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Q:
Which of the following is applied by supervisors when they stop criticizing employees whose substandard performance has improved?
A. Future probability
B. Extinction
C. Positive reinforcement
D. Punishment
E. Negative reinforcement
Q:
The core elements of Organizational Behavior Modification are depicted by the A-B-C model which A, B, and C stand for:
A. attitude, bearing, conviction
B. antecedents, behavior, consequences
C. action, because, conformity
D. able, baker, charlie
E. step one, step two, step three
Q:
According to expectancy theory, an outcome that opposes our values has:
A. a high E-to-P expectancy.
B. an inappropriate comparison other.
C. a negative outcome valence.
D. a low P-to-O expectancy.
E. a low need for socialized power.
Q:
Which of the following components are enhanced by individualizing rewards?
A. Performance expectancies
B. E-to-O expectancies
C. Valences of outcomes
D. E-to-P expectancies
E. V-to-E outcomes
Q:
According to expectancy theory, giving more valued rewards to employees with higher job performance mainly increases motivation by:
A. strengthening the E-to-P expectancies of employees.
B. introducing a negative valence in the organization.
C. weakening the E-to-P expectancies of employees.
D. strengthening both the E-to-P and P-to-O expectancies of employees.
E. strengthening the P-to-O expectancies of employees.
Q:
ABC Corp. brought in a performance-based reward system that accurately identified employees who performed better than others. This practice improves employee motivation by:
A. increasing employee needs
B. reducing feelings of inequity
C. improving E-to-P expectancies
D. improving P-to-O expectancies
E. increasing outcome valence
Q:
Which of the following is a way to increase employee motivation by improving the P-to-O expectancies?
A. Measuring employee performance accurately and distributing more valued rewards
B. Convincing employees that they will be able to accomplish the task
C. Selecting employees with the required skills, knowledge, and motivation to perform jobs
D. Providing sufficient time and resources to employees to perform the task
E. Treating everyone equally by giving all of them the same reward
Q:
According to expectancy theory, a skill-development training program would:
A. have no effect on employee motivation
B. mainly increase the effort-to-performance expectancy
C. mainly increase the performance-to-outcome expectancy
D. mainly increase the valence of pay increases and other organizational outcomes
E. mainly alter the comparison other
Q:
When people are assigned to jobs for which they are qualified and they receive coaching to improve their self-confidence, employee motivation improves by:
A. reducing feelings of inequity
B. increasing outcome valences
C. satisfying existence needs
D. increasing P-to-O expectancies
E. increasing E-to-P expectancies
Q:
According to expectancy theory, providing counseling and coaching to an employee who lacks self-confidence is most likely to increase the employee's:
A. V-to-O expectancy.
B. E-to-P expectancy.
C. P-to-E expectancy.
D. O-to-P expectancy.
E. P-to-O expectancy.
Q:
According to expectancy theory, which of the following would be a way to increase an employees' E-to-P expectancy?
A. Assure the employee that he or she has the necessary competencies.
B. Measure job performance accurately.
C. Provide examples of where good performance has resulted in higher rewards.
D. Distribute rewards that employees value.
E. Minimize the presence of countervailing outcomes.
Q:
In expectancy theory, valence refers to the:
A. amount of effort a person puts towards a known goal.
B. individual's perceived probability of performing the task at a particular level.
C. anticipated satisfaction or dissatisfaction that an individual feels towards an outcome.
D. individual's perceived probability that his or her performance will lead to specific outcomes.
E. feelings that result from a comparison of the individual's outcome/input ratio with the outcome/input ratio of a comparison other.
Q:
An individual's perceived probability that a particular level of effort will result in a particular level of performance is referred to as the:
A. E-to-P valence.
B. EP-to-PO outcome.
C. E-to-V expectancy.
D. E-to-P expectancy.
E. EV-to-PE outcome.
Q:
Which of the following does the expectancy theory explain about employees?
A. They have different needs at different times.
B. They can use personal expectations to reduce work-related stress.
C. They can motivate themselves through power.
D. They base their work effort on the performance level they expect.
E. They compare their inputs and outcomes to other people.
Q:
Which of these is one of the factors in the expectancy theory model?
A. E-to-P expectancy
B. E-to-O expectancy
C. V-to-E expectancy
D. P-to-E expectancy
E. O-to-P expectancy
Q:
Expectancy theory helps us to predict an individual's:
A. effort.
B. need for achievement.
C. distributive justice.
D. job satisfaction.
E. rewards.
Q:
Which of the following theories of motivation is based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes?
