Motivation Theories and Concepts Explained

c6
Student: ___________________________________________________________________________
1. Motivation is a critical consideration because job performance is a function of motivation and ability.
True False
2. Instrumentality represents the belief that exerting a high level of effort will result in the successful
performance of some task.
True False
3. Valences can be positive, negative, or zero.

True False
4. Research suggests that women are more likely than men to view money as representing achievement, respect,
and freedom.
True False
5. The effects of specific and difficult goals are almost twice as strong on simple tasks as on complex tasks.
True False
6. According to the text, one study showed that occupational equity is the most powerful driver of citizenship
behaviours and job equity is the most powerful driver of employee withdrawal.
True False
7. People who feel a sense of internal self-confidence tend to outperform those who doubt their capabilities.
True False
8. Employees who feel a sense of equity are more emotionally attached to their firms and feel a stronger sense
of obligation to remain.
True False
9. Profit sharing tends to have a stronger motivational effect on employee effort than individual incentives.
True False
10. Merit pay and profit sharing offer little in the way of difficult and specific goals.
True False
11. Motivation is not one thing but rather a set of distinct forces.
True False
12. Goal-setting theory argues that employee behaviour is directed toward certain outcomes and away from
others.
True False
13. Self-actualization is defined as the belief that a person has the capabilities needed to execute the behaviours
required for task success.
True False
14. Expectancy represents the belief that successful performance will result in some outcome.
True False
15. Valence can be defined as cognitive groupings or clusters of outcomes that are viewed as having critical
psychological or physiological consequences.
True False
16. Motivation that is controlled by some contingency that depends on task performance is intrinsic motivation.
True False
17. Instrumentality represents the belief that successful performance will result in some outcome.
True False
18. A difficult goal is one that stretches an employee to perform at his/her maximum level while still staying
within the boundaries of his/her ability.
True False
19. A sense of self-determination is a strong driver of extrinsic motivation.

True False
20. Self-determination in goal setting theory refers to progress updates on work goals.
True False
21. When goal commitment is high, assigning specific and difficult goals will have significant benefits for task
performance.
True False
22. The symbolic value of money can be summarized in at least four dimensions.
True False
23. Research shows that feelings of underreward inequity are among the strongest predictors of constructive
behaviours.
True False
24. Cognitive distortion allows you to restore balance mentally by altering your behaviour in certain ways.
True False
25. Meaningfulness reflects energy rooted in the belief that work tasks contribute to some larger purpose.
True False
26. Self-determination captures the value of a work goal or purpose, relative to a person's own ideals and
passions.
True False
27. Competence brings with it a sense of pride and mastery that is itself intrinsically motivating.
True False
28. "Learned helplessness" reflects the sense that it does not matter what a person does, nothing will make a
difference.
True False
29. The motivating force with the strongest performance effect is perceptions of equity.
True False
30. Merit pay represents the most common element of organizational compensation plans, yet the pay increase
for top performers is only modestly greater than the pay increase for poor performers.
True False
31. The set of energetic forces that originates both within and outside an employee is known as
A. organizational commitment
B. job satisfaction
C. job performance
D. motivation
E. leadership
32. Motivation determines which of the following about effort?

A. Perception
B. Feedback
C. Persistence
D. Pushback
E. None of the answer choices are correct
33. Job performance is largely a function of:

A. motivation and emotions
B. emotions and ability
C. ability and expectations
D. motivation and ability
E. expectations and emotions
34. Which theory focuses most specifically on describing the cognitive process that employees go through to
make choices among different voluntary responses?
A. Equity
B. Extrinsic
C. Expectancy
D. Goal setting
E. Psychological empowerment
35. The belief that exerting a high level of effort will result in the successful performance of some task is known
as
A. instrumentality
B. valence
C. equity
D. expectancy
E. none of these
36. Expectancy is a subjective probability ranging from

A. 0 to 1
B. 1 to 5
C. 10 to 20
D. -1 to + 1
E. .5 to 1.5
37. Expectancy is represented by which of these linkages?

A. P E
B. E P
C. P V
D. V P
E. P O
38. The belief that a person has the capabilities needed to execute the behaviours required for task success is
known as
A. instrumentality
B. valence
C. equity
D. complexity
E. self-efficacy
39. Sharon is considering her efficacy level for making Thanksgiving dinner for 12 people. Sharon watched her
Mother successfully make Thanksgiving dinner for 20 people for 10 years is known as
A. past accomplishments
B. vicarious experiences
C. verbal persuasion
D. emotional cues
E. instrumentality
40. Maria is considering her efficacy level for making Thanksgiving dinner for 30 people. If she is encouraged
by friends and coworkers that she can complete the holiday meal successfully, that is known as
D. equity distress
E. instrumentality
41. Thomas is considering his efficacy level for making Christmas dinner for 24 people. Thomas takes pride in
his cooking skills and is always enthusiastic about cooking and entertaining dinner guests. Thomas's efficacy is
dictated by which of these?
A. Past accomplishments
B. Vicarious experiences
C. Verbal persuasion
D. Emotional cues
E. Instrumentality
42. The efficacy of an individual can be dictated by all of these except:

D. the valence of rewards
E. emotional cues
43. The belief that successful performance will result in some outcome(s) is known as
A. instrumentality
B. valence
C. complexity
D. expectancy
E. self-efficacy
44. Kelly believes that if she successfully earns her MBA, she'll be promoted to a midlevel executive manager
position. She is therefore motivated to earn an MBA because of
D. emotional cues
E. instrumentality
45. Kendra is more motivated when successful performance helps her attain attractive outcomes, such as
bonuses, while helping her avoid unattractive outcomes such as terminations. Kendra's motivation is known
dependent on
B. valence
C. expectancy
D. emotional cues
E. instrumentality
46. Instrumentality is represented by which of these linkages?

