Chapter 6 Basic Motivation Concepts

MULTIPLE CHOICE

Defining Motivation

1. Jim is a student who cannot work at writing a paper for more than 30 minutes, yet he can spend
many hours writing comments on blogs. What accounts for the change in motivation in this
case?
a. his ability
b. the situation.
c. his personality
d. the congruence
e. the structure of the task
(b; Moderate; p. 186)

2. Motivation is best defined as a process that _____.

a. results in a level of effort
b. intensifies an individuals efforts
c. accounts for an individuals efforts toward attaining a goal
d. meets an individuals needs
e. stabilizes over time
(c; Moderate; p. 186)

3. What are the three key elements of motivation?

a. reactance, congruence and circumstance
b. interest, activity and reward
c. awareness, effort and outcome
d. stimulation, progress and achievement
e. intensity, direction and persistence
(e; Moderate; p. 186)

Early Theories of Motivation

4. In Maslows hierarchy of needs, what is the term used for the drive to become what one is
capable of becoming?
a. perfection
b. self-actualization
c. hypo-glorification
d. self-esteem
e. attainment
(b; Easy; p. 187)

5. The most well-known theory of motivation is Abraham Maslows _____.

a. Theories X and Y
b. Hierarchy of Needs
c. Two-factor Theory
d. Motivator-Hygiene Theory
e. Cognitive Evaluation Theory
(b; Easy; p. 187)

6. Maslows hierarchy has five levels of needs. Which of the following is not one of those levels?
a. safety needs
b. social needs
c. animal needs

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 d. self-actualization needs
e. physiological needs
(c; Moderate; p. 187)

7. Which level of Maslows hierarchy of needs deals with satisfying ones hunger, thirst, and need
for sex?
a. safety
b. physiological
c. social
d. esteem
e. psychological
(b; Moderate; p. 187)

8. Danielle wants to become a surgeon, not only because achieving this goal will give her self-
respect and autonomy, but also because she wants a job with high status and recognition from
others. Which of Maslows needs is Danielle trying to fill?
self-actualization
social
esteem
psychological
safety
(c; Challenging; p. 187)

9. Maslows hierarchy of needs arranges those needs in which of the following orders?
a. physiological, esteem, safety, social, and self-actualization
b. physiological, safety, social, esteem, and self-actualization
c. safety, physiological, esteem, social, and self-actualization
d. physiological, social, safety, esteem, and self-actualization
e. safety, physiological, social, esteem, and self-actualization
(b; Moderate; p. 187)

10. Hans derives a great sense of belongingness, acceptance and friendship from his relationships
with his extended family. Which of Maslows needs is Hans fulfilling through these relationships?.
lower-order
self-actualization
esteem
social
physiological
(d; Moderate; p. 187)

11. According to Maslow, when does a need stop motivating?

a. when it is substantially satisfied
b. it never stops motivating
c. when one returns to a lower level need
d. when one chooses to move to a higher level need
e. only when it is completely satisfied
(a; Moderate; p. 187)

12. Kate says that she plans to do a graduate degree in art in order to realize her passion for the
subject, even though this will mean she has to adjust to a much more frugal lifestyle while she is
at school. Kates case illustrates which point about Maslows Hierarchy of Needs Theory?
a. Higher-order needs tend to dominate lower order needs.
b. Physiological needs can be controlled by the individual more than higher-order needs.
c. Lower-order needs do not have to be fully satisfied before higher-order needs become
dominant.

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 d. Self-actualization is the need that requires the most resources to fill.
e. Self actualization is the highest order of need.
(c; Challenging; p. 187)

13. What is the primary organizational factor that satisfies peoples physiological needs?
a. their relationships with co-workers
b. recognition
c. pay
d. admiration
e. their position within the organization
(c; Moderate; p. 188)

14. Which of the following were considered higher-order needs by Maslow?

a. physiological, safety, social
b. safety, social, esteem
c. esteem, self-actualization
d. social, esteem, self-actualization
e. recognition, pay, admiration
(d; Moderate; p. 188)

15. What is the major problem with Maslows Hierarchy of Needs in organizational behavior?
it is difficult to apply to the workplace
it is vague as to how a workplace can satisfy higher-order needs
its terminology tends to alienate those to whom it is applied
it is almost impossible to assess how well an individual has a particular need filled
there is little evidence that needs are structured or operate in the way it describes
(e; Challenging; p. 188)