A. Equity theory
B. ERG theory
C. Goal setting theory
D. Four-drive theory
E. Expectancy theory
Q:
One of the main implications of four-drive theory is that:
A. employers should offer employees enough opportunity to keep each drive in balance.
B. employees should be given specific goals with plenty of feedback.
C. employers should give all employees the same employee benefits.
D. employers should select people with the best qualifications for the job.
E. needs-based theories have no relevance for managing people in organizational settings.
Q:
Four-drive theory recommends that organizations should:
A. encourage employees to fulfill one drive at a time.
B. provide sufficient rewards, learning opportunities, and social interaction at the same time.
C. only hire people with a strong drive to defend.
D. create a work environment that routinely triggers the employee's drive to defend.
E. encourage the desire for aesthetic beauty and the desire to know.
Q:
The main implication of the four-drive theory of motivation is that:
A. employers should offer employees a choice of rewards and continuously initiate change in the workplace.
B. employees should be given generic goals with plenty of feedback.
C. employers should motivate employees to achieve challenging goals and give them egalitarian rewards.
D. employers should select people with the best qualifications for the job.
E. drives/needs-based theories have no relevance for managing people in organizational settings.
Q:
Which drive in the four-drive theory is reactive rather than proactive?
A. Drive to acquire
B. Drive to learn
C. Drive to defend
D. Drive to bond
E. Drive for power
Q:
In four-drive theory, the drive ______ is most closely associated with the need for relative status and recognition.
A. to bond
B. for fairness
C. to defend
D. to acquire
E. for feedback
Q:
According to the four-drive theory, which of the following drives is the foundation of competition and the basis of our need for esteem?
A. Drive to acquire
B. Drive to dominate
C. Drive to defend
D. Drive to bond
E. Drive to learn
Q:
People with a high need for affiliation tend to:
A. rely on persuasive communication.
B. be more effective at allocating scarce resources.
C. choose tasks with a moderate degree of risk.
D. actively support others.
E. be highly motivated by money.
Q:
A learned need in which people want to control the environment, including people and material resources, to benefit either themselves or others is referred to as the need for:
A. affiliation
B. power
C. achievement
D. safety
E. existence
Q:
The desire to seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontations is referred to as the need for:
A. affiliation
B. power
C. achievement
D. safety
E. existence
Q:
Which of the following statements was NOT considered by the needs hierarchy theory?
A. Everyone is naturally motivated to reach their full potential.
B. Higher-order needs are influenced by personal and social influences.
C. Basic needs are more essential to individuals than their socialization needs.
D. People's physiological needs are stronger than their esteem needs.
E. Needs are strongly influenced by each individual's self-concept.
Q:
Which of the following statements is consistent with the observations of Maslow?
A. Motivation research must look at each need and drive apart from others.
B. A specific human behavior is typically initiated by a solitary need or drive.
C. Higher-order needs are not influenced by personal and social influences.
D. Maslow refocused attention on need gratification instead of need deprivation.
E. Maslow suggested that people are naturally motivated to reach their potential.
Q:
Which of the following is a major criticism of Maslow's needs hierarchy theory?
A. The safety and physiological needs do not arise due to human drives.
B. The need for love and esteem do not apply for many of the individuals.
C. Physiological needs of a person are often considered a weaker need than the other needs.
D. People do not progress through the hierarchy as the theory predicts.
E. The theory gives more importance to the satisfied needs than the unsatisfied needs.
Q:
Which of these theories states that we are motivated by several needs, but the strongest source is the lowest unsatisfied need?
A. Four-drive theory
B. Needs hierarchy theory
C. Equity theory
D. Distributive justice theory
E. Learned needs theory
Q:
Which of the following needs is the strongest according to Maslow's needs hierarchy theory?
A. Need for food
B. Need to socialize
C. Need for self-actualization
D. Need to be secure
E. Need for love
Q:
Which of the following is the highest level need in Maslow's hierarchy of needs?
A. Esteem
B. Safety
C. Power
D. Belongingness
E. Self-actualization
Q:
Which of the following does Maslow's needs hierarchy theory include?
A. Domination
B. Frustration-regression
C. Desire to know
D. Aesthetic beauty
E. Self-actualization
Q:
Self-concept, social norms, and past experiences help us to:
A. have a fixed level of drive-based emotions.
B. fully regulate our decisions and behaviors.
C. minimize cognitive dissonances.
D. make unemotional decisions based on reason and logic.
E. have stronger or weaker needs by amplifying or suppressing emotions.
Q:
_____ are the motivational forces of emotions channeled toward particular goals to correct deficiencies or imbalances.
A. Needs
B. Thoughts
C. Beliefs
D. Values
E. Strategies
Q:
Which of the following statements is true about the innate drives of people?
A. Drives refer to the secondary needs of individuals.
B. Emotions that energize individuals to act on their environment produce drives.
C. Drives include only the basic physiological essentials of individuals.
D. Drives are the secondary sources of employee motivation.
E. Drives are innate and universal to human beings.
Q:
The _____ of human beings are also called primary needs.
