Chapter 16--Motivating Employees

Student: ___________________________________________________________________________

1. _____ is the imposition of unpleasant outcomes on an employee. 

 
A.  Avoidance learning
B.  Punishment
C.  Positive
reinforcement
D.  Extinction
E.  Avoiding punishment
 
2. Which of the following techniques reduces the likelihood that behavior will be repeated? 
 
A Positive
.  reinforcemen
t
B Negative
.  reinforcemen
t
C.  Extinction
D Reward
.  enhancement
E.  All of these
 
One of your fellow students is continually late to class. The professor has tried numerous verbal
warnings and recently took points away from the student's grade. Based on the above, the professor's
actions are consistent with which of the following reinforcement techniques? 
 
A.  Negative
reinforcement
B.  Punishment
C.  Positive reinforcement
D.  Avoidance learning
E.  Rewards enhancement
 
Jeff and Rob have a difficult time getting along at work.  Most days, Jeff spends a lot of time cracking
jokes and goofing off, while Rob constantly nags him and tells him to act like a grownup.  On days when
Jeff is more reserved, Rob does not nag him, hoping that this will result in improved behavior down the
road. This is an example of which form of behavior modification? 
 
A.  Empowerment
B.  Extinction
C.  Punishment
D.  Avoidance learning
E.  Positive reinforcement
 

1
 Which of these refers to the withdrawal of a positive reward, meaning that behavior is no longer
reinforced and hence is less likely to occur in the future? 
 
A. Avoidance
learning
B.  Punishment
C. Positive
reinforcement
D.  Extinction
E.  None of these
 
One of your fellow team members at work is continually disrupting the team's work with jokes and
general horseplay. You hope that by ignoring him he will stop this senseless behavior. You are attempting
to use which reinforcement tool? 
 
A.  Extinction
B.  Positive reinforcement
C.  Negative reinforcement
D.  Avoidance learning
E.  Desired behavior is reinforced annually
 
Which theory proposes that an individual’s motivation can result not just from direct experience of
rewards and punishments but also from the person’s thoughts and beliefs and his or her observations of
other people’s behavior? 
 
A.  Reinforcement theory
B. Hierarchy of needs
theory
C.  ERG theory
D. Experiential learning
theory
E.  Social learning theory
 
_____ occurs when an individual sees others perform certain behaviors and get rewarded for them. 
 
A.  Vicarious learning
B.  Self-efficacy
C.  Self-reinforcement
D.  Delegation
E.  Experiential learning
 
At Rightway Industries, new hires spend a significant portion of their first week of training just walking
around the factory, observing other workers and watching them get rewarded for doing their jobs well. 
This is an example of: 
 
A.  vicarious learning.
B.  self-efficacy.
C.  self-reinforcement.
D.  delegation.
E.  experiential learning.
 

2
 Which of the following is the application of motivational theories to the structure of work for improving
productivity and satisfaction? 
 
A.  Job design
B.  Job
enlargement
C. Job
simplification
D. Job
characteristics
E.  Job enrichment
 
While job ____ can lead to greater task efficiencies, it has failed as a motivational technique. 
 
A.  rotation
B.  enlargemen
t
C. simplificati
on
D. characterist
ics
E.  enrichment
 
External and relatedness are the first two groups of needs in Aldefer's ERG theory. 
 
True    False
 
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. 
 
True    False
 
Herzberg's two-factor theory divides work-related needs into two categories: hygiene factors and reward
factors. 
 
True    False
 
Factors that influence job satisfaction based on fulfillment of high-level needs such as achievement,
recognition, and opportunity for growth are called motivators. 
 
True    False
 
Hygiene factors are the same as dissatisfiers and include company policies and procedures. 
 
True    False
 
Hygiene factors are the same as satisfiers and are based on fulfillment of higher level needs including
responsibility. 
 
True    False
 

3
 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. 
 
True    False
 
A need for power, a need for accomplishment and a need for superior power is proposed by David
McClelland's acquired needs theory. 
 
True    False
 
A high need for power often is associated with successful attainment of top levels in the organizational
hierarchy. 
 
True    False
 
The group of theories that explain how employees meet their needs and determine their success are called
process theories. 
 
True    False
 
Expectancy theory is a process theory that focuses on individuals' perception of how fairly they are
treated in comparison to other people. 
 