A. P E
B. E P
C. P V
D. V P
E. P O
47. According to a survey of more than 10,000 employees, _______ percent viewed seniority as the key
determinant of pay and _______ percent viewed successful performance as the key driver.
A. 60; 35
B. 25; 75
C. 40; 60
D. 20; 40
E. 90; 10
48. According to a survey of more than 10,000 employees, 60 percent viewed _______ as the key determinant
of pay and 35 percent viewed _______ as the key driver.
A. ability; knowledge
B. knowledge; performance
C. seniority; performance
D. performance; seniority
E. ability; emotional intelligence
49. The anticipated value of the outcomes associated with performance is known as
A. instrumentality
B. valence
C. equity
D. expectancy
E. self-efficacy
50. The cognitive groupings or clusters of outcomes that are viewed as having critical psychological or
physiological consequences are known as
A. instrumentality
B. valence
C. equity
D. expectancy
E. needs
51. Motivation that is controlled by some contingency that depends on task performance is known as _______
motivation.
A. self
B. extrinsic
C. intrinsic
D. expectant
E. efficacious
52. Motivation that is felt when task performance serves as its own reward is known as _________ motivation.
A. instrumental
B. extrinsic
C. intrinsic
D. expectant
E. efficacious
53. As described in the text, the meaning of money has which of the following facet(s)?
A. Efficacy
B. Expectancy
C. Freedom
D. Instrumentality
E. All of these
54. Concepts like difficulty and specificity are key aspects of which of the following theories?
A. Equity
B. Extrinsic
C. Expectancy
D. Goal setting
55. The internalized goals that people use to monitor their own task progress are known as ________ goals.
A. organizational
B. self-set
C. comparison other
D. extrinsic
E. psychological empowerment
56. Which of these refers to the learning plans and problem-solving approaches used to achieve successful
performance?
A. Expectancy
B. Emotional cues
C. Vicarious experiences
D. Goal setting
E. Task strategies
57. Which of the following factors alter the strength of the relationship between goal setting and task
performance?
A. Task complexity, Goal complexity, Feedback
B. Task simplicity, Goal complexity, Feedback
C. Task simplicity, Goal commitment, Feedback
D. Task complexity, Goal commitment, Feedback
E. Task complexity, Goal commitment, Pushback
58. Philip is looking to beat the top scorer in his organizational behaviour class. However, the instructor would
not reveal the points Philip has attained so far including the tests, class participation, and peer evaluation.
Which of the following moderator may help Philip?
A. Goal commitment
B. Task complexity
C. Feedback
D. Goal Complexity
E. None of the answer choices is correct
59. Samantha has no idea how complicated the information and actions are in taking the Graduate Management
Admissions Test. Samantha is looking to understand
A. Goal commitment
B. Task complexity
C. Feedback
D. Goal Complexity
60. In a worldwide survey of 3 332 teens, what factor was revealed by 78% as a key motivator?
A. status symbols
B. pay
C. personal fulfillment
D. workplace perks
E. vacation
61. "S" in the S.M.A.R.T. goals stands for

A. systematic
B. specific
C. self-set
D. scientific
E. serious
62. "M" in the S.M.A.R.T. goals stands for

A. measurable
B. monetary
C. methodical
D. model
E. major
63. "A" in the S.M.A.R.T. goals stands for

A. affordable
B. ability
C. achievable
D. aspire
E. assess
64. "R" in the S.M.A.R.T. goals stands for

A. robust
B. resolved
C. requirements
D. results-based
E. realist
65. "T" in the S.M.A.R.T. goals stands for

A. time-sensitive
B. task-driven
C. tenacious
D. tempered
E. team-oriented
66. Which theory acknowledges that motivation doesn't just depend on your own beliefs and circumstances, but
also what happens to other people?
A. Equity
B. Extrinsic
C. Expectancy
D. Goal setting
67. According to the OB Internationally section in the text, employees in which continent prefer to be given
individual goals?
A. Asia
B. Africa
C. South America
D. North America
E. Europe
68. The person who seems to provide an intuitive frame of reference for judging equity is known as
A. Equity resolver
B. Comparison other
C. Cognitive distortion creator
D. Goals monitor
E. None of these
69. Don feels an internal tension that he is not getting the same rewards as his colleague. He believes that this
situation can only be alleviated by restoring balance to the comparison ratios. This is known as
A. equity distress
B. comparison other
C. cognitive distortion
D. expectancy
E. goal commitment
70. Laurie feels she is being underrewarded relative to her peers and could take which of the following actions
to reduce her equity distress?
A. Change the comparison other
B. Grow outcomes by stealing from company
C. Shrink inputs by lowering intensity of effort
D. Shrink inputs by lowering persistence of effort
E. All of the answer choices are potential responses
71. Sara feels she is being overrewarded relative to her peers and could take which of the following actions to
reduce her equity distress?
A. Grow inputs through more quality work
B. Grow inputs through some "cognitive distortion"
C. Change her comparison other
D. Give something back
E. All of these
72. In equity theory, rethinking your inputs to restore mental balance without altering your behaviour in any
way is known as
A. equity distress
B. instrumentality
D. internal comparisons
E. external comparisons
73. Comparing our "lot in life" to someone in the same company is known as using a(n)
A. equity distress
B. emotional cue
74. Which of the following is not considered to be an individual-focused compensation plan?

A. piece-rate
B. merit pay
C. lump-sum bonus
D. recognition award
E. gain sharing
75. According to research, _______ equity is the most powerful driver of citizenship behaviours.
A. company
B. job
C. occupational
D. age
E. educational
76. Which of the following is not a comparison type from which to judge equity with different comparison
others?
A. company
B. occupational
C. experience
D. age
E. educational
77. A form of intrinsic motivation rooted in the belief that work tasks contribute to some larger purpose is
known as
A. self efficacy
B. goal commitment
C. goal setting
D. vicarious experience
78. The dimensions of psychological empowerment include all of these except

A. meaningfulness
B. self-determination
C. competence
D. impact
E. needs
79. Stefana has loved working with the local Red Cross chapter for the last four summers. Because of its
charitable nature, she probably views the job as high in
A. meaningfulness
C. competence
D. expectancy
E. all of the answer choices are correct
80. April delegates work tasks to her employees rather than micro-managing them and she trusts her employees
to come up with their own approach to certain tasks. April is attempting to instill a sense of _______ in her
employees.
A. meaningfulness
C. competence
D. expectancy
81. David is a commercial financial analyst but wants to become a commercial lender, so he engages in selfdirected learning, seeks out feedback from his managers, and manages his own workload. David is attempting
to build his own _______ at his job.
A. meaningfulness
B. valence
C. competence
D. impact
82. Allan, the new Business School Dean, has done a good job moving the Business School forward toward
accreditation of its program. Allan has had _______ in school.
A. meaningfulness
C. competence
D. impact
83. Motivation has a _______ effect on job performance.

A. strong positive
B. moderate positive
C. weak positive
D. moderate negative
E. strong negative
84. Equity has a _______ effect on citizenship behaviour and a _______ effect on counterproductive behaviour.
A. strong positive; strong negative
B. moderate positive; moderate negative
C. no; moderate positive
D. moderate negative; strong negative
E. strong negative; moderate positive
85. Equity has a _______ effect on organizational commitment.

