Chapter 16—Motivating Employees
TRUE/FALSE
1. Employee motivation affects productivity, and part of a manager’s job is to channel motivation toward
the accomplishment of organizational goals.
2. Two ways to classify rewards are extrinsic and monetary.
3. Rewards given by another person are intrinsic rewards.
4. Extrinsic rewards refers to the satisfaction a person receives in the process of performing a particular
action.
5. The arousal, direction and persistence of behavior refers to motivation.
6. Process theories emphasize the needs that motivate people.
7. Three categories of motivation theories are content theories, process theories, and reinforcement
theories.
8. Physiological needs are the most basic human physical needs, which are reflected in the workplace as
needs for adequate heat, air, and base salary to ensure survival.
9. In Maslow’s hierarchy of needs theory, freedom from violence is an example of physiological needs.
10. According to MANAGER’S SHOPTALK in Chapter 16, a criticism of carrot-and-stick approaches is
that extrinsic rewards assume people are driven by higher-level needs.
11. Esteem needs are those needs that relate to the desire for a positive self-image and to receive attention,
recognition, and appreciation from others.
12. External and relatedness are the first two groups of needs in Aldefer’s ERG theory.
13. Many companies are finding that creating a humane work environment that allows people to achieve a
balance between work and personal life is also a great high-level motivator.
14. Herzberg’s two-factor theory divides work-related needs into two categories: hygiene factors and
reward factors.
15. Factors that influence job satisfaction based on fulfillment of high-level needs such as achievement,
recognition, and opportunity for growth are called motivators.
16. Hygiene factors are the same as dissatisfiers and include company policies and procedures.
17. Hygiene factors are the same as satisfiers and are based on fulfillment of higher level needs including
responsibility.
18. The implication of the two-factor theory for managers is clear. Providing hygiene factors will
eliminate employee dissatisfaction but will not motivate workers to high achievement levels.
19. A need for power, a need for accomplishment and a need for separation is proposed by David
McClelland’s acquired needs theory.
20. A high need for power often is associated with successful attainment of top levels in the organizational
hierarchy.
21. The group of theories that explain how employees meet their needs and determine their success are
called process theories.
22. Expectancy theory is a process theory that focuses on individuals’ perception of how fairly they are
treated in comparison to other people.
23. Goal acceptance, in goal-setting theory, means that employees have to “buy into” the goals and be
committed to them.
24. Goal-setting theory proposes that managers can increase motivation by setting specific, challenging
goals that are accepted as valid by subordinates, then helping people track their progress toward goal
achievement by providing timely feedback.
25. Goal specificity, in goal-setting theory, refers to the difficulty level of goals.
26. The equity theory focuses on individual’s perceptions of how fairly they are treated relative to others.
27. The equity theory, by J. Stacy Adams, states that equity exists when the ratio of outcomes to inputs for
one person is equal to the same ratio for another person.
28. Expectancy theory is based on the relationship among the individual’s effort and performance and not
on the desirability of outcomes.
29. Motivation increases, according to the expectancy theory, when the worker believes that the successful
performance will result by putting effort into a given task. This is called E-P expectancy.
30. According to expectancy theory, for an employee to be highly motivated, E-P expectancy and valence
must be maximized.
31. Valence is the perceived value of a reward or outcome.
32. The expectancy theory attempts to define specific types of needs or rewards to establish that they exist
and may be similar to other individuals.
33. Behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not
to be repeated, as stated in the Law of Effect.
34. The administration of a pleasant and rewarding consequence following a desired behavior is positive
reinforcement.
35. The imposition of unpleasant outcomes on an employee is avoidance learning.
36. Punishment increases the likelihood that behavior will be repeated.
37. Punishment is the imposition of an unpleasant outcome following undesirable behavior.
38. One weakness of the use of punishment in organizations is that it fails to indicate the correct behavior.
39. Extinction is defined as the withdrawal of positive reward.
40. Job rotation systematically moves employees from one job to another, thereby increasing the number
of different tasks an employee performs without increasing the complexity of any one job.
41. Job enlargement is a job design that incorporates achievement, recognition, and other high-level
motivators into the work.