True    False
 
Goal acceptance, in goal-setting theory, means that employees have to "buy into" the goals and be
committed to them. 
 
True    False
 
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. 
 
True    False
 
Goal specificity, in goal-setting theory, refers to the difficulty level of goals. 
 
True    False
 
The equity theory focuses on individual's perceptions of how fairly they are treated relative to others. 
 
True    False
 
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. 
 
True    False
 
Expectancy theory is based on the relationship among the individual's effort and performance and not on
the desirability of outcomes. 
 
True    False
 
4
 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. 
 
True    False
 
According to expectancy theory, for an employee to be highly motivated, E-P expectancy and valence
must be maximized. 
 
True    False
 
Valence is the perceived value of a reward or outcome. 
 
True    False
 
The expectancy theory attempts to define specific types of needs or rewards to establish that they exist
and may be similar to other individuals. 
 
True    False
 
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. 
 
True    False
 
The administration of a pleasant and rewarding consequence following a desired behavior is positive
reinforcement. 
 
True    False
 
The imposition of unpleasant outcomes on an employee is avoidance learning. 
 
True    False
 
Punishment increases the likelihood that behavior will be repeated. 
 
True    False
 
Punishment is the imposition of an unpleasant outcome following undesirable behavior. 
 
True    False
 
One weakness of the use of punishment in organizations is that it fails to indicate the correct behavior. 
 
True    False
 
Extinction is defined as the withdrawal of positive reward. 
 
True    False
 
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. 
 
True    False
 
5
 Job enlargement is a job design that incorporates achievement, recognition, and other high-level
motivators into the work. 
 
True    False
 
Job enlargement combines a series of tasks into one new, broader job. 
 
True    False
 
The degree to which the job is perceived as important and having an impact on the company or
customers refers to task significance. 
 
True    False
 
The job characteristic of autonomy influences the worker's experiencing meaningfulness of work. 
 
True    False
 
Skill variety, task identity, and task significance tend to influence the employee's psychological state of
experienced meaningfulness of work. 
 
True    False
 
Gain sharing rewards employees with part ownership of the organization based on achieving
performance goals. 
 
True    False
 
Empowering employees means giving them four elements that enable them to act more freely to
accomplish their jobs: information, knowledge, power, and rewards. 
 
True    False
 
Employee stock ownership plans give employees part ownership of the organization, enabling them to
share in improved profit performance. 
 
True    False
 
Organizations that empower employees often reward them based on the results shown in the company's
bottom line. 
 
True    False
 
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. 
 
True    False
 

6
 Which of the following is the arousal, direction, and persistence of behavior? 
 
A.  Commitment
B.  Motivation
C.  Satisfaction
D.  Rewarding behavior
E.  Behavior modification
 
A(n)_____ refers to a reward given by another person. 
 
A intrinsic
.  reward
B internal
.  reward
C extrinsic
.  reward
D valued
.  reward
E.  charity
 
A(n)_____ is an example of an intrinsic reward. 
 
Aemploye
. e's
feelings
of self-
worth
Bpat on
. the back
from
your
boss
C. pay
raise
D promot
.  ion
E.  bonus
 
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.
 

7
 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.
 
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
 
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
 
Which of the following theories emphasize the needs that motivate people? 
 
A.  Process
B. Reinforcem
ent
C.  Content
D. Contingenc
y
E.  Situational
 
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
 

8
 _____ focus on employee learning of desired work behaviors. 
 
A.  Contingency theories
B.  Situational theories
C.  Content theories
D.  Process theories
E.  Reinforcement theories
 
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
 
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
 
_____ describe the most basic human physical needs, including food, water and oxygen. 
 
A Self-
.  actualization
needs
B. Physiological
needs
C.  Esteem
needs
D Belongingnes
.  s needs
E.  Safety needs
 
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 Belongingnes
.  s needs
E.  Safety needs
 

9
 According to Maslow, the highest order needs are: 
 
A self-
.  actualization
needs.
B. physiological
needs.
C.  esteem
needs.
D belongingness
.  needs.
E.  safety needs.
 
Alderfer referred to the needs for physical well being as _____ needs. 
 
A physiolo
.  gical
B. existen
ce
C belongin
.  gness
D. relatedn
ess
E.  growth
 
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.
 
