Chapter 09 Motivation, Satisfaction, and Performance Answer Key
True / False Questions
1.
(p. 331)
Studies suggest that if firms could get almost 4% more work out of each employee, the
GDP in the U.S. would increase by $355 billion.
2.
(p. 334)
Volunteering to help another employee with a task or project is an example of
organizational citizenship behavior.
3.
(p. 334)
The concept of motivation helps explain differences seen among people in terms of the
energy and direction of their behavior.
4.
(p. 335)
Companies that spend more time and effort attracting, developing, and retaining the best
people often report superior financial results.
5.
(p. 338)
According to research, a strong correlation exists between the amount of money an
organization spends on motivational programs and motivational speakers and the firm’s
revenues, profitability, and market share.
6.
(p. 341)
In Maslow’s hierarchy, physiological and security needs must be satisfied before
belongingness or esteem needs are pursued.
7.
(p. 344)
According to McClelland, differences in achievement orientation are a key reason why
people differ in the levels of effort they exert to accomplish assignments, objectives, and
goals.
8.
(p. 353)
Leaders that use operant principles to motivate workers should limit themselves to
administering organizationally sanctioned rewards and punishments, which are most
effective at motivating followers.
9.
(p. 355)
A firm with a “pay for performance” culture that distributes bonuses and commissions for
results obtained is most likely using the empowerment approach to motivate employees.
10.
(p. 357)
Worker productivity and job dissatisfaction in the United States are at an all-time high.
11.
(p. 361)
Leaders are more likely to be successful when introducing change if they address and
capitalize on followers’ emotions.
12.
(p. 362)
Dysfunctional turnover occurs when experienced executives retire or substandard
performers are fired.
13.
(p. 366)
In surveys of job satisfaction, a facet satisfaction item asks about particular aspects of the
job such as pay or working conditions.
14.
(p. 366)
The hierarchy effect occurs when upper-level employees have higher global and facet
satisfaction ratings than lower-level employees in the organization.
15.
(p. 369)
Job satisfaction surveys are most useful when compared to a dissimilar reference group,
such as an organization of a different size or one in another industry.
16.
(p. 373)
Most leaders prefer appealing to their employees’ personal values or giving them
something meaningful to do.
17.
(p. 373)
According to Herzberg’s theory, followers will exert additional effort if leaders improve
working conditions and pay.
18.
(p. 374)
Role conflict occurs whenever leaders or followers are unclear about what they need to do
and how they should do it.
19.
(p. 375)
Procedural justice involves the process in which rewards or punishments are
administered.
20.
(p. 375)
According to Brockner, fairness in the workplace makes intuitive sense and is present in
most organizations.
Multiple Choice Questions
21.
(p. 334)
Performance is best described as:
22.
(p. 334)
Which of the following involves making judgments about the adequacy of behavior with
respect to certain criteria such as work-group or organizational goals?
23.
(p. 339)
In terms of the underlying causes of performance problems, leaders seem to have the
most difficulty recognizing and rectifying:
24.
(p. 342)
One limitation of Maslow’s Hierarchy of Needs is that it fails to:
25.
(p. 343)
An individual’s tendency to exert effort toward task accomplishment depends partly on the
strength of his/her motive to achieve success. This concept is called:
26.
(p. 346)
What are the most powerful determinants of task behaviors according to Locke and
Latham?
27.
(p. 346)
Which of the following would most likely result in consistently higher effort and
performance?
28.
(p. 349)
Which of the following statements about goals is most likely FALSE?
29.
(p. 349)
Which of the following most likely occurs when leaders articulate high expectations for
followers?
30.
(p. 351)
Which of the following is most likely an example of a non-contingent reward?
31.
(p. 356)
Which statement best summarizes the components of empowerment as defined by the
authors?
32.
(p. 357)
Which of the following is NOT a macro psychological component that underlies
empowerment?
33.
(p. 359)
Which statement about empowerment and the operant approach is most likely true?
34.
(p. 362)
What is the main reason for people staying with organizations?