A. strong positive
B. weak positive
C. moderate negative
D. moderate positive
E. strong negative
86. Which of the following managerial techniques provide a forum for assigning difficult and specific goals?
A. Merit pay and Furloughs
B. Gainsharing and Merit Pay
C. Lump sum bonuses and Merit Pay
D. Furloughs and Gainsharing
E. Gainsharing and Lump sum bonuses
87. When a manager is lenient in their performance evaluations so everyone "goes home happy," this manager is
reducing
A. self-efficacy and departmentation
B. instrumentality and self-efficacy
C. equity and self-efficacy
D. departmentation and instrumentality
E. instrumentality and equity
88. Scenario: Teach Business International

Wendy, Cindy, and Mindy work at Teach Business International (TBI), a for-profit educational institution. Last
month, Mindy and Cindy, newly hired on temporary teaching position, were asked by their supervisor to
prepare material for teaching their courses online. Having never taught online, Mindy and Cindy are
considering their efficacy. Mindy has been talking to several individuals including Wendy who have been
teaching online for several years. Wendy takes pride in her teaching and always approaches her teaching with
total enthusiasm. Giving her tips for effective online teaching and other do's and don'ts, Wendy suggests to
Mindy that she strongly believes that exerting high level of effort will result in the successful performance in
her online teaching. Cindy believes that successfully teaching the online courses will be her ticket to getting the
permanent teaching position at TBI but is very nervous about the online experiment. In the coffee room,
colleagues gave her a lot of support and backing that she can successfully complete the online teaching
assignment. This support and encouragement seems to have helped Cindy.
Wendy's self efficacy source appears to be
D. emotional cues
E. instrumentality

Mindy's self efficacy source appears to be
D. emotional cues
E. instrumentality

Wendy's belief about exerting high level of effort describes which of these?
A. Valence
B. Equity
C. Expectancy
D. Instrumentality
E. None of these

Cindy's self efficacy source appears to be
D. emotional cues
E. instrumentality

Cindy's belief about successfully teaching describes which of these?
A. Valence
B. Equity
C. Expectancy
D. Instrumentality
E. None of these
93. Scenario: Toddler Toys

Aaron and Tom work for Toddler Toys, Inc. (TTI). Both have been at TTI for about five years and work at the
same level of management doing similar type of work. Tom has been feeling lately that he puts in a lot more
work effort compare to Aaron but is underrewarded. Aaron on the other hand has been focusing on setting
specific and difficult goals and believes that exerting a high level of effort will result in the successful
performance in his job and that is what he should focus on. When Tom compares himself to other managers,
such as Jim at ABC Toys who is in a similar work position, he feels even worse because he feels he is
significantly underrewarded at TTI.
From the expectancy theory viewpoint, Tom's feeling of being underrewarded most closely describes which of
these?
A. Valence
B. Empowerment
C. Expectancy
D. Instrumentality
E. None of these

Aaron's focus on concepts such as difficulty and specificity are key aspects of which of the following theories?
A. Equity
B. Extrinsic
C. Goal setting
D. Expectancy

Aaron's belief about effort and performance describes which of these?
A. Expectancy
B. Equity
C. Valence
D. Instrumentality
E. None of these

Aaron for Tom in the above situation is a(n)
A. empowerment evaluator
B. internal comparison
C. valence generator
D. cognitive distorter
E. external comparison

Jim for Tom in the above situation is a(n)
B. valence generator
C. cognitive distorter
D. external comparison
E. internal comparison

Tom could take which of the following actions to reduce his sense of inequity?
A. Shrink inputs by lowering intensity of effort
B. Change his comparison other
C. Shrink inputs by lowering persistence of effort
D. Grow outcomes by stealing from company
E. All of the answer choices are potential actions
99. Which theory argues that employee behaviour is directed toward pleasure and away from pain or, more
generally, toward certain outcomes and away from others?
A. Psychological empowerment
B. Expectancy
C. Goal setting
D. Extrinsic
E. Equity
100. _____ captures the value of a work goal or purpose, relative to a person's own ideals and passions.
A. Meaningfulness
B. Self-determination
C. Competence
D. Impact
E. Integrity
101. When employees consider efficacy levels for a given task, they first consider their:
A. past accomplishments.
B. vicarious experiences.
C. current projects.
D. extrinsic motivators.
E. instrumentality.
102. Employees consider _____ by taking into account their observations and discussions with others who have
performed such tasks.
A. emotional cues
B. instrumentality
C. past accomplishments
D. verbal persuasion
E. vicarious experiences
103. Efficacy is dictated by _____, where feelings of fear or anxiety can create doubts about task
accomplishment, while pride and enthusiasm can bolster confidence levels.
A. emotional cues
B. instrumentality
104. Technically, _____ is a set of subjective probabilities, each ranging from 0 to 1, that successful
performance will bring a set of outcomes.
A. valence
B. instrumentality
C. expectancy
D. self-efficacy
E. complexity
105. The need for the food, shelter, safety, and protection required for human existence is a ____ need.
A. physiological
B. relatedness
C. control
D. self-regard
E. self-actualization
106. The need to be able to predict and control one's future is a(n):
A. relatedness need.
B. autonomy need.
C. esteem need.
D. self-actualization need.
E. self-regard need.
107. The need to hold a high evaluation of oneself and to feel effective and respected by others is a(n):
A. control need.
B. self-actualization need.
C. self-regard need.
D. autonomy need.
E. relatedness need.
108. The need to perform tasks that one cares about and that appeal to one's ideals and sense of purpose is a(n):
C. control need.
D. responsibility need.
109. Which of the following reflects the sense that a person's actions "make a difference," indicating that
progress is being made toward fulfilling some important purpose?
A. Impact
B. Meaningfulness
C. Self-determination
D. Competence
E. Integrity
110. _____ are defined as the objective or aim of an action and typically refer to attaining a specific standard of
proficiency, often within a specified time limit.
A. Values
B. Goals
C. Internal comparisons
D. Strategies
E. External comparisons
111. _____ consists of updates on employee progress toward goal attainment.

A. Task complexity
B. Goal commitment
C. Feedback
D. Self-efficacy
E. Instrumentality
112. _____ reflects how complicated the information and actions involved in a task are, as well as how much
the task changes.
A. Task complexity
B. Self-efficacy
C. Goal commitment
D. Feedback
E. Instrumentality
113. _____ is defined as the degree to which a person accepts a goal and is determined to try to reach it.
A. Feedback
B. Self-efficacy
C. Instrumentality
D. Task complexity
E. Goal commitment
114. Which theory suggests that employees create a "mental ledger" of the outcomes they get from their job
duties?
A. Expectancy theory
B. Goal-setting theory
C. Equity theory
D. Psychological empowerment theory
E. Extrinsic theory
115. Which of the following is the motivating force with the strongest performance effect?
A. Difficult goals
B. High levels of valence and instrumentality
C. Perceptions of equity
D. High levels of expectancy
E. Self-efficacy/competence
116. Which of the following is a unit-focused compensation plan element?