42. Job enlargement combines a series of tasks into one new, broader job.
43. The degree to which the job is perceived as important and having an impact on the company or
customers refers to task significance.
44. The job characteristic of autonomy influences the worker’s experiencing meaningfulness of work.
45. Skill variety, task identity, and task significance tend to influence the employee’s psychological state
of experienced meaningfulness of work.
46. Gain sharing rewards employees with part ownership of the organization based on achieving
performance goals.
47. Empowering employees means giving them four elements that enable them to act more freely to
accomplish their jobs: information, knowledge, power, and rewards.
48. Employee stock ownership plans give employees part ownership of the organization, enabling them to
share in improved profit performance.
49. Organizations that empower employees often reward them based on the results shown in the
company’s bottom line.
50. Employee engagement means that people enjoy their jobs and are satisfied with their work conditions,
contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and
commitment to the organization.
MULTIPLE CHOICE
1. Which of the following is the arousal, direction, and persistence of behavior?
a.
Commitment
b.
Motivation
c.
Satisfaction
d.
Rewarding behavior
e.
Behavior modification
2. A(n)_____ refers to a reward given by another person.
a.
intrinsic reward
b.
internal reward
c.
extrinsic reward
d.
valued reward
e.
hereditary reward
3. A(n)_____ is an example of an intrinsic reward.
a.
employee’s feelings of self-worth
b.
pat on the back from your boss
c.
pay raise
d.
promotion
e.
bonus
4. Katie dislikes almost everything about her job. The only reason she continues to work at Mace
Autobody is the excellent benefits package she receives. Katie is motivated by:
a.
extrinsic rewards.
b.
intrinsic rewards.
c.
variable rewards.
d.
all of these.
e.
none of these.
5. Sally enjoys her job as a teacher, not because of the pay or benefits, but because she feels good about
shaping the minds of tomorrow’s leaders. Sally is motivated by:
a.
power factors.
b.
leadership factors.
c.
hygiene factors.
d.
extrinsic rewards.
e.
intrinsic rewards.
6. Which of the following theories focuses on employee learning of desired work behaviors?
a.
Reinforcement theory
b.
ERG theory
c.
Hierarchy of needs theory
d.
Experiential learning theory
e.
Content theory
7. Which motivation theory proposes that needs must be satisfied in sequence?
a.
Reinforcement theory
b.
ERG theory
c.
Hierarchy of needs theory
d.
Experiential learning theory
e.
Social learning theory
8. Which of the following theories emphasize the needs that motivate people?
a.
Process
b.
Reinforcement
c.
Content
d.
Contingency
e.
Situational
9. Which of the following is a content theory that proposes that people are motivated by physiological,
safety, belongingness, esteem, and self-actualization needs?
a.
Reinforcement theory
b.
Process theory
c.
Situational theory
d.
Hierarchy of needs theory
e.
Contingency theory
10. Which of the following is NOT a need proposed by Maslow in his hierarchy of needs theory?
a.
Safety needs
b.
Compensation needs
c.
Physiological needs
d.
Esteem needs
e.
Self-actualization needs
11. Nelson is motivated by a strong need for recognition and is continually seeking credit for his
contributions to the organization. According to Maslow, Neil is motivated by which category of
needs?
a.
Physiological
b.
Safety
c.
Belongingness
d.
Esteem
e.
Self-actualization
12. _____ describe the most basic human physical needs, including food, water and oxygen.
a.
Self-actualization needs
b.
Physiological needs
c.
Esteem needs
d.
Belongingness needs
e.
Safety needs
13. Which need describes the desire to be accepted by one’s peer, have friendships, be part of a group, and
be loved?
a.
Self-actualization needs
b.
Physiological needs
c.
Esteem needs
d.
Belongingness needs
e.
Safety needs
14. According to Maslow, the highest order needs are:
a.
self-actualization needs.
b.
physiological needs.
c.
esteem needs.
d.
belongingness needs.
e.
safety needs.
15. Alderfer referred to the needs for physical well being as _____ needs.
a.
physiological
b.
existence
c.
belongingness
d.
relatedness
e.
growth
16. Frank is primarily driven by a need to establish close social relationships with other people. Alderfer
would say he is motivated by:
a.
growth needs.
b.
existence needs.
c.
relatedness needs.
d.
self-actualization needs.
e.
physiological needs.
