57.
(p. 114)
David, an employee at a manufacturing company, wanted to get promoted to the post of
supervisor. His company offered the incentive of a week-long fishing trip for high
performers. This did not motivate David to perform well. This happened because the
reward lacked ____.
A.
expectancy
B.
instrumentality
C.
valence
D.
autonomy
58.
(p. 114)
_____ is the value a person places on a reward.
A.
Expectancy
B.
C.
Valence
D.
Reinforcement
59.
(p. 115)
Which of the following is an effective way of behavior modification?
A.
Informing an employee immediately of the behavior one does not like
B.
Ignoring the behavior one does not like, hoping the employee will change
C.
Rewarding the behavior one likes, and ignoring the behavior one does not like
D.
Giving freedom to the employee so as to identify his or her weaknesses and strengths
60.
(p. 117)
Which of the following is a criticism against behavior modification theory?
A.
It provides a reward or recognition for an effort or a job well done.
B.
It manipulates people into doing what the reinforcer wants them to do.
C.
It makes people move through the needs stages faster than they want to.
D.
It shapes and molds people by making them feel that their dignity is threatened.
Fill in the Blank Questions
61.
(p. 102)
_____ is the willingness to make an effort toward accomplishment.
Motivation
62.
(p. 102)
_____ is the overall mood of a group of people and is based on employees’ attitudes and
feelings of satisfaction.
Morale
63.
(p. 106)
According to Abraham Maslow’s hierarchy of needs theory of motivation, _____ include
necessities for life such as air, food, warmth, and water.
physiological needs
64.
(p. 103)
_____ rewards are the internal feelings of satisfaction one gets from one’s job.
Intrinsic
65.
(p. 104)
Increased responsibility, opportunities for personal growth, and the ability to participate in
decision making are examples of ____.
extrinsic rewards
66.
(p. 104)
Impressive titles, performance ratings, promotions are examples of _____ rewards.
extrinsic
67.
(p. 106)
According to Maslow’s hierarchy of needs theory of motivation, _____ needs include
acceptance from family or friends.
love and belongingness
68.
(p. 108)
Maslow agreed that _____ and aesthetic needs are very important for some people, but
admitted that they did not fit into his “hierarchy of needs” very well.
cognitive
69.
(p. 108)
In the hierarchy of needs theory, people are more interested in the _____ or _____ factors
that make someone perform well.
internal; intrinsic
70.
(p. 108)
ERG theory was created by ____.
Clayton Alderfer
71.
(p. 109)
An important feature of ERG theory is the _____ principle.
frustration-regression
72.
(p. 109)
According to ____, a manager without a need for power will generally be less effective than
one with a strong power need.
David McClelland
73.
(p. 110)
According to McClelland’s manifest needs theory, someone with a strong _____ will
generally not make the best manager.
affiliation need
74.
(p. 110)
According to McClelland’s manifest needs theory, successful entrepreneurs are driven
more by a high _____ than by the profit margin.
need for achievement
75.
(p. 111)
_____ are factors connected with a job that make working there better.
Hygienes
76.
(p. 111)
_____ proposed the two-factor theory that describes two forces: hygiene and motivators.
Frederick Herzberg
77.
(p. 113)
According to the Hackman-Oldham’s model, the factors necessary for _____ to be effective
are skill variety, task identity, task significance, autonomy, and feedback.
job enrichment
78.
(p. 114)
The expectancy theory of motivation was originally proposed by ____.
Victor Vroom
79.
(p. 115)
_____ explains human behavior in terms of the results—both good and bad—that have
occurred under similar conditions in the past.
Reinforcement theory
80.
(p. 116)
To make reinforcers or incentives more effective, the employees involved should have the
opportunity for ____.
goal setting
Short Answer Questions
81.
(p. 102)
What is organizational climate?
Organizational climate refers to “emotional weather” within an organization that reflects
the norms and attitudes of the organization’s culture and that affects worker morale,
attitudes, stress levels, and communication.
82.
(p. 102)
What are the benefits of an effective climate within an organization?
An effective climate allows people to work to their full potential without becoming a threat
to others. It encourages competent and rapid completion of tasks. It also allows employees
to feel comfortable: employees in a positive and comfortable work climate can be
themselves without feeling threatened.
83.
(p. 104)
Describe the intrinsic reward of a work ethic.
People with a strong work ethic believe that not working is somewhat immoral and lazy.
The work ethic is a belief that people have a moral obligation to be productive and avoid
being idle.
84.
(p. 106)
List the assumptions of Maslow’s hierarchy of needs theory of motivation.
Maslow’s hierarchy of needs theory of motivation makes the following assumptions:
(a) Needs that are not yet satisfied will motivate or influence a person’s behavior.
(b) When a need has been satisfied, it will no longer motivate the person’s behavior.
(c) Needs are arranged by order of importance.
(d) A need in the hierarchy will not be a motivator until those below it are already satisfied.
85.
(p. 109)
How does ERG theory differ from Maslow’s theory?
ERG theory presents three very important differences from Maslow’s famous “hierarchy.”