16. Which of the following theories was proposed by Douglas McGregor?

Hierarchy of Needs Theory
Theories X and Y
Two-Factor Theory
ERG Theory
Expectancy Theory
(b; Moderate; p. 188)

17. Who developed ERG theory?

a. McClelland
b. Maslow
c. Alderfer
d. Ouchi
e. Dieckmann
(c; Challenging; p. 188)

18. Which of the following is not one of the ways in which ERG theory differs from McClellands
Hierarchy of Needs?
a. there are only three groups of core needs
b. the needs are not hierarchical
c. it assumes that an individual can focus on more than one need at a time
d. it posits that an unsatisfied higher-order need can lead to regression to a lower need.
e. it is supported by a great deal more empirical research
(e; Moderate; p. 188)

19. Hunger, thirst, sex, pay, and physical work environment are examples of which of Alderfers
needs?

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 a. existence
b. safety
c. growth
d. physiological
e. subsistence
(a; Moderate; p. 188)

20. Desires for associations with those who are significant to us, such as family members,
supervisors, and friends, are examples of Alderfers _____ needs.
a. existence
b. relatedness
c. association
d. esteem
e. subsistence
(b; Moderate; p. 188)

21. Our intrinsic desire for personal development is included in Alderfers _____ needs.
a. existence
b. relatedness
c. subsistence
d. esteem
e. growth
(e; Moderate; p. 188)

22. ERGs ______ needs include the intrinsic component from Maslows esteem category and the
characteristics included under self-actualization.
existence
relatedness
growth
physiological
psychophysical
(c; Moderate; p. 188)

23. Which one of the following is not characteristic of ERG theory?

a. It proposes three levels of needs: existence, relatedness, and growth.
b. More than one level of needs may serve as motivators at the same time.
c. It involves a frustration-regression process.
d. The existence needs must be satisfied before the relatedness needs become important.
e. It is an extension and improvement of Maslows theory.
(d; Moderate; p. 188)

24. How would a Theory X manager view employees?

a. seeking responsibility
b. needing to be coerced to achieve goals
c. viewing work as a normal daily activity
d. exercising self control
e. not motivated by rewards
(b; Easy; p. 189)

25. Which of the following is a behavior that would most likely be exhibited by a Theory X manager?.
a. She lets her employees choose their own goals.
b. She trusts her employees to use discretion in most matters.
c. She strictly controls the details of any project she is managing.
d. She delegates authority extensively to junior managers.
e. She honestly informs her employees of the likelihood that they will lose their jobs.

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(c; Moderate; p. 189)

26. In what way are Theory X and Theory Y managers alike?

a. they are skeptical about their employees ability to operate independently
b. they have a negative view of human behavior
c. they acknowledge that people in the workplace are mostly motivated by higher order needs
d. their behavior follows their assumptions
e. they both motivate their workers in the optimal way given the conditions within their
workplace
(d; Moderate; p. 189)

27. A Theory Y manager would assume that employees would _____.

a. dislike work
b. need to be controlled
c. avoid responsibility
d. exercise self direction
e. attempt to avoid work
(d; Easy; p. 189)

28. Two managers are talking about how they get the best out of their employees:
Jo: I tell my employees that times are tough and there is no way of telling when the guys in head office
might try to downsize. Let me tell you, a bit of fear keeps them focused on the task at hand.
Chris I tell them that head office is making them more responsible for deciding how to do their work. The
increased sense of ownership they have makes productivity go way up
How would these managers be best characterized by Douglas Macgregor?
a. Both hold Theory X assumptions
b. Both hold Theory Y assumptions
c. Chris holds Theory X assumptions, Jo holds Theory Y assumptions
d. Jo holds Theory X assumptions, Chris holds Theory Y assumptions
e. The statements would not indicate that either manager is predisposed to either Theory X or
Theory Y assumptions.
(d; Moderate; p. 189)

29. Someone subscribing to theory X would agree with which of the following statements?
a. Individuals are dominated by Maslows lower level needs.
b. Individuals are dominated by Maslows higher level needs.
c. Individuals are not clearly dominated by any particular level of Maslows hierarchy of needs.
d. Individuals are in reality independent of Maslows hierarchy of needs.
e. Individuals are dominated by their needs in a situational context rather than in a strict
hierarchy.
(a; Moderate; p. 189)

30. Who proposed a two-factor theory?

a. Maslow
b. McClelland
c. Surber
d. Alderfer
e. Herzberg
(e; Challenging; p. 189)