A. Merit pay
B. Lump-sum bonuses
C. Gainsharing
D. Profit sharing
E. Piece-rate
117. Any imbalance in ratios triggers an internal tension that can only be alleviated by restoring balance to the
ratios. This is called:
A. cognitive distortion.
B. expectancy.
C. equity distress.
D. goal commitment.
E. comparison other.
118. Comparison with others in the same organization doing substantially different jobs is:
A. job equity.
B. occupational equity.
C. company equity.
D. age equity.
E. educational equity.
119. Define motivation. Explain the forces of motivation and the number of facets of an employee's work
effort.
120. What is expectancy theory? Describe the three specific beliefs that the theory suggests our choices depend
on.
121. Define self-efficacy and identify and explain its determinants.
122. What is the difference between extrinsic and intrinsic motivation? Give some examples of outcomes
associated with each of these. Are you more motivated by extrinsic or intrinsic outcomes?
123. Identify and explain the mathematical formula for expectancy theory.
124. Identify and explain some factors that alter the effects of goal setting on task performance.
125. Identify and explain the acronym for goals in goal setting theory.
126. Describe the strategies for fostering goal commitment.
127. Describe equity theory. What are the three general possibilities that can result from the comparison of the
ratio of outcomes and inputs to the ratio of some comparison other? Describe a situation and your response to it
when you experienced a sense of inequity.
128. Identify and explain the possible outcomes of equity theory comparisons and ways to restore the balance
for each outcome.
129. What is psychological empowerment? Identify the four concepts that can make work tasks intrinsically
motivating? Explain each concept.
130. Explain how motivation relates to job performance and organizational commitment.
131. Identify and explain individual-, unit-, and organization-focused compensation plan elements.
c6 Key
1. (p. 138) Motivation is a critical consideration because job performance is a function of motivation and ability.
TRUE
Colquitt - Chapter 06 #1
Difficulty: Moderate
Learning Objective: 06-01 What is motivation?
2. (p. 141) Instrumentality represents the belief that exerting a high level of effort will result in the successful
performance of some task.
FALSE
Learning Objective: 06-02 What three factors help determine work effort; according to the expectancy theory?
3. (p. 141) Valences can be positive, negative, or zero.

TRUE
4. (p. 144) Research suggests that women are more likely than men to view money as representing achievement,
respect, and freedom.
FALSE
5. (p. 147) The effects of specific and difficult goals are almost twice as strong on simple tasks as on complex
tasks.
TRUE
Difficulty: Difficult
Learning Objective: 06-03 What two qualities make goals strong predictors of task performance; according to goal setting theory?
6. (p. 152) According to the text, one study showed that occupational equity is the most powerful driver of
citizenship behaviours and job equity is the most powerful driver of employee withdrawal.
FALSE
Learning Objective: 06-04 What does it mean to be equitably treated according to equity theory; and how do employeees respond to inequity?
7. (p. 158) People who feel a sense of internal self-confidence tend to outperform those who doubt their
capabilities.
TRUE
Learning Objective: 06-06 How does motivation affect job performance and organizational commitment?
8. (p. 159) Employees who feel a sense of equity are more emotionally attached to their firms and feel a stronger
sense of obligation to remain.
TRUE
9. (p. 160) Profit sharing tends to have a stronger motivational effect on employee effort than individual
incentives.
FALSE
Learning Objective: 06-07 How do organizations use compensation practices to increase employee motivation?
10. (p. 160) Merit pay and profit sharing offer little in the way of difficult and specific goals.
TRUE

11. (p. 138) Motivation is not one thing but rather a set of distinct forces.
TRUE

12. (p. 145) Goal-setting theory argues that employee behaviour is directed toward certain outcomes and away
from others.
FALSE

13. (p. 142) Self-actualization is defined as the belief that a person has the capabilities needed to execute the
behaviours required for task success.
FALSE

14. (p. 140) Expectancy represents the belief that successful performance will result in some outcome.
FALSE

15. (p. 141) Valence can be defined as cognitive groupings or clusters of outcomes that are viewed as having
critical psychological or physiological consequences.
FALSE

16. (p. 142) Motivation that is controlled by some contingency that depends on task performance is intrinsic
motivation.
FALSE

17. (p. 141) Instrumentality represents the belief that successful performance will result in some outcome.
TRUE

18. (p. 147) A difficult goal is one that stretches an employee to perform at his/her maximum level while still
staying within the boundaries of his/her ability.
TRUE

19. (p. 154) A sense of self-determination is a strong driver of extrinsic motivation.

FALSE

Learning Objective: 06-05 What is psychological empowerment; and what four beliefs determine empowerment levels?
20. (p. 147) Self-determination in goal setting theory refers to progress updates on work goals.
FALSE

21. (p. 148) When goal commitment is high, assigning specific and difficult goals will have significant benefits for
task performance.
TRUE

22. (p. 143-144) The symbolic value of money can be summarized in at least four dimensions.
FALSE

23. (p. 151) Research shows that feelings of underreward inequity are among the strongest predictors of
constructive behaviours.
FALSE

24. (p. 152) Cognitive distortion allows you to restore balance mentally by altering your behaviour in certain
ways.
FALSE

25. (p. 154) Meaningfulness reflects energy rooted in the belief that work tasks contribute to some larger purpose.
FALSE

26. (p. 154) Self-determination captures the value of a work goal or purpose, relative to a person's own ideals and
passions.
FALSE

27. (p. 155) Competence brings with it a sense of pride and mastery that is itself intrinsically motivating.
TRUE

28. (p. 155) "Learned helplessness" reflects the sense that it does not matter what a person does, nothing will make
a difference.
TRUE

29. (p. 159) The motivating force with the strongest performance effect is perceptions of equity.
FALSE

30. (p. 160) Merit pay represents the most common element of organizational compensation plans, yet the pay
increase for top performers is only modestly greater than the pay increase for poor performers.
TRUE

31. (p. 138) The set of energetic forces that originates both within and outside an employee is known as
A. organizational commitment
B. job satisfaction
C. job performance
D. motivation
E. leadership

Difficulty: Easy
32. (p. 138) Motivation determines which of the following about effort?
A. Perception
B. Feedback
C. Persistence
D. Pushback
E. None of the answer choices are correct

33. (p. 138) Job performance is largely a function of:

A. motivation and emotions
B. emotions and ability
C. ability and expectations
D. motivation and ability
E. expectations and emotions

34. (p. 140) Which theory focuses most specifically on describing the cognitive process that employees go through
to make choices among different voluntary responses?
A. Equity
B. Extrinsic
C. Expectancy
D. Goal setting

Difficulty: Easy
35. (p. 140) The belief that exerting a high level of effort will result in the successful performance of some task is
known as
A. instrumentality
B. valence
C. equity
D. expectancy
E. none of these

36. (p. 140) Expectancy is a subjective probability ranging from

A. 0 to 1
B. 1 to 5
C. 10 to 20
D. -1 to + 1
E. .5 to 1.5

37. (p. 140) Expectancy is represented by which of these linkages?