First, unlike Maslow’s theory that includes the same order of progression for all people,
ERG theory teaches that the order in which you progress through the three stages can be
different for different people. This makes the theory more flexible and more generally
useful. Second, some people can even approach these needs steps simultaneously, in
other words, some people might be progressing in all three need areas at the very same
time. Most important, ERG theory features the frustration-regression principle. According
to this principle, someone who fails to reach a higher need level will sometimes become
frustrated and regress (go back) to a lower need level, and stay there for some time—
perhaps forever.
86.
(p. 109)
How does McClelland describe a person with a high power need?
According to McClelland, a manager without a need for power will generally be less
effective than one with a strong power need. A person who has a strong need for power
wants to control and influence other people. This person is also competitive and wants to
win. This type of person also usually likes conflict—even confronting others and being
confronted.
87.
(p. 111)
In terms of Herzberg’s two-factor theory, why are hygiene factors called dissatisfiers?
Hygienes are factors connected with a job that make working there better. They are factors
that workers don’t want to go without. If someone were to take any of them away, workers
would be unhappy—even to the point of quitting the job. However, even though people feel
that way about them, hygienes—in themselves—do not motivate. According to Herzberg,
factors such as these will keep workers from becoming dissatisfied; for that reason they
are also called dissatisfiers.
88.
(p. 112)
What is job enrichment?
Job enrichment refers to upgrading a job that makes it more interesting, meaningful, or
rewarding, and provides long-term motivation.
89.
(p. 112)
What is task identity?
Task identity refers to the worker’s perception of the meaningfulness of a job, often based
upon the worker’s permission to start a job and see it through to completion.
90.
(p. 114)
What role does feedback play in job enrichment?
When a job allows individuals to know how well they are performing, the job is enriched
considerably. No matter how much autonomy a worker has, feedback is still essential.
Knowing results of one’s work can help someone who has some autonomy decide which
tasks to emphasize.
91.
(p. 114)
Briefly describe the expectancy theory developed by Victor Vroom.
In the 1960s, Victor Vroom originally developed the expectancy theory to explain human
behavior in terms of people’s goals and choices and the expectation that goals will be
reached. Its main concepts are expectancy, instrumentality, and valence.
92.
(p. 114)
According to the expectancy theory, what is instrumentality?
Instrumentality refers to the likelihood that something good or bad will come from an
increase in effort. High instrumentality also implies trust in one’s company and its
managers.
93.
(p. 114)
Describe the expectancy theory as revised by Barry Staw.
In the late 1970s, expectancy theory was revised. In this new revision, Barry Staw showed
that both intrinsic and extrinsic rewards are related to all three areas of this theory,
expectancy, instrumentality, and valence. He also pointed out that the rewards are more
strongly related to valence.
94.
(p. 115)
What was Skinner’s belief about behavior modification?
Skinner believed that one can help shape and mold people without making them feel that
their freedom and dignity are threatened. The method consists of positive reinforcement:
reward the behavior that one likes, and ignore the behavior that one does not like.
Punishment can be very effective in changing someone’s behavior, but this theory teaches
that punishment has so many negative side effects that it will usually backfire on the
manager. Positive reinforcement can be just as effective as negative reinforcement, and it
has fewer unwanted side effects.
95.
(p. 116)
According to the reinforcement theory, what kind of rewards should a manager use when
trying to motivate employees?
A manager trying to motivate employees should use sincere and frequent praise, letters of
commendation, and other forms of recognition. To be effective, rewards must be given as
soon as the desired behavior has happened. Even negative comments, if a manager must
96.
(p. 116)
List four suggestions on how organizations can increase employees’ commitment to goals.
Organizations can increase their employees’ commitment to goals when they follow these
four suggestions:
(a) Have employees participate in the goal–setting process.
(b) Make goals challenging but attainable, specific, and attractive.
(c) Provide feedback on how the employees are doing in meeting the goals.
(d) Reward employees for reaching their goals.
97.
(p. 117)
According to the reinforcement theory, why is choosing the right type of reward important?
Choosing the right type of reward is important because reinforcement theory requires
giving rewards that are valuable to the person getting them. As in some of the other
theories, there must be a direct cause and effect between the reward and the action it is
rewarding for that value to be effective.
98.
(p. 117)
Explain a criticism against behavior modification model.
A criticism of behavior modification model is that some people see it as unfeeling and
inhumane because it manipulates people into doing what the reinforcer wants them to do;
others see it as bribery.
99.
(p. 117)
How is self-esteem related to job performance?
There are two ways that self-esteem ties in with overall performance on the job. First, if
the job calls for creativity in decision making, low self-esteem may keep an individual from
making risky decisions. Mediocre decisions might be made instead of exciting and
challenging ones. Second, a person with low self-esteem may perform at exactly the level
where others expect performance to be, so as not to threaten others’ values.
100.
(p. 117)
Briefly describe the relationship between motivation and self-esteem.
As studies of motivational theories show, the desire to feel better about oneself is a main
motivator in the workplace. In the same way, one is also motivated not to perform tasks
that threaten one’s self-esteem. This attempt to maintain self-esteem on the job is
important in understanding one’s motivation to do a task at all.