17. The frustration-regression principle is most closely related with _____.
a.
Maslow
b.
Herzberg
c.
McClelland
d.
Alderfer
e.
Adam
18. According to Herzberg, _____ is an example of a hygiene factor.
a.
achievement
b.
recognition
c.
pay
d.
responsibility
e.
opportunity for growth
19. Highroller Casinos provides good salaries and benefits, including bonuses of up to 25 percent of
annual salaries. However, the company has been criticized for not establishing an achievement or
recognition program for its employees. Which of the following best describes the company in terms of
the two-factor theory?
a.
Good motivators and inadequate hygiene factors
b.
Good hygiene factors and inadequate motivators
c.
Good hygiene factors and motivators
d.
Inadequate hygiene factors and motivators
e.
None of the above
20. Which of the following are high-level needs, according to Herzberg, and include achievement,
recognition, responsibility, and opportunity for growth?
a.
Hygiene factors
b.
Extrinsic factors
c.
Motivators
d.
Dissatisfiers
e.
All of these
21. _____ have the greatest impact, according to Herzberg, on job satisfaction.
a.
Hygiene factors
b.
Reinforcers
c.
Motivators
d.
Dissatisfiers
e.
All of these
22. The majority of hourly workers at Formatting Unlimited are neither satisfied nor dissatisfied. What
would Herzberg recommend if your goal were to increase their level of satisfaction?
a.
Increase the level of hygiene factors
b.
Increase the level of motivators
c.
Decrease the level of motivators
d.
Decrease the level of hygiene factors
e.
None of these
23. The desire to form close personal relationships, avoid conflict, and establish warm friendships,
describes:
a.
a need for affiliation.
b.
a need for power.
c.
a need for achievement.
d.
a need for authority.
e.
all of these.
24. A high need for _____ is associated with successful attainment of top levels in the organizational
hierarchy, according to McClelland.
a.
power
b.
achievement
c.
affiliation
d.
success
e.
expertise
25. Denise has a desire to influence others, be responsible for them, and have authority over them. It can
be described as her:
a.
need for power.
b.
need for achievement.
c.
need for affiliation.
d.
need for relatedness.
e.
none of these.
26. Which term, in goal-setting theory, refers to the need to make goals highly ambitious but achievable?
a.
Goal specificity
b.
Goal difficulty
c.
Goal acceptance
d.
Feedback
e.
Goal motivation
27. In goal-setting theory, _____ refers to the idea that employees have to “buy into” the goals.
a.
goal specificity
b.
goal difficulty
c.
goal acceptance
d.
feedback
e.
goal motivation
28. In goal-setting theory, which term refers to the need to get information to people about how well they
are doing in progressing toward goal achievement?
a.
Goal specificity
b.
Goal difficulty
c.
Goal acceptance
d.
Feedback
e.
Goal motivation
29. Which of the following is an example of a process theory of motivation?
a.
Need hierarchy theory
b.
Equity theory
c.
Two-factor theory
d.
ERG theory
e.
Acquired needs theory
30. _____ theory deals with employee’s perception of fairness.
a.
Expectancy
b.
Reinforcement
c.
Need hierarchy
d.
Equity
e.
ERG
31. Kara and Simon are both middle managers at Gotcha International. Kara is dissatisfied because she
knows that Simon makes more in salary even though, in Kara’s opinion, she works longer hours than
he does. If Kara wishes to reduce this perceived inequity, what should she do?
a.
She could reduce the number of hours she works.
b.
She could increase her level of absenteeism.
c.
She could ask for a raise.
d.
All of these.
e.
Only she could reduce the number of hours she works and she could ask for a raise.
32. Which of the following is NOT a common method for reducing a perceived inequity?
a.
Change inputs
b.
Change outcomes
c.
Distorts perception
d.
Leave the job
e.
Change equity
33. Which of the following is based on the relationships between effort, performance, and outcomes?
a.
Equity theory
b.
Expectancy theory
c.
Reinforcement theory
d.
Two-factor theory
e.
