indicated that you will have a great deal of control over your job once
you become proficient at it. He compliments your history of accepting responsibility and
suggests that you are to feel free to offer constructive criticism about the way your job is
structured.
Referring to SCENARIO 4-1, as a Theory Y supporter, your supervisor cana. assume that
you will be motivated by extrinsic rewards mostly.
b. assume that you would feel comfortable in a job with little autonomy.
c. assume that you would be interested in tangible rewards mostly.
d. assume that you will be internally motivated.
e. assume that you would be interested in bonuses more so than job challenge.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
8) Interest, challenge, and personal satisfaction are considered ________ motivators,
while pay and benefits are considered ________ motivators.
a. intrinsic; environmental
b. extrinsic; environmental
c. environmental; internal
d. intrinsic; extrinsic
e. extrinsic; intrinsic
9) Dave thinks he has the best job anyone could ever have. He is held personally
accountable for his work, and receives a lot of feedback. For these reasons, he sees the
results of his work. His job also gives him the chance to continually improve himself and
do his personal best. He is responsible for planning, performing, evaluating, and changing
his projects as he sees fit. He influences others to some extent but he works mostly on his
own. This does not bother him, as he likes the autonomy. Finally, Dave likes his job
because he is able to take on a moderate degree of risk, which he chooses. This kind of
work enables Dave to be successful, feel good about his work, and accomplish his work
and personal goals. Using McClelland’s theory of needs, Dave is exhibiting a ________
need and a ________ need.
a. strong achievement; low affiliation
b. strong power; low affiliation
c. strong power; strong achievement
d. strong achievement; high power
e. strong power; low affiliation
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
10) Omar tries to motivate his employees by helping them develop new skills and achieve
their own personal goals. According to Maslow’s hierarchy of needs theory, he is
appealing to their ________ needs.
a. physiological
b. safety
c. social
d. esteem
e. self-actualization
11) ________ theory is associated with ________ theories, and ________ theory is
associated with ________ theories.
a. McClelland’s; process; Alderfer’s; needs
b. Alderfer’s; process; expectancy; needs
c. McClelland’s; needs; expectancy; process
d. Maslow’s; needs; Alderfer’s; process
e. Herzberg’s; process; equity; needs
12) Samantha has a strong desire to achieve job status and likes to receive recognition for
her accomplishments. Samantha has a strong
a. safety need.
b. esteem need.
c. affiliation need.
d. self-actualization need.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
e. power need.
13) Maslow’s hierarchy of needs are arranged as
a. physiological, esteem, safety, social, and self-actualization.
b. physiological, safety, social, esteem, and self-actualization.
c. safety, physiological, esteem, social, and self-actualization.
d. physiological, social, safety, esteem, and self-actualization.
e. social, physiological, safety, esteem, and self-actualization.
14) SCENARIO 4-2
Your department is made up of people who are very different in their lifestyles and their
stages of life. Mary is a 23-year-old single parent who is working for minimum wage.
Jonathan is 60 years old, extremely wealthy, and works because he enjoys it. Jane is
single, 45 years old, and has few interests outside the office. You have decided to attempt
to apply Maslow’s hierarchy of needs to motivate each of these individuals.
Referring to SCENARIO 4-2, you would expect that Mary is trying to satisfy hera. social
need.
b. esteem need.
c. physiological need.
d. self-actualization need.
e. safety need.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
15) SCENARIO 4-2
Your department is made up of people who are very different in their lifestyles and their
stages of life. Mary is a 23-year-old single parent who is working for minimum wage.
Jonathan is 60 years old, extremely wealthy, and works because he enjoys it. Jane is
single, 45 years old, and has few interests outside the office. You have decided to attempt
to apply Maslow’s hierarchy of needs to motivate each of these individuals.
Referring to SCENARIO 4-2, you would expect that Jane is attempting to satisfy hera.
social need.
b. esteem need.
c. physiological need.
d. self-actualization need.
e. safety need.