The frustration-regression principle is most closely related with _____. 
 
A. Maslo
w
B. Herzbe
rg
C McClel
.  land
D. Alderf
er
E.  Adam
 

10
 According to Herzberg, _____ is an example of a hygiene factor. 
 
A.  achievement
B.  recognition
C.  pay
D.  responsibility
E.  opportunity for growth
 
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? 
 
AGood motivators
.  and inadequate
hygiene factors
BGood hygiene
.  factors and
inadequate
motivators
C Good hygiene
.  factors and
motivators
DInadequate hygiene
.  factors and
motivators
E.  None of the above
 
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.  Dissatisfier
s
E.  All of these
 
_____ have the greatest impact, according to Herzberg, on job satisfaction. 
 
A. Hygiene
factors
B.  Reinforcers
C.  Motivators
D.  Dissatisfier
s
E.  All of these
 

11
 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? 
 
AIncrease the
.  level of hygiene
factors
B Increase the
.  level of
motivators
CDecrease the
.  level of
motivators
DDecrease the
.  level of hygiene
factors
E.  None of these
 
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.
 
A high need for _____ is associated with successful attainment of top levels in the organizational
hierarchy, according to McClelland. 
 
A.  power
B. achievem
ent
C.  affiliatio
n
D.  success
E.  expertise
 

12
 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.
 
Alden is a recent college graduate. He is unsure about his future. A counselor in his university's career
resources office recently told Alden that he had a high need for achievement. Based on this, what type of
career should Alden pursue? 
 
AHe should look
. for work as a
project manager.
BHe should think
. about starting
his own
business.
CHe should look
. for work in
"corporate
America," he is
sure to climb to
the top.
D He should play
.  the Lotto.
E.  None of these.
 
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
 
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
 

13
 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
 
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
 
_____ theory deals with employee's perception of fairness. 
 
A Expec
.  tancy
BReinfo
.  rceme
nt
CNeed
.  hierarc
hy
D. Equit
y
E.  ERG
 
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.
 
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
 

14
 Which of the following is based on the relationships between effort, performance, and outcomes? 
 
A. Equity
theory
B. Expectancy
theory
C Reinforceme
.  nt theory
D. Two-factor
theory
E.  ERG theory
 
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
 
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
 

15
 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.
Cdon’t believe in what
.  the organization
stands for.
D. don’t like their
colleagues.
E.  don’t like their boss.
 
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
 
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
 
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
 

16
 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
 
Which of the following theories concern the thought processes that influence behavior? 
 
A.  Process
B. Reinforce
ment
C.  Content
D.  Needs
E.  Maslow's
 
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.
 
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
 
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
 

17
 Which of the following is the administration of a pleasant and rewarding consequence following a
desired behavior? 
 
A Avoidance
.  learning
B.  Punishment
C Positive
.  reinforceme
nt
D.  Extinction
E.  Suspension
 
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.
 
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.
 
Which of these is sometimes called negative reinforcement? 
 
A. Avoidance
learning
B.  Punishment
C. Positive
reinforcement
D.  Extinction
E.  Neutral learning
 

18
 Larry is looking for ways to increase the number of different tasks that an employee performs without
increasing task complexity. He should try: 
 
A job
.  simplificati
on.
B. job
enlargement
.
C.  job
rotation.
D. job
enrichment.
E.  job lay-off.
 
_____ 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. 
 
A. Job
simplification
B.  Job rotation
C. Job
enlargement
D. Job
enrichment
E.  None of these
 
Which of these combines a number of tasks horizontally into one, new broader job? 
 
A. Job
simplification
B.  Job rotation
C.  Job
enrichment
D.  All of these
E.  None of these
 
Which of the following combines a series of tasks into one new, broader job? 
 
A Job
.  simplificati
on
B. Job
enlargemen
t
C.  Job
rotation
D Job
.  characteristi
cs
E.  Job lay-off
 
19
 A job design that incorporates achievement, recognition, and other high-level motivators into the work is
referred to as: 
 
A. job
simplification.
B.  job rotation.
C. job
enlargement.
D. job
enrichment.
E.  none of these.
 
Karen is a first line supervisor at Wolfs, Inc. She wishes to increase her employee's opportunities for
growth and learning. Which of the following techniques should she use? 
 