31. What other name is the two-factor theory known by?

Theories X and Y
Motivator-Hygiene Theory
Hierarchy of Needs Theory
Satisfaction/Dissatisfaction Theory

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Minimal Justification Theory
(b; Moderate; p. 189)

32. Two-factor theory suggests that dissatisfaction is caused by extrinsic factors. Which of the
following is an example of such a factor?
a. advancement
b. working conditions
c. achievement
d. recognition
e. nature of the work itself
(b; Moderate; p. 190)

33. Which of the following is not true about the two-factor theory?
a. Working conditions are characterized as hygiene factors.
b. Intrinsic factors are motivators.
c. A job becomes satisfying when the dissatisfying characteristics are removed.
d. Responsibility is a satisfier.
e. Hygiene factors are demotivators.
(c; Moderate; p. 190)

34. Gerry has a job which pays an excellent salary. She has a good relationship with her peers and
her supervisors. She also likes the fact that the company policy fits well with what she personally
believes, and that she has received considerable recognition for her achievements at the
company. Which of these factors is most likely responsible for the fact that Gerry loves her job?
a. high compensation
b. good nature of peer relationships
c. good nature of supervisor relationships
d. good fit between personal beliefs and company policy
e. recognition for her achievements
(e; Challenging; p. 190)

35. Which one of the following would be considered a motivator in the two-factor theory?
a. salary
b. supervision
c. working conditions
d. bonuses
e. responsibility
(e; Moderate; p. 190)

36. What continuum in the two-factor theory is made up of the hygiene factors?
a. no dissatisfaction to dissatisfaction.
b. no dissatisfaction to satisfaction.
c. satisfaction to no satisfaction.
d. satisfaction to dissatisfaction.
e. dissatisfaction to exit behavior
(a; Challenging; p. 191)

37. Which of the following is a not a criticism of the two-factor theory?

a. No overall measure of satisfaction is utilized.
b. The research methodology does not examine productivity.
c. The theory is inconsistent with previous research.
d. The system used by raters is too rigid and not open to interpretation.
e. He assumed a strong relationship between satisfaction and productivity.
(d; moderate; p. 191)

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Contemporary Theories of Motivation

38. McClellands theory of needs concentrates on which three needs?

a. achievement, realization and acceptance
b. achievement, power and affiliation
c. power, acceptance and confirmation
d. affiliation, control and realization
e. control, status and relationships
(b; Moderate; p. 192)

39. How does McClelland define the need for affiliation?

a. drive to excel, to strive to succeed.
b. need to make others behave in a novel way
c. desire for friendship, cooperative situations, and mutual understanding
d. same as Maslows social need
e. all of the above
(c; Moderate; p. 192)

40. Jasmine is trying to gain control of her department. Although she will be greatly compensated if
she achieves this aim, and will gain control over many subordinates, the main reason she is
pursuing this position is that she thinks she can do the job better than her predecessors and
wants people to know that this is so. What need would McClelland say primarily drives Jasmine
in this case?
a. the need for control
b. the need for success
c. the need for attainment
d. the need for influence
e. the need for power
(b; Challenging; p. 192)

41. Who proposed that there are three major relevant motives, or needs, in the workplace?
a. McClelland
b. Alderfer
c. Herzberg
d. Maslow
e. Wittenbaum
(a; Moderate; p. 192)

42. According to McClelland, what is the need to make others behave in a way that they would not
have behaved otherwise?
a. the need for power
b. the need for achievement
c. the need for affiliation
d. the need for control
e. the need for social validation
(a; Easy; p. 192)

43. According to McClelland, individuals who have a desire to excel and to succeed are high in
_____.
a. nPow
b. nAch
c. nMot
d. nAff
e. nSync
(b; Moderate; p. 192)

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44. Which of Maslows needs best approximates McClellands need for achievement?
a. esteem
b. self-actualization
c. social
d. physiological
e. gratification
(b; Challenging; p. 192)

45. A manager wishes to motivate a sales employee who is a high achiever. According to
McClelland, which of the following sales territories should be assigned to such a salesperson?
a. One where he is loosely controlled and he is certain to meet his sales targets
b. One where he is closely controlled and there is a moderate chance he will exceed his sales
targets.
c. One where he is loosely controlled and there is a moderate chance he will exceed his sales
targets.
d. One where he is closely controlled and there is a small chance he will greatly exceed his
sales targets.
e. One where he is loosely controlled and there is a small chance he will greatly exceed his
sales targets.
(b; Challenging; p. 192)