A. P E
B. E P
C. P V
D. V P
E. P O

38. (p. 141) The belief that a person has the capabilities needed to execute the behaviours required for task success
is known as
A. instrumentality
B. valence
C. equity
D. complexity
E. self-efficacy

39. (p. 141) Sharon is considering her efficacy level for making Thanksgiving dinner for 12 people. Sharon
watched her Mother successfully make Thanksgiving dinner for 20 people for 10 years is known as
D. emotional cues
E. instrumentality

40. (p. 135) Maria is considering her efficacy level for making Thanksgiving dinner for 30 people. If she is
encouraged by friends and coworkers that she can complete the holiday meal successfully, that is known as
D. equity distress
E. instrumentality

41. (p. 141) Thomas is considering his efficacy level for making Christmas dinner for 24 people. Thomas takes
pride in his cooking skills and is always enthusiastic about cooking and entertaining dinner guests. Thomas's
efficacy is dictated by which of these?
A. Past accomplishments
B. Vicarious experiences
C. Verbal persuasion
D. Emotional cues
E. Instrumentality

42. (p. 141) The efficacy of an individual can be dictated by all of these except:
D. the valence of rewards
E. emotional cues

43. (p. 141) The belief that successful performance will result in some outcome(s) is known as
A. instrumentality
B. valence
C. complexity
D. expectancy
E. self-efficacy

44. (p. 141) Kelly believes that if she successfully earns her MBA, she'll be promoted to a midlevel executive
manager position. She is therefore motivated to earn an MBA because of
D. emotional cues
E. instrumentality

45. (p. 141) Kendra is more motivated when successful performance helps her attain attractive outcomes, such as
bonuses, while helping her avoid unattractive outcomes such as terminations. Kendra's motivation is known
dependent on
B. valence
C. expectancy
D. emotional cues
E. instrumentality

46. (p. 141) Instrumentality is represented by which of these linkages?

A. P E
B. E P
C. P V
D. V P
E. P O

47. (p. 141) According to a survey of more than 10,000 employees, _______ percent viewed seniority as the key
determinant of pay and _______ percent viewed successful performance as the key driver.
A. 60; 35
B. 25; 75
C. 40; 60
D. 20; 40
E. 90; 10

48. (p. 141) According to a survey of more than 10,000 employees, 60 percent viewed _______ as the key
determinant of pay and 35 percent viewed _______ as the key driver.
A. ability; knowledge
B. knowledge; performance
C. seniority; performance
D. performance; seniority
E. ability; emotional intelligence

49. (p. 141) The anticipated value of the outcomes associated with performance is known as
A. instrumentality
B. valence
C. equity
D. expectancy
E. self-efficacy

50. (p. 140) The cognitive groupings or clusters of outcomes that are viewed as having critical psychological or
physiological consequences are known as
A. instrumentality
B. valence
C. equity
D. expectancy
E. needs

51. (p. 142) Motivation that is controlled by some contingency that depends on task performance is known as
_______ motivation.
A. self
B. extrinsic
C. intrinsic
D. expectant
E. efficacious

52. (p. 142) Motivation that is felt when task performance serves as its own reward is known as _________
motivation.
A. instrumental
B. extrinsic
C. intrinsic
D. expectant
E. efficacious

53. (p. 143) As described in the text, the meaning of money has which of the following facet(s)?
A. Efficacy
B. Expectancy
C. Freedom
D. Instrumentality
E. All of these

54. (p. 145) Concepts like difficulty and specificity are key aspects of which of the following theories?
A. Equity
B. Extrinsic
C. Expectancy
D. Goal setting

55. (p. 146) The internalized goals that people use to monitor their own task progress are known as ________
goals.
A. organizational
B. self-set
C. comparison other
D. extrinsic

56. (p. 147) Which of these refers to the learning plans and problem-solving approaches used to achieve successful
performance?
A. Expectancy
B. Emotional cues
C. Vicarious experiences
D. Goal setting
E. Task strategies

57. (p. 148) Which of the following factors alter the strength of the relationship between goal setting and task
performance?
A. Task complexity, Goal complexity, Feedback
B. Task simplicity, Goal complexity, Feedback
C. Task simplicity, Goal commitment, Feedback
D. Task complexity, Goal commitment, Feedback
E. Task complexity, Goal commitment, Pushback

58. (p. 148) Philip is looking to beat the top scorer in his organizational behaviour class. However, the instructor
would not reveal the points Philip has attained so far including the tests, class participation, and peer evaluation.
Which of the following moderator may help Philip?
A. Goal commitment
B. Task complexity
C. Feedback
D. Goal Complexity

59. (p. 148) Samantha has no idea how complicated the information and actions are in taking the Graduate
Management Admissions Test. Samantha is looking to understand
A. Goal commitment
B. Task complexity
C. Feedback
D. Goal Complexity

60. (p. 155) In a worldwide survey of 3 332 teens, what factor was revealed by 78% as a key motivator?
A. status symbols
B. pay
C. personal fulfillment
D. workplace perks
E. vacation

61. (p. 148) "S" in the S.M.A.R.T. goals stands for

A. systematic
B. specific
C. self-set
D. scientific
E. serious

62. (p. 148) "M" in the S.M.A.R.T. goals stands for

A. measurable
B. monetary
C. methodical
D. model
E. major

63. (p. 148) "A" in the S.M.A.R.T. goals stands for

A. affordable
B. ability
C. achievable
D. aspire
E. assess

64. (p. 148) "R" in the S.M.A.R.T. goals stands for

A. robust
B. resolved
C. requirements
D. results-based
E. realist

65. (p. 148) "T" in the S.M.A.R.T. goals stands for

A. time-sensitive
B. task-driven
C. tenacious
D. tempered
E. team-oriented

66. (p. 149) Which theory acknowledges that motivation doesn't just depend on your own beliefs and
circumstances, but also what happens to other people?
A. Equity
B. Extrinsic
C. Expectancy
D. Goal setting

Difficulty: Easy
67. (p. 150) According to the OB Internationally section in the text, employees in which continent prefer to be
given individual goals?
A. Asia
B. Africa
C. South America
D. North America
E. Europe

68. (p. 151) The person who seems to provide an intuitive frame of reference for judging equity is known as
A. Equity resolver
B. Comparison other
C. Cognitive distortion creator
D. Goals monitor
E. None of these

Difficulty: Easy
69. (p. 151) Don feels an internal tension that he is not getting the same rewards as his colleague. He believes that
this situation can only be alleviated by restoring balance to the comparison ratios. This is known as
A. equity distress
B. comparison other
D. expectancy
E. goal commitment

70. (p. 151) Laurie feels she is being underrewarded relative to her peers and could take which of the following
actions to reduce her equity distress?
A. Change the comparison other
B. Grow outcomes by stealing from company
C. Shrink inputs by lowering intensity of effort
D. Shrink inputs by lowering persistence of effort
E. All of the answer choices are potential responses

71. (p. 151) Sara feels she is being overrewarded relative to her peers and could take which of the following
actions to reduce her equity distress?
A. Grow inputs through more quality work
B. Grow inputs through some "cognitive distortion"
C. Change her comparison other
D. Give something back
E. All of these

