1. The sense of satisfaction you get when you achieve an important goal is an intrinsic
reward.
2. Extrinsic rewards are those that are given to a person by someone else.
3. Since motivation comes from within an individual, there is little that managers can do to
help motivate employees.
4. When unhappy employees leave a company, the firm normally ends up benefiting
financially.
5. Frederick Taylor’s goal was to find ways to improve worker motivation by making work
more interesting and challenging.
6. A key element of Frederick Taylor’s approach was the time-motion study, which examined
the tasks performed to complete a job and the time needed to complete each task.
7. Frederick Taylor based his approach on the belief that each worker was an individual who
should be treated as a unique asset to the firm.
8. Scientific management became the dominant strategy for improving productivity during
the early 1900s.
9. Elton Mayo conducted studies know as the Hawthorne Studies and became known as the
father of scientific management.
10. Frederick Taylor believed that employees would be more productive if they were allowed
to decide for themselves which methods at work to use.
11. Three elements were basic to Taylor’s approach: time, methods, and rules of work.
12. Frank and Lillian Gilbreth developed the principle of motion economy, which said that
every job could be broken down into a series of elementary motions.
13. Frederick Taylor’s ideas about improving worker productivity attracted a lot of attention at
the time, but had little lasting significance.
14. The concept
engagement
is used to describe the level of passion and motivation that a
person has about their work.
15. Frederick Taylor encouraged managers to make use of psychological techniques to
improve worker motivation.
16. Frederick Taylor believed that workers existed to make management’s job easier and
more efficient. He believed that workers were interested in one thing: good pay. If a business
provided good pay, workers would provide the grueling labor necessary to get the job done.
17. Janis works for a local bakery. At one time, she loved the idea of becoming a head pastry
chef, but now she is not sure that this is how she would like to spend her working career. Her
current supervisor does not believe in breaks. And, lately, he stands next to her and instructs her
as to how to roll out the bread dough and ice the cupcakes, as though she never learned these
basic skills in culinary school. Just this morning, he commented loudly from the other side of the
room, “You should be able to ice five cupcakes in a minute! Time yourself!” Frederick Taylor
would have approved of Janis’s supervisor.
18. Mark successfully completed a very challenging assignment given to him by his
supervisor at work. The feeling of accomplishment and satisfaction Mark experienced is an
example of an extrinsic reward.
19. The Green Velvet Lawn Care Company teaches all of its employees specific methods for
fertilizing and seeding lawns. The methods are designed to ensure adequate lawn coverage with
a minimum of time and effort. All employees are expected to follow these methods precisely.
Green Velvet’s approach to lawn care is consistent with the ideas of scientific management.
20. Andy is a supervisor at a web design company. Andy has observed that most employees
he supervises are more productive if he lets them have some freedom and flexibility in how they
go about their work. Andy’s experience is consistent with the teachings of scientific
management.
21. One of the original objectives of the Hawthorne studies was to determine the degree of
lighting needed in the workplace to enable employees to achieve optimum productivity.
22. The original results of the Hawthorne studies proved that employees were much more
productive when they worked in well-lit areas than when they worked in poorly lit areas.
23. A major conclusion of the Hawthorne studies was that the best way to motivate
employees is with monetary incentives such as pay raises and bonuses.
24. The tendency of employees to behave differently when they know they are being studied
is known as the Taylor effect.
25. The results of the Hawthorne studies encouraged researchers to begin studying human
motivation and managerial styles that lead to higher productivity.
26. Elton Mayo’s researchers concluded that worker motivation improved when managers
listened to worker’s ideas and suggestions.
27. The Hawthorne studies proved that the methods of scientific management were the best
way to achieve maximum productivity among employees.
28. The Hawthorne studies concluded that intrinsic rewards are always better than extrinsic
rewards.
29. The Hawthorne studies concluded that productivity at work seldom changed, but an
employee’s attitude could show significant improvement if he/she were given the opportunity to
think critically at work.
