Chapter 7: Serving with a Smile: Motivating Exceptional Service
TRUE/FALSE
1. The employee who provides the guest experience only needs to be well trained to meet the guest’s
quality and value expectations.
2. It is easy to motivate all employees because they all have the same needs, expectations, capabilities,
and behaviors.
3. The most basic need is survival.
4. The first managerial challenge in meeting belonging needs is to identify the social groups employees
belong to.
5. The sense of belonging or not belonging has little effect on a well-trained, professional hospitality
employee.
6. Because people join groups to satisfy needs, they will support an organization that helps them to
satisfy those needs.
7. A key advantage of non-cash awards is that they often create a lasting memory of the recognition for
the employee that is more cost effective than cash awards.
8. Empowerment is the assignment of decision-making responsibility to an individual or group.
9. You can anticipate, train, and prepare for every possible problem, outcome, or customer request.
10. Empowerment is especially desirable when the business environment is highly predictable.
11. Just as customers define the quality and value of the guest experience, so do managers define the
quality and value of the employment relationship.
12. Every hospitality manager should understand this basic principle: Rewarded behavior tends to be
repeated; unrewarded behavior tends not to be repeated.
13. Rewarding the wrong behavior and not rewarding the right behavior are both big mistakes for a
manager.
14. The differences between the parts we play in the social and work groups to which we belong are called
social-task conflicts.
15. A manager who fails to meet an internal customer’s expectations does not need to put forth as much
effort to fix the failure as the manager would need to when helping an external guest.
16. Research has shown that setting specific and challenging goals leads to higher performance levels than
expressing vague goals.
17. Research shows that role playing is actually better for the employee and the organization than genuine
emotional involvement.
18. Authority is the power that good managers have that causes employees to accept their orders.
19. According to the authority-acceptance theory, whether a directive has authority or not is determined by
the person in authority.
20. According to equity theory, we compare what we get out of an endeavor to what we put into it and
draw a conclusion as to the fairness of the ratio of the two.
21. Employee job satisfaction has a much greater impact on performance than employee ability and role
perception.
22. Customer satisfaction does not always depend on employee satisfaction.
23. The need for recognition refers to how critical it is for a manager to be able to see when employees
provide exceptional service.
24. Achievement needs can be fulfilled while also satisfying social needs.
25. Money is not a great motivator because all employees need money for the same purpose.
MULTIPLE CHOICE
26. The four levels of needs people seek to fulfill when joining organizations are
a.
survival, dreams, hope, and leadership.
b.
hunger, thirst, drive, and recognition.
c.
survival, social, recognition, and achievement.
d.
special, simple, achievement, and survival.
27. Which of the following financial incentives or rewards are customer determined?
a.
merit raise
b.
pooled tips
c.
annual performance bonus
d.
recognition
28. Which of the following financial incentives or rewards are manager determined?
a.
pooled tips
b.
merit raise
c.
group incentive plan
d.
both b and c
29. The employees who interact with dissatisfied guests must be
a.
skilled.
b.
emotionally ready to deal with them.
c.
effective at maintaining their professional poise.
d.
all of the above.
30. Empowering employees requires sharing information and organizational knowledge that enables
empowered employees to
a.
understand and contribute to organizational performance.
b.
make decisions that influence organizational outcomes.
c.
focus only on their jobs.
d.
both a and b.
31. The purpose of employee empowerment is to
a.
ensure that effective decisions are made by the right employees.
b.
provide a mechanism by which responsibility for job-related decisions is vested in either
individuals or in work teams.
c.
both a and b.
d.
none of the above.
32. Empowerment is less appropriate if
a.
the business strategy emphasizes high-cost, low-volume operations.
b.
the tie to a particular customer is short term.
c.
the technology is simple and routine.
d.
all of the above
33. Which of the following is an example of “Rewarding A while hoping for B”?
a.
reinforcing desired behavior when it is observed
b.
rewarding one employee while hoping that another employee gets the first employee’s job
c.
rewarding an employee in hopes that the employee will adopt other favorable behaviors
d.
none of the above
34. Rewarding desired behaviors is called
a.
helpful rewards.
b.
focused recognition.
c.
positive reinforcement.
d.
negative reinforcement.
35. Role conflict can occur when
a.
a conflict is created within a person who receives different role expectations from different
people.
b.
the situation arises where an employee’s significant other objects to overtime work.
c.
you need to refuse to give friends a discount on a service product that you are responsible
for selling.
d.
all of the above
36. What company uses the terms cast member, on stage, and off stage?
a.
Starwood
b.
Warner Brothers
c.
Universal Studios
d.
Disney
37. Thinking of a job as a role can
a.
decrease the emotional labor expended.
b.
increase the emotional labor expended.
c.
increase the emotional labor involved in laughing on cue.
d.
increase the emotional labor involved in crying on cue.
38. The two desirable organizational outcomes of the goal-setting process are
a.
producing a logical and complete plan and adding value to the organization’s ability to
achieve its mission.
b.
letting employees know management cares and working on employees’ individual futures.
c.
working with employees in teams and locking the employees into achieving their goals.
d.
none of the above.
39. The goal-setting process MBO stands for
a.
managing by observing.
b.
management by objectives.
c.
monitoring by objectives.
d.
managing behavioral outcomes.
40. Factors influencing the acceptance of managerial direction lie in
a.
the nature of the sender and receiver.
b.
the sender and receiver and their relationships to the organization and to each other.
c.
the nature of the communication itself.
d.
all of the above.
41. Which of the following is NOT a precondition for accepting direction?
a.
The employee must understand the directive.
b.
The employee must be emotionally invested in the organization.
c.
The employee must believe that the directive is consistent with the organization’s goals.
d.
The employee must believe that the directive is consistent with the employee’s own goals.
42. Which of the following is a precondition for employee acceptance of managerial authority?
a.
The employee must understand the order.
b.
The employee must believe the order to be consistent with the employee’s own goals.
c.
Both a and b are preconditions.
d.
Neither a nor b is a precondition.
43. Which of the following is NOT a way managers secure compliance with their directives?
a.
Ensuring clear communication of expectations between the manager and subordinates
b.
People joining an organization expect to do job-related tasks.
c.
Members enforce each other’s compliance.
d.
All are correct.
44. Which of the following is NOT a reason for employee compliance with managerial directions?
a.
The orders comply with the preconditions for authority acceptance.
b.
People in an organization expect to do job-related tasks when asked.
c.
Work-group members want the organization to run smoothly.
d.
Most employees believe in management by objectives.
45. Which of the following is a form of justice regarding employee reactions to how fairly or justly they
are treated?
a.
distributive justice
b.
procedural justice
c.
informational justice
d.
all of the above
46. ________ motivates employees to focus their efforts on achieving the organization’s goals.
a.
Lack of focus
b.
Effect leadership
c.
Iron-fist direction
d.
None of the above
47. The fit between what the leader says and what the leader does is called
a.
behavioral integrity.
b.
disparity.
c.
effective communication.
d.
focused communication.
48. SMART criteria stands for
a.
specific, measurable, attainable, results oriented, and time bound.
b.
scientific, measurable, articulate, recurring, and transitional.
c.
sustainable, maintainable, achievable, recycling, and tested.
d.
none of the above.
49. Implementing an effective empowerment program has five key elements, including which of the
following?
a.
a company strategy that emphasizes customer satisfaction
b.
customer encouragement
c.
managerial buy-in
d.
state laws which allow empowerment programs
50. The beliefs by employees that their knowledge, skills, and abilities are sufficient to perform at the
desired level is called
a.
empowerment.
b.
expectancy.
c.
role beliefs.
d.
self-efficacy.