46. An individual who joins the armed services out of a desire to be involved in an enterprise that
requires a high degree of cooperation for success, probably would have high _____.
a. nAch
b. nAff
c. nPow
d. nEst
e. nLov
(b; Easy; p. 192)

47. You are supervising a team leader in charge of training employees to use a new phone system.
According to McClelland, which of the following courses of action will best ensure this employee
stays motivated in his task?
a. Trust him to do the job independently, and do not give feedback until the project is completed.
b. Trust him to do the job independently, and do not give any feedback unless it is asked for.
c. Trust him to do the job independently, but do not fail to provide plenty of feedback.
d. Closely supervise him, and provide moderate amounts of feedback.
e. Closely supervise him and provide a great deal of feedback.
(c; Easy; p. 192)

48. The need for______ identified by McClelland has received the least attention from researchers.
a. achievement
b. affiliation
c. power
d. esteem
e. belongingness
(b; Challenging; p. 192)

49. Which of the following appears to be the combination of needs found in the best managers?
a. high nAch, high nPow
b. high nAch, low nPow
c. high nPow, low nAff
d. low nPow, high nAff
e. low nAff, high nAch

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(c; Challenging; p. 194)

50. Individuals with a high need to achieve prefer all of the following except _____.
a. job situations with personal responsibility
b. a high degree of risk
c. overcoming obstacles
d. feedback
e. personal empowerment
(b; Moderate; p. 193)

51. The issue of whether or not intrinsic and extrinsic motivators are independent is considered in
which theory?
a. expectancy
b. reinforcement
c. equity
d. cognitive evaluation
e. two-factor
(d; Moderate; p. 194)

52. Cognitive evaluation theory suggests that which of the following would not serve to increase an
employees motivation?
a. base pay on performance
b. praise good performance
c. make the work interesting
d. support employee development
e. make pay not contingent on performance
(a; Challenging; p. 196)

53. Who proposed that intentions to work toward a goal are a major source of work motivation?
a. Abraham Maslow
b. Jake Herzberg
c. Stephen McClelland
d. Edwin Locke
e. Douglas Surber
(d; Easy; p. 196)

54. According to the goal-setting theory of motivation, highest performance is reached when goals
are set to which level?
a. impossible but inspirational
b. difficult but attainable
c. slightly beyond a persons actual potential
d. only marginally challenging
e. easily attained
(b; Moderate; p. 197-198)

55. Which of the following is not an important issue relating to goal-setting theory?
a. goal difficulty
b. goal specificity
c. equity among co-workers
d. feedback
e. defining the goal
(c; Moderate; p. 197-198)

56. Deborah works for a U.S. based firm with extensive business interests in Latin America. Deborah
has successfully used goal-setting theory in her efforts to motivate her US employees. When she

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 tries to use it on her Chilean employees, she has much poorer results. Why is this probably so?
a. Language difference makes it very difficult to translate the necessary concepts into Spanish.
b. Chilean employees tend to have higher scores on power distance and uncertainty avoidance.
c. Chilean employees tend to score high on measures of the need for achievement.
d. The goals the workers in Chile must reach are substantially simpler than those her U.S.
employees must reach.
e. She publicly announced the goals she wanted her Chilean workers to reach.
(b; Challenging; p. 197-198)

57. What is generally considered to be the single best thing that managers can do to improve
performance?
a. allocate tasks depending on personality
b. restrict the use of punishment as a means of motivating workers
c. give abundant opportunities for employee growth
d. set specific, challenging goals
e. concentrate on intrinsic rewards rather than extrinsic rewards
(d; Challenging; p. 198)

58. MBO emphasizes translating overall organizational objectives into _____.

a. capital gains
b. specific objectives for organizational units and individual members
c. operational units
d. terms that the individual worker can understand and accept
e. personal gain
(b; Easy; p. 199-200)

59. What sort of goals does Management By Objectives (MBO) emphasize?

a. tangible, verifiable and measurable
b. achievable, controllable and profitable
c. inspirational, teachable and creative
d. challenging, emotional and constructive
e. hierarchical, attainable and effective
(a; Moderate; p. 199-200)

60. Some MBO programs fail to live up to expectations. Which of the following is not a common
reason that MBO programs fail?
a. allowing lower-unit managers to participate in setting their own goals,
b. cultural incompatibilities
c. unrealistic expectations regarding results
d. lack of commitment by top management
e. unwillingness or inability by management to reward goal accomplishment
(a; Moderate; p. 199-200)

61. What does MBO provide for the individual employee?

a. specific personal performance objectives
b. precise job descriptions
c. explicit task objectives.
d. clear direction and purpose
e. higher salaries
(a; Moderate; p. 199-200)

62. Which of the following is an example of an MBO objective?

a. Decrease payroll costs by 6%.
b. Modernize outdated equipment
c. Train employees to use new invoicing software.