30. Although Elton Mayo originally intended to collect data for a traditional scientific
management study, his breakthrough research led to further research on the kinds of things that
drive employees to successfully meet and exceed productivity goals at work.
31. Harrison is a manager at the local post office. He wants to find ways to improve worker
motivation, and has read about the Hawthorne studies conducted by Elton Mayo and his
colleagues. He believes these studies offer important insights into what motivates employees.
Harrison is not likely to support the methods and ideas associated with scientific management.
32. Bianca is conducting an experiment to determine how temperatures affect the
productivity of employees. She has just completed the first phase of her experiment, in which she
had a group of employees perform job-related tasks in a special room where the temperature
was 10 degrees cooler than on the factory floor. The employees in the experimental group
consistently outperformed employees in the factory. The
Hawthorne effect
suggests that the
most likely reason for this improvement in performance is that the cooler working conditions
allowed the employees in the experiment to work harder without getting tired.
33. Greg is a small business owner who wants to find a way to increase the productivity of
his employees. He has just finished reading a book on worker motivation, and found the book’s
discussion of the Hawthorne studies particularly relevant. Based on his reading, Greg is likely to
view pay increases as the best way to improve employee motivation.
34. Marissa works for a large pharmaceutical company in the greater Chicago area. Last
week she visited with an advisor at the nearby university because her employer encourages
workers to continue their education and gives them time off to go to academic related
appointments, even during regularly scheduled work hours. One would assume that management
at Marissa’s company values the results of the Hawthorne studies, more so than traditional
scientific management principles.
35. Abraham Maslow believed that motivation arises from the desire to satisfy unmet needs.
36. According to Maslow, it is impossible to rank human needs in any logical order.
37. According to Maslow, people will try to satisfy lower-order needs before they turn their
attention to higher-order needs.
38. Safety needs are placed at the lowest level in Maslow’s hierarchy of needs.
39. Maslow referred to the needs people had for recognition and acknowledgement from
others as esteem needs.
40. According to Maslow, a satisfied need is no longer a motivator.
41. In Maslow’s hierarchy, self-actualization needs are those needs associated with basic
survival, such as the need for food and shelter.
42. In Maslow’s view, social needs include the need to feel loved and accepted.
43. Maslow believed that lower-level needs may emerge at any time when they are not met
and take our attention away from higher-level needs.
44. Referring to Maslow’s Hierarchy of Needs Theory, one would agree that U.S. workers are
more often interested in satisfying their physiological and safety needs, as opposed to their self–
esteem needs.
45. According to Maslow, if you have a self-esteem problem, you probably will not be able to
concern yourself with developing to your fullest potential.
46. Often we hear that teenagers have unmet social needs. According to Maslow, their desire
to become socially accepted will consume them, at the expense of reaching for higher goals, such
as developing to their fullest potential.
47. Jimmy is a talented musician, and has already won a number of awards. Still, he practices
about two hours every day, trying to reach his highest potential. Jimmy is motivated by self–
actualization needs.
48. Millie recently accepted a new job with better pay and a high degree of job security. She
is now able to live in a nicer apartment and maintain a fairly comfortable life style. However, she
still feels like an
outsider
at work, and does not yet perceive that her fellow employees have
accepted her into their group. According to Maslow’s theory, Millie is driven by a desire to satisfy
her social needs.
49. Jon earns a decent salary and is on friendly terms with the other employees in his
department. Lately, he is frustrated because they don’t recognize or appreciate some of his
accomplishments. According to Maslow’s hierarchy of needs theory, Jon will have a desire to
satisfy his self-esteem needs before his self-actualization needs.
50. The late famous broadcast journalist Walter Cronkite said that one of his regrets in life
was not actively participating in the space program as an astronaut. Back in the 1980s, he was
selected as a candidate to be the first journalist to fly into space, but NASA decided to take a
teacher instead. In some ways, this may appear as though Cronkite was pursuing a self-esteem
need; however, having already achieved celebrity status, for Cronkite, this was the pursuit of a
self-actualization need.