16) SCENARIO 4-2
Your department is made up of people who are very different in their lifestyles and their
stages of life. Mary is a 23-year-old single parent who is working for minimum wage.
Jonathan is 60 years old, extremely wealthy, and works because he enjoys it. Jane is
single, 45 years old, and has few interests outside the office. You have decided to attempt
to apply Maslow’s hierarchy of needs to motivate each of these individuals.
Referring to SCENARIO 4-2, Mary would most likely be motivated by a. more vacation
time.
b. more responsibility.
c. greater discretion over her job.
d. more money.
e. more satisfying work.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
17) Using Herzberg’s theory, working conditions are ________ factors, while job
responsibility is a ________ factor.
a. motivator; hygiene
b. intrinsic; extrinsic
c. hygiene; motivator
d. external; internal
e. traditional; non-traditional
18) Tara often refers to “company policy” when explaining issues to her staff that they
find distasteful. With respect to the motivation-hygiene theory, company policy is an
example of a ________ factor.
a. physiological
b. hygiene
c. growth
d. intrinsic
e. valence
19) With respect to the motivation-hygiene theory, an example of a motivator factor is
a. salary.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
b. supervision.
c. working conditions.
d. recognition.
e. company policy.
20) ________ theory tells us that individuals who have a ________ don’t necessarily
make good managers.
a. McClelland’s; high need for achievement
b. McClelland’s; level of safety
c. ERG; high need for growth
d. ERG; low need for affiliation
e. Motivation-hygiene; high intrinsic need
21) McClelland’s need for achievement best approximates Maslow’s need for
a. self-efficacy.
b. self-actualization.
c. growth.
d. goals.
e. exceptional status.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
22) Martha has been asked by her manager to carry out a complicated task for which she
does not have the skills and knowledge. Her manager says there is not time to send her
for training. Martha is unmotivated to attempt the task because she doubts very much that
she will be able to perform the required job adequately and within the time deadline.
Martha’s motivation is characterized as
a. having low instrumentality.
b. having high instrumentality.
c. having low expectancy.
d. having a low valence.
e. having a high expectancy.
23) Damien is one of the best sales people at his place of work. He works long hours at
his job because he knows his efforts are recognized by the manager and the other sales
people. At the end of every year the company “surprises” employees who have met their
targets with a bonus. Damien’s motivation is characterized by
a. a low level of expectancy, but a high level of instrumentality.
b. contingency factors.
c. a strong level of safety.
d. a high level of instrumentality.
e. a high level of insight and goal setting.
24) Yvonne tries to make sure that her staff understands that the rewards they receive are
closely related to performance. This is known as
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
a. valence.
b. self-actualization.
c. motivation.
d. instrumentality.
e. expectancy.
25) In Katie’s department, managers and employees jointly set performance goals that are
tangible, verifiable, and measurable. Progress on goals is periodically reviewed, and
rewards are allocated on the basis of this progress. This approach to goal setting is known
as
a. management by objectives.
b. the valence approach.
c. the instrumentality approach.
d. the expectancy approach.
e. the extrinsic approach.
26) Kim likes to take on tasks where she knows that, if she puts in enough effort, she will
be able to achieve good performance on the task. This is known as
a. expectancy.
b. valence.
c. instrumentality.
d. self-actualization.
e. motivation.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
27) Ali thinks that his excellent performance will lead to organizational rewards, such as
a bonus, salary increase, or a promotion. Ali supports which motivation theory?
a. expectancy
b. equity
c. cognitive evaluation
d. goal setting
e. contingency
28) Your professor offers to give you $1 million if you memorize the textbook by
tomorrow morning. You believe that no matter how much effort you put in, it’s probably
not possible to achieve this task within 24 hours. Your belief is based on
a. the effort-performance relationship called expectancy.
b. the performance-rewards relationship called instrumentality.
c. the rewards–personal goals relationship called valence.
d. the fact that your professor does not look like a millionaire.
e. all of the wonderful items that can be purchased with the money.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
29) Li is finding out that the prospect of a pay increase is no longer motivating her staff
because they know that the raises will be minimal at best. This reflects the ________ of
this reward.
a. expectancy
b. equity
c. valence
d. instrumentality
e. justice
30) Abbel is willing to stay at his present job that pays less than the competition because
he enjoys the friendly atmosphere and feels motivated to continue to work hard at his job.