72. (p. 152) In equity theory, rethinking your inputs to restore mental balance without altering your behaviour in
any way is known as
A. equity distress
B. instrumentality

Difficulty: Easy
73. (p. 152) Comparing our "lot in life" to someone in the same company is known as using a(n)
A. equity distress
B. emotional cue

74. (p. 160) Which of the following is not considered to be an individual-focused compensation plan?
A. piece-rate
B. merit pay
C. lump-sum bonus
D. recognition award
E. gain sharing

75. (p. 152) According to research, _______ equity is the most powerful driver of citizenship behaviours.
A. company
B. job
C. occupational
D. age
E. educational

76. (p. 153) Which of the following is not a comparison type from which to judge equity with different comparison
others?
A. company
B. occupational
C. experience
D. age
E. educational

77. (p. 154) A form of intrinsic motivation rooted in the belief that work tasks contribute to some larger purpose is
known as
A. self efficacy
B. goal commitment
C. goal setting
D. vicarious experience

78. (p. 154) The dimensions of psychological empowerment include all of these except
A. meaningfulness
C. competence
D. impact
E. needs

79. (p. 154) Stefana has loved working with the local Red Cross chapter for the last four summers. Because of its
charitable nature, she probably views the job as high in
A. meaningfulness
C. competence
D. expectancy

80. (p. 154) April delegates work tasks to her employees rather than micro-managing them and she trusts her
employees to come up with their own approach to certain tasks. April is attempting to instill a sense of _______
in her employees.
A. meaningfulness
C. competence
D. expectancy

81. (p. 155) David is a commercial financial analyst but wants to become a commercial lender, so he engages in
self-directed learning, seeks out feedback from his managers, and manages his own workload. David is
attempting to build his own _______ at his job.
A. meaningfulness
B. valence
C. competence
D. impact

82. (p. 155) Allan, the new Business School Dean, has done a good job moving the Business School forward
toward accreditation of its program. Allan has had _______ in school.
A. meaningfulness
C. competence
D. impact

83. (p. 158) Motivation has a _______ effect on job performance.

A. strong positive
B. moderate positive
C. weak positive
D. moderate negative
E. strong negative

84. (p. 158) Equity has a _______ effect on citizenship behaviour and a _______ effect on counterproductive
behaviour.
A. strong positive; strong negative
B. moderate positive; moderate negative
C. no; moderate positive
D. moderate negative; strong negative
E. strong negative; moderate positive

85. (p. 158) Equity has a _______ effect on organizational commitment.

A. strong positive
B. weak positive
C. moderate negative
D. moderate positive
E. strong negative

86. (p. 160) Which of the following managerial techniques provide a forum for assigning difficult and specific
goals?
A. Merit pay and Furloughs
B. Gainsharing and Merit Pay
C. Lump sum bonuses and Merit Pay
D. Furloughs and Gainsharing
E. Gainsharing and Lump sum bonuses

87. (p. 161) When a manager is lenient in their performance evaluations so everyone "goes home happy," this
manager is reducing
A. self-efficacy and departmentation
B. instrumentality and self-efficacy
C. equity and self-efficacy
D. departmentation and instrumentality
E. instrumentality and equity

88. (p. 141) Scenario: Teach Business International

Wendy's self efficacy source appears to be
D. emotional cues
E. instrumentality


Mindy's self efficacy source appears to be
D. emotional cues
E. instrumentality


Wendy's belief about exerting high level of effort describes which of these?
A. Valence
B. Equity
C. Expectancy
D. Instrumentality
E. None of these


Cindy's self efficacy source appears to be
D. emotional cues
E. instrumentality


Cindy's belief about successfully teaching describes which of these?
A. Valence
B. Equity
C. Expectancy
D. Instrumentality
E. None of these

93. (p. 141) Scenario: Toddler Toys

From the expectancy theory viewpoint, Tom's feeling of being underrewarded most closely describes which of
these?
A. Valence
B. Empowerment
C. Expectancy
D. Instrumentality
E. None of these


Aaron's focus on concepts such as difficulty and specificity are key aspects of which of the following theories?
A. Equity
B. Extrinsic
C. Goal setting
D. Expectancy


Aaron's belief about effort and performance describes which of these?
A. Expectancy
B. Equity
C. Valence
D. Instrumentality
E. None of these


Aaron for Tom in the above situation is a(n)
B. internal comparison
C. valence generator
D. cognitive distorter
E. external comparison


Jim for Tom in the above situation is a(n)
B. valence generator
C. cognitive distorter
D. external comparison
E. internal comparison


Tom could take which of the following actions to reduce his sense of inequity?
A. Shrink inputs by lowering intensity of effort
B. Change his comparison other
C. Shrink inputs by lowering persistence of effort
D. Grow outcomes by stealing from company
E. All of the answer choices are potential actions

99. (p. 140) Which theory argues that employee behaviour is directed toward pleasure and away from pain or,
more generally, toward certain outcomes and away from others?
A. Psychological empowerment
B. Expectancy
C. Goal setting
D. Extrinsic
E. Equity

100. (p. 154) _____ captures the value of a work goal or purpose, relative to a person's own ideals and passions.
A. Meaningfulness
B. Self-determination
C. Competence
D. Impact
E. Integrity

101. (p. 141) When employees consider efficacy levels for a given task, they first consider their:
A. past accomplishments.
B. vicarious experiences.
C. current projects.
D. extrinsic motivators.
E. instrumentality.

102. (p. 141) Employees consider _____ by taking into account their observations and discussions with others who
have performed such tasks.
A. emotional cues
B. instrumentality

103. (p. 141) Efficacy is dictated by _____, where feelings of fear or anxiety can create doubts about task
accomplishment, while pride and enthusiasm can bolster confidence levels.
A. emotional cues
B. instrumentality

104. (p. 141) Technically, _____ is a set of subjective probabilities, each ranging from 0 to 1, that successful
performance will bring a set of outcomes.
A. valence
B. instrumentality
C. expectancy
D. self-efficacy
E. complexity

105. (p. 142) The need for the food, shelter, safety, and protection required for human existence is a ____ need.
A. physiological
B. relatedness
C. control
D. self-regard
E. self-actualization

106. (p. 142) The need to be able to predict and control one's future is a(n):
B. autonomy need.
C. esteem need.
D. self-actualization need.

107. (p. 142) The need to hold a high evaluation of oneself and to feel effective and respected by others is a(n):
A. control need.
C. self-regard need.
D. autonomy need.
E. relatedness need.

108. (p. 142) The need to perform tasks that one cares about and that appeal to one's ideals and sense of purpose is
a(n):
C. control need.
D. responsibility need.

