Grohar-Murray TIF
Chapter 10: Motivation in the Work Setting
Learning Objective 1:
Give examples of dissatisfiers and satisfiers in Herzberg’s theory.
1. Examples of satisfiers include which of these rewards? Select all that apply.
1. Salary
2. Satisfaction
3. Recognition
4. Environment
5. Achievement
Learning Objective 2:
Discuss the differences between intrinsic and extrinsic motivation.
2. Which statement best exemplifies intrinsic motivation for a nurse who works more diligently
than do others on the unit?
1. “I hope I will gain more experience and become more organized in my response
to client needs.”
2. “If I work really hard, maybe the charge nurse will like me more than she seems
to now.”
3. “I know if I get noticed for my job performance, I might be chosen to receive the
bonus pay this quarter.”
4. “Our organization is experiencing lay-offs, and I do not want to be one of the
nurses who have to go.”
3. A nursing manager of the medical–surgical unit is rewarding the staff for exceptional job
performance. Which should the nurse expect if the manager chose extrinsic rewards? Select all
that apply.
1. Opportunities to gain experience
2. Increased job satisfaction
3. Improved ability
4. Increased recognition
5. Time off for conferences
4. Which is the best description of the way in which motivation works for a nurse?
1. An individual nurse is always motivated by extrinsic rewards.
2. A nurse can be motivated by either extrinsic or intrinsic rewards.
3. Whether a nurse responds to intrinsic or extrinsic rewards depends on the
situation.
4. An individual nurse is always motivated by intrinsic rewards.
Learning Objective 3:
Apply the four elements of positive motivation in the clinical setting.
5. If a new nurse manager comes to a unit experiencing low morale and high turnover, which is
the priority nursing action?
1. The nurse manager should ask members of the staff privately to discuss issues on
the unit.
2. The staff should be made aware that bad attitudes and poor nursing care will not
be tolerated.
3. The nurse manager should begin making small changes intended to
improve morale and reduce turnover.
4. Charge nurses on the unit should be encouraged to meet with the manager to
determine the problems with the staff.
6. Which statement most accurately describes how a nurse manager would positively motivate a
nurse who seems unhappy and is deliberately damaging unit morale?
1. The nurse should be separated from those individuals most affected by the
damaging remarks or actions.
2. The nurse manager should discourage further damage to the unit morale, by
discussing the nurse’s issues in private.
3. The nurse should be allowed to continue working, but must attend a class on
positive motivation.
4. The nurse manager should ask the individual to facilitate a task force assessing
needed changes in the unit.
7. When positive motivation is used in the nursing profession, which statement is most
descriptive of the benefits received?
1. Increased knowledge, skill, and respect
2. Team mentality, improved professionalism, and lifelong learning
3. Decreased turnover, fewer problems, lower-acuity clients
4. Increased number in management, improved morale, fewer vacancies
8. The nurse manager is working towards developing a more cohesive, team-spirited unit staff. If
this nurse manager is using positive motivation to facilitate this process, which management
action would be omitted?
1. Coming in to assist the staff when they call for help
2. Allowing the charge nurse to make management decisions
3. Being the unit “cheerleader” when discussing the unit with others
4. Staying available to staff when heavy volume is anticipated
Learning Objective 4:
Explain how the behaviors of the health care team can be enhanced by managers who are
facilitators versus managers who are order givers.
9. The nurse manager has identified physical-assessment skills lacking in a new registered nurse.
Using goal-setting theory, which directive would be most effective in enhancing the nurse‘s
assessment skills?
1. “Plan to study one body system each week, and demonstrate your assessment
skills to me each week.”
2. “Get someone to help you with your health-assessment skills by the end of the
month.”
3. “Read a health-assessment book and practice your skills, or else you might lose
your job.”
4. “You need to work on your health-assessment skills before your next employee
evaluation.”
10. A CNO (chief nursing officer) knows that which factor is key to impacting staff’s skills and
abilities?
1. Leadership style
2. Pay and benefits
3. Peer evaluation
4. Physician expectations
11. Which statement best describes how a nurse manager might facilitate a positive change in an
employee?
1. The nurse manager threatens to decrease evaluation scores if the behavior
continues.
2. At the end of each week, the nurse manager will offer verbal encouragement to
the staff member if the desired level of behavior is met.
3. If the behavior continues, the nurse manager will order the staff member to work
overtime.
4. The nurse manager threatens to refuse break periods if the behavior continues.
Learning Objective 5:
Evaluate the organizational climate and motivation on a clinical unit where you have worked or
have had clinical experiences.
12. The nurse manager is working to improve the morale of the Emergency Department staff.
Nurses are gossiping about one another, and not helping the nursing assistants with the unit
stocking, and have been asked to correct the behavior. When should the nurse manager
reevaluate the situation?
1. Every week
2. Once monthly
3. Twice yearly
4. Annually
13. The primary care physician’s office employs five nurses and two unlicensed assistive
personnel. One nurse has the role of manager. One member of the staff is the best friend of the
nurse manager. The other nurses and office staff think there is favoritism and unfair division of
workload because of this relationship. Evaluate this situation, and then choose the most
appropriate action needed when the nurse manager overhears the staff’s comments.
1. The primary care provider should make a decision about how best to minimize the
perception of favoritism.
2. The nurse manager should discuss the issue with her friend and decide how to
minimize the perception of favoritism.
3. The nurse manager should meet to discuss the staff’s concerns and then ask for
input to promote a more equitable distribution of the workload.
4. The nurse manager should ignore her friend at work to reduce the appearance of
favoritism.
14. If a hospital is operating with the needs of clients above the needs of its staff, what is the
most likely outcome?
1. The staff is likely to also put the client’s needs ahead of their own.
2. Management is likely to discover a decrease in client satisfaction ratings.
3. Staff will work even harder to ensure client satisfaction.
4. Morale will suffer, but clients’ health-related outcomes will improve.
15. In a facility in which management at all levels works diligently to encourage employees,
have open communication, feel empowered, and have several employee-appreciation events
every year, what is the most likely outcome?
1. The facility will be able more likely to attain magnet status.
2. All clients who use the facility will have improved health outcomes.
3. Nurses will feel empowered and will stay in their current positions.
4. No lawsuits will be brought against the hospital.