A. beliefs
B. values
C. attitudes
D. drives
E. thoughts
Q:
What are some of the drivers of employee engagement discussed in the text?
A. goal setting, self-esteem, self-efficacy.
B. organizational comprehension, sufficient resources, the company vision.
C. organizational justice, punishment, rewards.
D. an appealing company vision, employee involvement, employee development opportunities.
E. affiliation, achievement, power.
Q:
Employee engagement is often described in terms of:
A. self-esteem.
B. self-concept.
C. self-efficacy.
D. self-enhancement.
E. self-verification.
Q:
Feelings of procedural injustice produce anger, which, in turn, generates either withdrawal or aggression.
Q:
Distributive justice increases directly with the extent that the decision allows voice, can be appealed, and has an unbiased decision maker.
Q:
Procedural justice is higher when the decision maker is perceived as unbiased.
Q:
Equity theory research has found that employees who feel over-rewarded tend to alter their perceptions of inputs and outcomes rather than attempt to actually change them.
Q:
Over-reward inequity occurs whenever other people receive less money than the comparison others.
Q:
Under-reward inequity occurs when an individual's outcome/input ratio is lower than the outcome/input ratio of a comparison other.
Q:
Feelings of inequity occur when employees receive less than others, but not when they receive more than others.
Q:
A significant discovery in equity theory research is that people tend to keep one specific comparison other throughout their working lives.
Q:
In the equity theory model, a 'comparison other' is an individual or group of people with whom the person compares his or her outcome/input ratio.
Q:
The outcome/input ratio is the value of the inputs you provide divided by the value of the outcomes you receive in the exchange relationship.
Q:
According to equity theory, the equity principle operates when we believe everyone in the group should receive the same outcomes.
Q:
Distributive justice refers to fairness of the procedures used to decide the distribution of resources.
Q:
The distributive justice principle states that everyone should receive the same rewards in life.
Q:
Combining goal setting with monetary incentives motivates many employees to set difficult goals that are hard to achieve.
Q:
When employees want to improve their self-image, they seek out positive feedback from social sources.
Q:
Employees consider feedback from nonsocial sources to be more accurate than feedback from social sources.
Q:
To learn about their progress towards goal accomplishment, employees usually prefer feedback from supervisors and other people over nonsocial sources.
Q:
Multisource feedback tends to provide more complete and accurate information than feedback from a supervisor alone.
Q:
Multisource feedback is information about an employee's performance, collected from a full circle of people, including subordinates, peers, supervisors, and customers.
Q:
Appreciative coaching is the approach to feedback where employee's potential is maximized by focusing on their strengths rather than weaknesses.
Q:
Feedback can be more frequent when employees perform jobs with short rather than long cycle time.
Q:
Feedback to employees is most effective when it is frequent, credible, and general.
Q:
Balanced scorecard goals are rarely weighted, but are scored to create a composite measure of goal achievement across the organization each year.
Q:
Participation in goal formation tends to increase performance when employees lack commitment to assigned goals.
Q:
Goal setting is more effective when employees can easily complete the goals assigned to them.
Q:
Goal setting tends to be more effective when goals are specific rather than general.
Q:
Goal setting potentially improves employee performance by increasing motivation and clarifying role perceptions.
Q:
Self-reinforcement is when people reward and punish themselves for exceeding or falling short of their self-set standards of excellence.
Q:
People learn not only by observing others but also by imitating and practicing those behaviors.
Q:
The most effective reinforcement schedule for learning new tasks is variable ratio schedule.
Q:
Antecedents are events preceding the behavior, informing employees that a particular action will produce specific consequences.
Q:
Compliments or teasing received from co-workers when an employee wears safety goggles are referred to as consequences.
Q:
A way to increase a person's P-to-O expectancy is to measure his or her job performance more accurately and distribute more valued rewards to those with higher job performance.
Q:
A way to increase an employee's E-to-P expectancy regarding a specific task is to increase the person's self-confidence through counseling and coaching.
Q:
In expectancy theory, E-to-P expectancies are influenced by the individual's belief that he or she can successfully complete the task.
Q:
In expectancy theory, the P-to-O expectancy is the perceived probability that a specific behavior or performance level will lead to a particular outcome.
Q:
According to expectancy theory, employee motivation will remain high when the P-to-O expectancy falls to zero.
Q:
The expectancy theory of motivation states that people naturally direct their effort towards behaviors they believe are most likely to lead to desired outcomes.
Q:
Four-drive theory recommends keeping all four drives in balance; that is, organizations should avoid too much or too little opportunity to fulfill each drive.
Q:
According to four-drive theory, organizations maximize motivation by focusing employees on opportunities to fulfill only one of the four drives.
Q:
According to four-drive theory, social norms, past experience, and personal values translate emotional signals into goal-directed effort.