A. Job
enlargement
B. Job
enrichment
C.  Job rotation
D Positive
.  reinforcemen
t
E.  Continuous
 
_____ is an important part of the job characteristics model. 
 
A Critical
.  psychological
states
B. A hierarchy of
needs
C Schedules of
.  reinforcement
D.  All of these
E.  None of these
 
The core dimension of Hackman and Oldham's model of job characteristics that is based on the number
of diverse activities that make up a job is known as: 
 
A. autonomy
.
B. job
enlargeme
nt.
C. skill
variety.
D. task
identity.
E.  feedback.
 

20
 Which of the following refers to the degree to which an employee performs a total job with a
recognizable beginning and ending? 
 
A. Task
complexity
B.  Task identity
C. Task
significance
D.  Task structure
E.  None of these
 
The degree to which the job is perceived as important and having impact on the company or customers is
referred to as: 
 
A.  task complexity.
B.  task identity.
C.  task significance.
D.  task structure.
E.  task simplification.
 
_____ influences the critical psychological state of experienced meaningfulness of work. 
 
A.  Skill variety
B.  Task significance
C.  Task identity
D.  All of these
E.  Task significance and task identity only
 
_____ is an individual’s belief about his or her abilities to successfully accomplish a specific task or
outcome. 
 
A. Self-
control
B. Self-
efficacy
C Self-
.  reinforceme
nt
D.  Autonomy
E.  Delegation
 
Daisy tried to apply the job characteristics model to her workforce, but it only worked for some of her
employees. Which of the following may be a reason why it did not work for everyone? 
 
A.  Some of her employees are lazy.
B.  Some of her employees are low in growth-need
strength.
C.  Some of her employees have a low need for
power.
D.  All of her employees have high growth-needs.
E.  Some of her employees have low affiliation needs.
 

21
 _____ is the extent to which doing the job provides information back to the employee about his or her
performance. 
 
A.  Feedback
B.  Assessmen
t
C.  Evaluation
D.  Satisfactio
n
E.  Fulfillment
 
The job characteristic of feedback provides the worker with: 
 
Aemployee
.  growth-need
strength.
Bexperienced
.  meaningfulness
of work.
C experienced
.  responsibility.
D knowledge of
.  actual results.
E.  demotivation.
 
The delegation of power and authority to subordinates is referred to as: 
 
A.  need for power.
B. need for
achievement.
C.  empowerment.
D.  passing the buck.
E.  need of affiliation.
 
Empowering employees means giving employees _____. 
 
A.  informatio
n
B.  knowledge
C.  power
D.  rewards
E.  all of these
 
Ricky is a manager at InfoServices, where she rewards the top sales employee every month by giving
him or her a high-definition TV or PC. This is an example of what employee motivation program?   
 
A.  Pay for performance
B.  Lifestyle award
C. Employee stock ownership
plan
D.  Flexible work schedule
E.  Team-based compensation
22
 
On the continuum of empowerment, what is the highest level of empowerment that requires the most
complex skills? 
 
A.  Self-management
B. Suggestion
programs
C.  Participation
groups
D. Cross-functional
teams
E.  Periodic briefings
 
_____ is power sharing, or the delegation of power or authority to subordinates in an organization. 
 
A. Engageme
nt
B.  Synergy
C.  Motivation
D. Empowerm
ent
E.  Leadership
 
On the continuum of empowerment, employees who are self-managed: 
 
A.  give input.
B. participate in
decisions.
Care responsible
. for decision
process and
strategy.
D have no decision
.  discretion.
E.  make decisions.
 
_____ is a situation in which employees enjoy their work, contribute enthusiastically to meeting goals,
and feel a sense of belonging and commitment to the organization. 
 
A.  Commitment
B.  Engagement
C.  Employee loyalty
D.  Employee assurance
E.  Employee guarantee
 

23
 Carla’s subordinates view her as a great manager.  Not only does she get the job done, but she organizes
the workplace in such a way that employees experience a sense of meaningfulness, connection, and
growth.  This is an example of employee: 
 
A pay-for-
.  performance.
B.  delegation.
C.  empathy.
D.  apathy.
E.  engagement.
 