109. (p. 155) Which of the following reflects the sense that a person's actions "make a difference," indicating that
progress is being made toward fulfilling some important purpose?
A. Impact
B. Meaningfulness
C. Self-determination
D. Competence
E. Integrity

110. (p. 145) _____ are defined as the objective or aim of an action and typically refer to attaining a specific
standard of proficiency, often within a specified time limit.
A. Values
B. Goals
C. Internal comparisons
D. Strategies
E. External comparisons

111. (p. 147) _____ consists of updates on employee progress toward goal attainment.
A. Task complexity
B. Goal commitment
C. Feedback
D. Self-efficacy
E. Instrumentality

112. (p. 147) _____ reflects how complicated the information and actions involved in a task are, as well as how
much the task changes.
A. Task complexity
B. Self-efficacy
C. Goal commitment
D. Feedback
E. Instrumentality

113. (p. 148) _____ is defined as the degree to which a person accepts a goal and is determined to try to reach it.
A. Feedback
B. Self-efficacy
C. Instrumentality
D. Task complexity
E. Goal commitment

114. (p. 149) Which theory suggests that employees create a "mental ledger" of the outcomes they get from their
job duties?
A. Expectancy theory
B. Goal-setting theory
C. Equity theory
D. Psychological empowerment theory
E. Extrinsic theory

Difficulty: Easy
115. (p. 141) Which of the following is the motivating force with the strongest performance effect?
A. Difficult goals
B. High levels of valence and instrumentality
C. Perceptions of equity
D. High levels of expectancy
E. Self-efficacy/competence

116. (p. 160) Which of the following is a unit-focused compensation plan element?
A. Merit pay
B. Lump-sum bonuses
C. Gainsharing
D. Profit sharing
E. Piece-rate

Difficulty: Easy
117. (p. 151) Any imbalance in ratios triggers an internal tension that can only be alleviated by restoring balance to
the ratios. This is called:
A. cognitive distortion.
B. expectancy.
C. equity distress.
D. goal commitment.
E. comparison other.

118. (p. 153) Comparison with others in the same organization doing substantially different jobs is:
A. job equity.
B. occupational equity.
C. company equity.
D. age equity.
E. educational equity.

119. (p. 138) Define motivation. Explain the forces of motivation and the number of facets of an employee's work
effort.
Motivation is a defined set of energetic forces that originates both within and outside an employee, initiates
work-related effort, and determines its direction, intensity, and persistence. Motivation is a critical consideration
because job performance is largely a function of two factors: motivation and ability. Motivation is not one thing,
but rather a set of distinct forces. Some of those forces are internal to the employee, such as a sense of selfconfidence, whereas others are external to the employee, such as the goals an employee is given. Motivation
also determines a number of facets of an employee's work effort. Motivation determines what employees do at a
given moment. Once the direction of effort has been decided, motivation goes on to determine how hard an
employee works and for how long.

120. (p. 140-141) What is expectancy theory? Describe the three specific beliefs that the theory suggests our choices
depend on.
The expectancy theory describes the cognitive process that employees go through to make choices among
different voluntary responses. The theory suggests that our choices depend on three specific beliefs that are
based in our past learning and experience: expectancy, instrumentality, and valence. Expectancy represents the
belief that exerting a high level of effort will result in the successful performance of some task. Instrumentality
represents the belief that successful performance will result in some outcomes. It is a set of subjective
probabilities, each ranging from 0 (no chance!) to 1 (a mortal lock!) that successful performance will bring a set
of outcomes. Valence reflects the anticipated value of the outcomes associated with performance. Salary
increases bonuses, and more informal rewards are typical examples of "positively valenced" outcomes, whereas
disciplinary actions, demotions, and terminations are typical examples of "negatively valenced" outcomes.

121. (p. 141) Define self-efficacy and identify and explain its determinants.
Self-efficacy: the belief that a person has the capabilities needed to execute the behaviours required for task
success.
Self-efficacy determinants are
Past accomplishments: degree to which they have succeeded or failed in similar sorts of tasks in the past.
Vicarious experiences: observations and discussions with others who have performed such tasks.
Verbal persuasion: friends, coworkers, and leaders persuasion that someone can "get the job done".
Emotional cues: feelings or pride or fear that can create doubt about task accomplishment, whereas pride and
enthusiasm can bolster confidence levels.

122. (p. 142) What is the difference between extrinsic and intrinsic motivation? Give some examples of outcomes
associated with each of these. Are you more motivated by extrinsic or intrinsic outcomes?
Extrinsic motivation is motivation that is controlled be some contingency that depends on task performance.
Intrinsic motivation is felt when task performance serves as its own reward. Extrinsic and intrinsic motivation
together represents an employee's "total motivation" level. Some examples of extrinsic outcomes include pay,
bonuses, promotions, benefits and perks, spot awards, praise, job security, etc. Intrinsic outcomes include
enjoyment, interestingness, accomplishment, knowledge gain, skill development, and personal expression.
Student responses will vary to last portion.

123. (p. 145) Identify and explain the mathematical formula for expectancy theory.
Motivational force = E P * [(P O) * V]
E P is expectancy; P O is instrumentality; V is valence.
signifies that instrumentalities and valences are judged with various outcomes in mind.
Motivation increases as successful performance is linked to more and more attractive outcomes
Motivational forces equals zero if performance doesn't result in any outcomes.

124. (p. 145) Identify and explain some factors that alter the effects of goal setting on task performance.
Feedback: updates on employee progress toward goal attainment
Task complexity: reflects how complicated the information and actions involved in a task are, as well as how
much the task changes.
Goal commitment: the degree to which a person accepts a goal and is determined to try to reach it.

125. (p. 148) Identify and explain the acronym for goals in goal setting theory.
S.M.A.R.T. goals
S = specific
M = Measurable
A = Achievable
R = Results-based
T = Time-sensitive

Difficulty: Easy
126. (p. 148) Describe the strategies for fostering goal commitment.
Refer to table 6-3. There are five strategies for fostering goal commitment. The first strategy is rewards which
ties goal achievement to the receipt of monetary or nonmonetary rewards. Publicity is another strategy and it
publicizes the goal to significant others and coworkers to create some social pressure to attain it. Support
provides supportive supervision to aid employees if they struggle to attain the goal. Participation is a strategy
that collaborates on setting the specific proficiency level and due date for a goal, so that the employee feels a
sense of ownership over the goal. A resource strategy is one that provides the resources needed to attain the goal
and remove any constraints that could hold back task efforts.

127. (p. 149) Describe equity theory. What are the three general possibilities that can result from the comparison of
the ratio of outcomes and inputs to the ratio of some comparison other? Describe a situation and your response
to it when you experienced a sense of inequity.
Equity theory acknowledges that motivation doesn't just depend on your own beliefs and circumstances but also
on what happens to other people. It suggests that employees create a "mental ledger" of the outcomes (or
rewards) they get from their job duties and further suggests that employees create a mental ledger of the inputs
(or contributions and investments) they put into their job duties. The first possibility is that the ratio of outcomes
to inputs is balanced between you and your comparison other. The second possibility is that your ratio of
outcomes to inputs is less than your comparison other's ratio. According to the equity theory, any imbalance in
ratios triggers equity distress. The third possibility is that your ratio of outcomes to inputs is greater than your
comparison other's ratio. Equity distress is experienced again, and the tension likely creates negative emotions
such as guilt or anxiety. Student answers will vary in response to the last portion of the question.