ERG theory
34. Samuel, a sales associate at an electronics store, learns that his base pay is higher than any other sales
associate in the store. He justifies his higher salary to the idea that he must be a top sales associate,
generating more revenue than anyone else. This example demonstrates which method for reducing
perceived inequity?
a.
Working harder, not smarter
b.
Changing outcomes
c.
Changing work effort
d.
Changing perceptions
e.
Leaving the job
35. Yolanda recently learned that Sue, who works in the same position as she and has been with the
company for the same amount of time, earns about ten percent more than she does. As a result,
Yolanda feels that she should not work as hard, so she starts coming in late and taking more days off.
This is an example of which method for reducing perceived equity?
a.
Working harder, not smarter
b.
Changing outcomes
c.
Changing work effort
d.
Changing perceptions
e.
Leaving the job
36. A recent study from the U.S. Department of Labor shows that the top reason that people leave their
jobs is because they:
a.
don’t make enough money.
b.
don’t feel appreciated.
c.
don’t believe in what the organization stands for.
d.
don’t like their colleagues.
e.
don’t like their boss.
37. The _____ involves whether putting effort into a task will lead to high performance.
a.
P -> O expectancy
b.
E -> P expectancy
c.
O -> V expectancy
d.
A -> Z expectancy
e.
V -> P expectancy
38. Tim is a manager at Chuck’s Construction. He sees little opportunity for advancement at Chuck’s
Construction, regardless of how well he performs. Which of the following expectancies is low for
Tim?
a.
E -> P expectancy
b.
O -> V expectancy
c.
P -> O expectancy
d.
E -> V expectancy
e.
None of these
39. Abbi works at Railroad Ties. Her bosses continually indicate that her motivational level is low. Abbi
agrees, but is unwilling to work harder until the company changes the types of reward it offers its
employees. Which of the following is low for Abbi?
a.
E -> P expectancy
b.
O -> P expectancy
c.
Valence
d.
Motivators
e.
O -> E indicators
40. Which of the following describes the value or attraction an individual has for an outcome?
a.
Motivators
b.
Valence
c.
O -> V expectancy
d.
P -> O expectancy
e.
E -> V expectancy
41. Which of the following theories concern the thought processes that influence behavior?
a.
Process
b.
Reinforcement
c.
Content
d.
Needs
e.
Maslow’s
42. Theories that explain how employees select the behaviors that allow them to meet their needs are
known as:
a.
content theories.
b.
contingency theories.
c.
process theories.
d.
need hierarchy theories.
e.
reinforcement theories.
43. In goal-setting theory, _____ refers to the degree to which goals are concrete and unambiguous.
a.
goal specificity
b.
goal difficulty
c.
goal acceptance
d.
feedback
e.
goal motivation
44. Which of the following theories places an emphasis on behavior and its consequences?
a.
Two-factor theory
b.
Need hierarchy theory
c.
Reinforcement theory
d.
ERG theory
e.
Equity theory
45. Which of the following is the administration of a pleasant and rewarding consequence following a
desired behavior?
a.
Avoidance learning
b.
Punishment
c.
Positive reinforcement
d.
Extinction
e.
Suspension
46. Bruce publicly praises his employees when they have achieved their goals. Bruce hopes this will
increase the likelihood of goal achievement in the future. This is an example of:
a.
extinction.
b.
negative reinforcement.
c.
avoidance learning.
d.
positive reinforcement.
e.
none of these.
47. The removal of an unpleasant consequence following a desired behavior is referred to as:
a.
avoidance learning.
b.
punishment.
c.
positive reinforcement.
d.
extinction.
e.
inefficient management.
48. Which of these is sometimes called negative reinforcement?
a.
Avoidance learning
b.
Punishment
c.
Positive reinforcement
d.
Extinction
e.
Neutral learning
49. _____ is the imposition of unpleasant outcomes on an employee.
a.
Avoidance learning
b.
Punishment
c.
Positive reinforcement
d.
Extinction
e.
Avoiding punishment
50. Which of the following techniques reduces the likelihood that behavior will be repeated?
a.
Positive reinforcement
b.
Negative reinforcement
c.
Extinction
d.
Reward enhancement
e.
All of these