Scenario - Donovan Zorn

Donovan Zorn was a successful manager for one of the subsidiaries at Eagles Unlimited. He was
responsible for 232 workers and had a span of control of eight lower level managers. Donovan has
decided to try to increase performance and productivity by the careful use of motivational theories.

The hygiene factors, or dissatifiers, that Donovan can influence include all of the following EXCEPT:
a. salary and wages.
b. supervision relationships.
c. working conditions.
d. company policies.
e. all are hygiene factors.

 
 

 
 

24
 Scenario - Donovan Zorn

Donovan Zorn was a successful manager for one of the subsidiaries at Eagles Unlimited. He was
responsible for 232 workers and had a span of control of eight lower level managers. Donovan has
decided to try to increase performance and productivity by the careful use of motivational theories.

Donovan understands that perceived inequity creates tensions within individuals that motivate them to
bring equity back into balance, and one of his production supervisors feels that she is underpaid. Which
of the following is not a common method for reducing perceived inequity?
a. Change in his inputs to the organization
b. Change his outcomes from the organization
c. Distort his perception
d. Leave the job for a new one
e. All are common methods

 
 

 
 
Scenario - Donovan Zorn

Donovan Zorn was a successful manager for one of the subsidiaries at Eagles Unlimited. He was
responsible for 232 workers and had a span of control of eight lower level managers. Donovan has
decided to try to increase performance and productivity by the careful use of motivational theories.

The motivator factors, or satisfiers, that Donovan can change and influence include all of the following
EXCEPT:
a. recognition.
b. growth opportunities.
c. achievement.
d. salary.
e. all are motivator factors.

 
 

 
 

25
 Scenario - Donovan Zorn

Donovan Zorn was a successful manager for one of the subsidiaries at Eagles Unlimited. He was
responsible for 232 workers and had a span of control of eight lower level managers. Donovan has
decided to try to increase performance and productivity by the careful use of motivational theories.

One of Donovan's best employees has a driving need to be able to attain a high standard of success, to
master complex tasks, and to surpass others. Donovan recognizes these acquired needs as defined as:
a. the need for accomplishment.
b. the need for power.
c. the need for affiliation.
d. the need for adaptation.
e. none of these.

 
 

 
 
_____ refers to the forces either within or external to a person that arouse enthusiasm and persistence to
pursue a certain course of action. 
 
________________________________________
 
_____ rewards are given by another person, typically a manager, and include promotions and pay
increases. 
 
________________________________________
 
The satisfaction received in the process of performing an action is also known as a(n) _____. 
 
________________________________________
 
_____ theories emphasize the needs that motivate people. 
 
________________________________________
 
A content theory that proposes that people are motivated by five categories of needs-physiological,
safety, belongingness, esteem, and self-actualization-that exist in a hierarchical order is called the _____
theory. 
 
________________________________________
 
_____ are the most basic human physical needs, including food, water, and oxygen. 
 
________________________________________
 

26
 A modification of the needs hierarchy theory that proposes three categories of needs: existence,
relatedness, and growth is called the _____ theory. 
 
________________________________________
 
The idea that failure to meet a high-order need may cause a regression to an already satisfied lower-order
need is referred to as a(n) _____. 
 
________________________________________
 
Factors that involve the presence or absence of job dissatisfiers, such as working conditions or pay, are
known as _____. 
 
________________________________________
 
_____ are high-level needs and include achievement, recognition, responsibility, and opportunity for
growth. 
 
________________________________________
 
_____ theories explain how workers select behavioral actions to meet their needs and determine whether
their choices were successful. 
 
________________________________________
 
_____ 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. 
 
________________________________________
 
_____ theory focuses on an individual's perceptions of how fairly he or she is treated relative to others. 
 
________________________________________
 
A state of _____ exists whenever the ratio of one person's outcomes to inputs equals the ratio of another's
outcomes to inputs. 
 
________________________________________
 
_____ theory suggests that motivation depends on individuals' expectations about their ability to perform
tasks and receive desired rewards. 
 
________________________________________
 
_____ involves whether putting effort into a task will lead to high performance. 
 
________________________________________
 
_____ involves whether successful performance will lead to the desired outcome. 
 
________________________________________
 

27
 _____ is the value of outcomes, or attraction for outcomes, for the individual. 
 
________________________________________
 
A motivation theory based on the relationship between a given behavior and its consequences is called
the _____. 
 