128. (p. 149-153) Identify and explain the possible outcomes of equity theory comparisons and ways to restore the
balance for each outcome.
Equity: when the comparison of a person's "mental ledger" of the inputs (contributions and investments) to the
outcomes (rewards) they get from their job duties to another person is in balance.
Ways to restore balance: No actions are needed to restore balance.
Underreward Inequity: when the comparison of a person's "mental ledger" of the inputs (contributions and
investments) to the outcomes (rewards) they get from their job duties to another person is out of balance in
favor of the other person.
Ways to restore balance include: Grow your outcomes by talking to your boss or by stealing from the
company; Shrink your inputs by lowering the intensity or persistence of effort.
Overreward inequity: when the comparison of a person's "mental ledger" of the inputs (contributions and
investments) to the outcomes (rewards) they get from their job duties to another person is out of balance in
favor of you.
Ways to restore balance include: Shrink your outcomes; Grow your inputs through more high quality work or
through some cognitive distortion".

129. (p. 153-155) What is psychological empowerment? Identify the four concepts that can make work tasks
intrinsically motivating? Explain each concept.
Psychological empowerment represents a form of intrinsic motivation, in that merely performing the work tasks
serves as its own reward and supplies many of the intrinsic outcomes. The four concepts that are particularly
important are meaningfulness, self-determination, competence, and impact. Meaningfulness captures the value
of a work goal or purpose, relative to a person's own ideals and passions. Self-determination reflects a sense of
choice in the initiation and continuation of work tasks. Competence captures a person's belief in his or her
capability to perform work tasks successfully. Impact reflects the sense that a person's actions "make a
difference"; that progress is being made toward fulfilling some important purpose.

130. (p. 158) Explain how motivation relates to job performance and organizational commitment.
Task performance
Self-efficacy/competence: people who feel a sense of internal self-confidence tend to outperform those who
doubt their capabilities.
Difficult goals: people who receive difficult goals outperform the recipients of easy goals.
Expectancy theory: the motivational force crated by high levels of valence, instrumentality and, expectancy is
a powerful motivational variable on task performance.
Organizational commitment
Equity: employees who feel a sense of equity are more emotionally attached to their firms and feel a stronger
sense of obligation to remain.

131. (p. 160) Identify and explain individual-, unit-, and organization-focused compensation plan elements.
Individual-focused elements
Piece-rate: a specified rate is paid for each unit produced, each unit sold, or each service provided.
Merit pay: an increase to base salary is made in accordance with performance evaluation ratings.
Lump-sum bonuses: a bonus is received for meeting individual goals but no change is made to base salary.
The potential bonus represents "at risk" pay that must be re-earned each year. Base salary may be lower in cases
in which potential bonuses may be large.
Recognition awards: tangible awards (gift cards, merchandise, trips, special events, time off, plaques) or
intangible awards (praise) are given on an impromptu basis to recognize achievement.
Unit-focused elements
Gainsharing: a bonus received for meeting unit goals (department goals, plant goals, business unit goals) for
criteria controllable by employees (labour costs use of materials, quality). No change is made to base salary.
The potential bonus represents "at risk" pay that must be re-earned each year. Base salary may be lower in cases
in which potential bonuses may be large.
Organization-focused elements
Profit Sharing: A bonus received when the publicly reported earnings of a company exceed some minimum
level, with the magnitude of the bonus contingent on the magnitude of the profits. No change is made to base
salary. The potential bonus represents "at risk" pay that must be re-earned each year. Base salary may be lower
in cases in which potential bonuses may be large.

c6 Summary
Category
# of Questions
Colquitt - Chapter 06
131
13
Difficulty: Easy
8
110
6
50
26
Learning Objective: 06-04 What does it mean to be equitably treated according to equity theory; and how do employeees respond to
20
inequity?
14
7
8

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c6

3. Valences can be positive, negative, or zero.

19. A sense of self-determination is a strong driver of extrinsic motivation.

32. Motivation determines which of the following about effort?

33. Job performance is largely a function of:

36. Expectancy is a subjective probability ranging from

37. Expectancy is represented by which of these linkages?

42. The efficacy of an individual can be dictated by all of these except:

46. Instrumentality is represented by which of these linkages?

61. "S" in the S.M.A.R.T. goals stands for

62. "M" in the S.M.A.R.T. goals stands for

63. "A" in the S.M.A.R.T. goals stands for

64. "R" in the S.M.A.R.T. goals stands for

65. "T" in the S.M.A.R.T. goals stands for

74. Which of the following is not considered to be an individual-focused compensation plan?

78. The dimensions of psychological empowerment include all of these except

83. Motivation has a _______ effect on job performance.

85. Equity has a _______ effect on organizational commitment.

88. Scenario: Teach Business International

89. Scenario: Teach Business International

90. Scenario: Teach Business International

91. Scenario: Teach Business International

92. Scenario: Teach Business International

93. Scenario: Toddler Toys

94. Scenario: Toddler Toys

95. Scenario: Toddler Toys

96. Scenario: Toddler Toys

97. Scenario: Toddler Toys

98. Scenario: Toddler Toys

111. _____ consists of updates on employee progress toward goal attainment.

116. Which of the following is a unit-focused compensation plan element?

121. Define self-efficacy and identify and explain its determinants.

126. Describe the strategies for fostering goal commitment.

3. (p. 141) Valences can be positive, negative, or zero.

Colquitt - Chapter 06 #10

Colquitt - Chapter 06 #11

Colquitt - Chapter 06 #12

Colquitt - Chapter 06 #13

Colquitt - Chapter 06 #14

Colquitt - Chapter 06 #15

Colquitt - Chapter 06 #16

Colquitt - Chapter 06 #17

Colquitt - Chapter 06 #18

19. (p. 154) A sense of self-determination is a strong driver of extrinsic motivation.

Colquitt - Chapter 06 #19

Colquitt - Chapter 06 #20

Colquitt - Chapter 06 #21

Colquitt - Chapter 06 #22

Colquitt - Chapter 06 #23

Colquitt - Chapter 06 #24

Colquitt - Chapter 06 #25

Colquitt - Chapter 06 #26

Colquitt - Chapter 06 #27

Colquitt - Chapter 06 #28

Colquitt - Chapter 06 #29

Colquitt - Chapter 06 #30

Colquitt - Chapter 06 #31

Colquitt - Chapter 06 #32

33. (p. 138) Job performance is largely a function of:

Colquitt - Chapter 06 #33

Colquitt - Chapter 06 #34

Colquitt - Chapter 06 #35

36. (p. 140) Expectancy is a subjective probability ranging from