Abbel’s belief is based on
a. instrumentality.
b. expectancy.
c. valence.
d. performance.
e. goal setting.
31) The rewards–personal goals relationship in expectancy theory would be enhanced if
a. employees were given a choice of rewards.
b. employees valued the reward.
c. the organization offered more rewards.
d. the rewards were distributed more frequently.
e. the rewards were fair.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
32) Jenny is supervising Mildred, a data-entry clerk, who is currently performing at a
moderate but unacceptable level, given the department’s needs. Jenny consults with
Mildred about setting performance goals. To be most effective, these goals should be
a. accompanied by performance feedback.
b. kept private, in order to avoid evaluation.
c. set at a level that is extremely challenging.
d. specified by Jenny, since she is the supervisor.
e. based strictly on departmental needs since it is the department’s needs that are not
being met.
33) John has worked at his employer’s for an amazing 36 years. He has been a car sales
manager for the past 11 years. He has noted that whenever he insists his sales people set
goals, they achieve a higher level of sales. He has concluded that the reason for this is
because
a. the sales people believe it is a strategy to see who is the most competent to fill John’s
position when he retires.
b. the sales people try harder because they are not given training.
c. the sales people set unrealistic goals that in turn cause them to work harder.
d. stated goals direct attention to reach those goals.
e. the sales people like to see and compare themselves to the other sales people.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
34) Heidi is the floor manager at her organization. She is wondering what she could do so
that her employees would want to work longer hours during the store’s busy season. She
initially offered the employees extra pay. This did not seem to motivate them, as many of
them are financially secure. Now, she is thinking of offering them more time off during
the slow season. Heidi is hoping this new idea will increase
a. the employees’ perception of fairness.
b. the instrumentality.
c. the expectancy.
d. the employee’s self-efficacy.
e. the valence.
35) Heidi is the floor manager at her organization. She would like to have all her
employees determine yearly, monthly, weekly, and daily goals. She then would sit down
with the employees and review their goals and strategies. She thinks this would benefit
the employees because the
a. company would have greater financial stability.
b. employees’ perception of fairness would improve.
c. employees would receive feedback.
d. time she spends managing would be less.
e. training would take less time.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
36) The goals-performance relationship is influenced by five factors. These five factors
are
a. task complexity, uncertainty avoidance, self-efficacy, feedback, and a strong self-
esteem.
b. task complexity, uncertainty avoidance, power distance, feedback, and a strong self-
esteem.
c. goal commitment, adequate self-efficacy, task characteristics, feedback, and national
culture.
d. goal commitment, adequate self-efficacy, a strong self-esteem, feedback, and a
complex task.
e. a complex task, goal commitment, feedback, power distance, and organizational
culture.
37) An employee believes that her efforts will result in excellent performance and that the
possible reward would be desirable to her; however, the employee does not expect that
her individual performance will be rewarded. According to expectancy theory,
a. Expectancy = 0
Valence = 0
Instrumentality = 0b. Expectancy = 1
Valence = 1
Instrumentality = 1c. Valence = 0
Instrumentality = 0
Expectancy = 1d. Expectancy = 1
Valence = 1
Instrumentality = 0e. Expectancy = 0
Instrumentality = 1
Valence = 1
38) SCENARIO 4-3
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
Marjo is the manager of a grocery store that is part of a larger supermarket chain. She
would like to implement a goal-setting program for the cashiers, assistant manager, and
the managers in the bakery, produce, and meat departments. The staff have asked her to
explain the goal-setting program, how it will work, and how it will affect them.