________________________________________
 
_____ is the name given to the set of techniques by which reinforcement theory is used to modify human
behavior. 
 
________________________________________
 
The assumption that positively reinforced behavior tends to be repeated is the basis for the _____. 
 
________________________________________
 
_____ is defined as anything that causes a certain behavior to be repeated or inhibited. 
 
________________________________________
 
_____ is the removal of an unpleasant consequence following a desired behavior. 
 
________________________________________
 
_____ is the application of motivational theories to the structure of work for improving productivity and
satisfaction. 
 
________________________________________
 
_____ 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. 
 
________________________________________
 
_____ combines a series of tasks into one new, broader job. 
 
________________________________________
 
_____ incorporates high-level motivators into the work, including job responsibility, recognition, and
opportunities for growth, learning, and achievement. 
 
________________________________________
 
_____ is defined as the altering of jobs to increase both the quality of employees' work experience and
their productivity. 
 
________________________________________
 
_____ is the degree to which the worker has freedom, discretion, and self-determination in planning and
carrying out tasks. 
 
________________________________________
28
 
The delegation of power and authority to subordinates is called _____. 
 
________________________________________
 
List the four content theories discussed in your text. 
 

 
 
List the three needs proposed by Clayton Alderfer. 
 

 
 
List the four types of reinforcement. 
 

 
 
List the five core job dimensions found in the job characteristics model. 
 

 
 

29
 Differentiate between intrinsic and extrinsic rewards. 
 

 
 
Briefly describe Maslow's hierarchy of needs theory. 
 

 
 
Compare the five groups of needs in Maslow's theory with the three groups of needs in Alderfer's ERG
theory. 
 

 
 
In David McClelland's acquired needs theory, what are the three acquired needs most commonly
discussed and which is(are) not dependent on relationships with other people? 
 

 
 

30
 Briefly explain expectancy theory. 
 

 
 
Briefly describe social learning theory and its three elements. 
 

 
 
Explain employee growth-need strength and its relationship to the job characteristics model. 
 

 
 
Describe the four elements that enable employees to become empowered. 
 

 
 

31
 Chapter 16--Motivating Employees Key
 
1. B
 
2. C
 
 B
 
 D
 
 D
 
 A
 
 E
 
 A
 
 A
 
 A
 
 C
 
 FALSE
 
 TRUE
 
 FALSE
 
 TRUE
 
 TRUE
 
 FALSE
 
 TRUE
 
 FALSE
 
 TRUE
 
 TRUE
 
 FALSE
 
 TRUE
 
 TRUE
 
 FALSE
 
 TRUE
 
 TRUE
 
 FALSE
 
 TRUE
 
 TRUE
 

1
 TRUE
 
 FALSE
 
 TRUE
 
 TRUE
 
 FALSE
 
 FALSE
 
 TRUE
 
 TRUE
 
 TRUE
 
 TRUE
 
 FALSE
 
 TRUE
 
 TRUE
 
 FALSE
 
 TRUE
 
 FALSE
 
 TRUE
 
 TRUE
 
 TRUE
 
 TRUE
 
 B
 
 C
 
 A
 
 A
 
 E
 
 A
 
 C
 
 C
 
 D
 
 E
 
 B
 
 D
 
 B
 
 D
 
2
 A
 
 B
 
 C
 
 D
 
 C
 
 B
 
 C
 
 C
 
 B
 
 A
 
 A
 
 A
 
 B
 
 B
 
 C
 
 D
 
 B
 
 D
 
 D
 
 E
 
 B
 
 D
 
 C
 
 B
 
 B
 
 C
 
 C
 
 B
 
 A
 
 C
 
 A
 
 C
 
 C
 
 D
 
3
 A
 
 A
 
 C
 
 B
 
 E
 
 B
 
 D
 
 B
 
 A
 
 C
 
 B
 
 C
 
 D
 
 B
 
 B
 
 A
 
 D
 
 C
 
 E
 
 B
 
 A
 
 D
 
 C
 
 B
 
 E
 
 e
 
 e
 
 d
 
 e
 
 Motivation
 
 Extrinsic
 
 intrinsic reward
 
 Content
 
 hierarchy of needs
 
4
 Physiological needs
 
 ERG
 
 frustration-regression principle
 
 hygiene factors
 
 Motivators
 
 Process
 
 Goal-setting
 
 Equity
 
 equity
 
 Expectancy
 
 E -> P expectancy
 
 P -> O expectancy
 
 Valence
 
 reinforcement theory
 
 Behavior modification
 
 law of effect
 
 Reinforcement
 
 Avoidance learning
 
 Job design
 
 Job rotation
 
 Job enlargement
 
 Job enrichment
 
 Work redesign
 
 Autonomy
 
 empowerment
 
 The four content theories are (1) hierarchy of needs theory, (2) ERG theory, (3) two-factor theory, and (4) acquired needs theory.
 
 The three needs are (1) existence needs, (2) relatedness needs, and (3) growth needs.
 
 The four types of reinforcement are (1) positive reinforcement, (2) avoidance learning, (3) punishment, and (4) extinction.
 
 The five dimensions are (1) skill variety, (2) task identity, (3) task significance, (4) autonomy, and (5) feedback.
 
 Intrinsic rewards is the satisfaction received in the process of performing an action. Extrinsic rewards are rewards given by another person.
 
 Maslow's theory is a content theory that proposes that people are motivated by five categories of needs. They are (1) physiological, (2) safety and
security, (3) belongingness and love, (4) esteem, and (5) self-actualization. According to Maslow's theory, lower-order needs take priority; they must
be at least partially satisfied before higher order needs are even recognized or experienced. An unsatisfied need is a motivating need.
 
 Physiological and safety needs in Maslow's theory correspond to the existence need in Alderfer's theory. Belongingness and the need for esteem from
other people in Maslow's theory correspond to the relatedness need in Alderfer's theory. Finally, the need for self-esteem and self-actualization in
Maslow's theory correspond to Alderfer's need for growth.
 
5
 The three needs are the need for achievement, the need for power, and the need for affiliation. The need for affiliation is the need for friendships with
other people and the need for power is the need to influence people. The need for achievement is the desire to accomplish something. People with a
high need for achievement tend to be entrepreneurs. While relationships with other people are implicit in the needs for affiliation and power,
relationships with other people are not central to the need for achievement.
 
 Expectancy theory is based on the relationship between the individual's effort, the individual's performance, and the desirability of outcomes
associated with high performance. The key to expectancy theory lies in understanding three key variables. The first variable is the relationship
between effort and high performance (E ® P expectancy). What is the expectancy that putting effort into a task will lead to high performance? The
second variable is the relationship between successful performance and desired outcomes (P ® O expectancy). What is the expectancy that successful
performance will lead to the desired outcome? The final variable is valence, i.e., the value or attraction of the outcome to individuals. Thus,
motivation is a function of the individual's expectations about his or her ability to perform tasks and receive desired rewards.
 
 Social learning theory proposes that an individual’s motivation can result not just from direct experience of rewards and punishments but also from
the person’s thoughts and beliefs and his or her observations of other people’s behavior. Vicarious learning occurs when an individual sees others
perform certain behaviors and get rewarded for them. Self-reinforcement refers to an individual motivating him or herself by setting goals and ways
of reaching them and then providing positive reinforcement to him- or herself when goals are achieved. Self-efficacy is an individual’s belief about
his or her abilities to successfully accomplish a specific task or outcome.
 
 Growth need strength (GNS) means that people have different needs for growth and development. GNS would influence the effectiveness of the job
characteristics model in terms of personal and work outcomes. If a person has low-level needs, such as needs for security or belongingness, the
impact of the job characteristics model would be minimized. On the other hand, people with a high need to grow and expand their abilities should
respond very favorably to the model and there should be significant improvement in the outcomes of interest.
 
 Empowering employees involves giving them four elements that enable them to act more freely to accomplish their jobs: information, knowledge,
power, and rewards.
1. Employees receive information about company performance. In companies where employees are fully empowered, all employees have
access to all financial and operational information.
2. Employees have knowledge and skills to contribute to company goals. Companies use training programs to help employees acquire the
knowledge and skills they need to contribute to organizational performance.
3. Employees have the power to make substantive decisions. Empowered employees have the authority to directly influence work procedures
and organizational performance, such as through quality circles or self-directed work teams.
4. Employees are rewarded based on company performance. Organizations that empower workers often reward them based on the results
shown in the company's bottom line.