Referring to SCENARIO 4-3, Marjo wants to make certain the staff understand the
ingredients of an effective goal-setting program. One of the ingredients of this goal-
setting program will be that a. goals will be general enough to allow creativity.
b. goal setting will be a participative activity and goals will be specific.
c. time periods will be left open in order to be flexible and accommodate changes.
d. feedback will be given in a general meeting in order to avoid having any one employee
feel that his or her performance alone is being evaluated.
e. goals will be extremely challenging in order to increase motivational levels.
39) SCENARIO 4-3
Marjo is the manager of a grocery store that is part of a larger supermarket chain. She
would like to implement a goal-setting program for the cashiers, assistant manager, and
the managers in the bakery, produce, and meat departments. The staff have asked her to
explain the goal-setting program, how it will work, and how it will affect them.
Referring to SCENARIO 4-3, an example of an effective goal would bea. telephone
orders will be processed promptly.
b. the quality of all products will increase substantially and immediately.
c. sales will increase by 2 percent over the next 6 months.
d. company costs will decrease as much as possible.
e. new customers will be brought in regularly.
40) SCENARIO 4-3
Marjo is the manager of a grocery store that is part of a larger supermarket chain. She
would like to implement a goal-setting program for the cashiers, assistant manager, and
the managers in the bakery, produce, and meat departments. The staff have asked her to
explain the goal-setting program, how it will work, and how it will affect them.
Referring to SCENARIO 4-3, the goals for each employee will be established bya. Marjo,
as she is the manager and the one who is ultimately held accountable for all goals.
b. each employee as they should take ownership of their own goals.
c. a committee of colleagues in order to ensure standardization and fairness.
d. the employee and Marjo, the manager, together.
e. Marjo, the manager, and all the employees together, since all are part of the team.
41) Individuals who compare their job inputs and outcomes with those of others and then
respond, so as to eliminate any inequities, are demonstrating
a. self-efficacy theory.
b. goal-setting theory.
c. contingency theory.
d. equity theory.
e. expectancy theory.
42) Based on equity theory, when employees perceive they are under-rewarded, they
a. exert more effort in performing their jobs in order to re-establish equity.
b. will automatically quit the job and look somewhere else.
c. will always exert more effort of higher quality to warrant an increase in rewards.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
d. will get disillusioned and automatically compare their job to some other job of lesser or
equal value in an attempt to feel better about the inequity.
e. may exert less effort, may ask for more compensation, and may choose a different
referent person.
43) Justin is a recent engineering grad who has started his first job with an engineering
firm. Who is Justin most likely to use as a referent in order to determine whether his
treatment by the firm is fair?
a. himself in terms of his experience two years ago as a work study student.
b. a male engineering grad hired by the firm just one month ago.
c. a female engineering grad hired by the firm five years ago.
d. a male engineering grad recently hired by another firm in the same industry.
e. a commerce grad student hired at the same time as Justin but for a different
department.
44) Equity theory predicts that when Bob finds out that Amanda, a referent other, earns
more money, he will
a. definitely feel inequitably treated.
b. change his inputs.
c. be upset with Amanda.
d. possibly feel inequitably treated.
e. look for another job and encourage Amanda to do the same.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 4— Motivating Self and Others
45) Sue believes that she puts much more effort into her work than Sasha. Sue also thinks
that she is not paid enough for her job because Sasha makes only slightly less than she
does. Sue is feeling
a. under-rewarded and likely less motivated because Sasha’s pay is only slightly lower
than hers.
b. equity because Sasha is indeed being paid less than Sue.
c. over-rewarded because Sasha is paid only slightly less than Sue; the difference is
minimal.
d. highly motivated to increase her performance in order to restore equity.
e. highly motivated to help Sasha in her job, so that Sasha’s performance could increase.
46) Generally speaking, in Harry’s department, the employees perceive that the amount
and allocation of the rewards are fair. This is known as ________ justice.
a. vigilante
b. procedural
c. interactional
d. distributive
e. equitable
47) Tim is thinking of leaving his job because one of his co-workers received a bigger
raise than he did for what he believed was lesser quality work. This example illustrates