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 d. Improve customer service.
e. Increase employee satisfaction.
(a; Moderate; p. 199-200)

63. Which of the following is not an ingredient common to all MBO programs?
a. an explicit time period
b. participative decision making.
c. consistent monetary rewards
d. performance feedback
e. a known timeline
(c; Easy; p. 199-200)

64. What, in the ideal case, supplements feedback in an MBO program?

a. weekly meetings
b. periodic managerial evaluations
c. monthly progress reports by the employee
d. open door management
e. frequent positive feedback
(b; Moderate; p. 199-200)

65. Who sets MBO objectives?

a. the boss
b. the boss and immediate subordinates
c. they are set jointly by superior and subordinate
d. the employees performing the task in question
e. each working division in cooperation with management
(c; Easy; p. 199-200)

66. What is the term used for an individuals personal evaluation of their ability to perform?.
a. expectancy
b. autonomy
c. self-efficacy
d. task identity
e. auto-discrimination
(c; Easy; p. 200)

67. According to Bandura, what is the most important source of increasing self-efficacy?
a. arousal
b. verbal modeling
c. verbal persuasion
d. enactive mastery
e. focused training
(d; Moderate; p. 201)

68. How do proponents of reinforcement theory view behavior?

a. as the result of a cognitive process
b. as environmentally caused
c. as a reflection of the inner state of the individual
d. as a function of ones power need
e. as a product of heredity
(b; Challenging; p. 202)

69. Which theory is, strictly speaking, not a theory of motivation since it does not concern itself with
what initiates behavior?

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 a. equity theory
b. expectancy theory
c. ERG theory
d. reinforcement theory
e. Theory X and Theory Y
(d; Moderate; p. 202)

70. What is the major failure of reinforcement theory in explaining changes in behavior?
a. it cannot adequately describe the original behavior
b. it originated in the studies of the responses of animals
c. most behavior is in fact environmentally caused
d. it ignores the effect of rewards and punishments upon behavior
e. it does not recognize the effect of feelings, attitudes and other cognitive variables

(e; Moderate; p. 203)

71. In equity theory, individuals assess the _____.

a. cost-benefit ratio
b. efficiency-effectiveness trade-off
c. quantity-quality trade-off
d. outcome-input ratio
e. pareto efficient outcome
(d; Moderate; p. 203)

72. When individuals compare their outcomes and inputs against those of others, the framework is
_____.
a. equity
b. expectancy
c. JCM
d. SIC
e. JAV
(a; Easy; p. 203)

73. When people perceive an imbalance in their outcome-input ratio relative to others _____.
a. reinforcement theory is imbalanced
b. expectancy theory is violated
c. equity tension is created
d. distributive justice is questioned
e. they seek to move to another position of authority
(c; Challenging; p. 203-204)

74. Which of the following is not a comparison an employee can use in equity theory?
a. self-inside
b. self-goal
c. other-outside
d. self-outside
e. other-inside
(b; Moderate; p. 204)

75. Which of the following is not true about referent comparisons in equity theory?
a. Both men and women prefer same-sex comparisons.
b. Employees in sex-segregated jobs use more cross-sex comparisons.
c. Employees with long tenure rely more heavily on co-workers for comparisons.
d. Upper-level employees make more other-outside comparisons.
e. those with higher amounts of education tend to have better information about people in other

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 organizations.
(b; Challenging; p. 204)

76. Which of the following is not a predictable choice when employees perceive an inequity?
a. change their inputs
b. change their outcomes
c. choose a different referent
d. acquire more tenure
e. leave the field
(d; Moderate; p. 204)

77. James is a salaried employee whose job it is to proof read legal documents. He discovers that he
is paid substantially more than his colleagues, even though their jobs and performances are very
similar. What is likely to be his reaction to this discovery according to equity theory?
a. the quantity of documents he proofreads will decrease
b. the quality of documents he proofreads will decrease
c. the quantity and/or the quality of documents he proofreads will increase
d. he will seek a position within the company commensurate with his pay
e. there will be no effect
(c; Challenging; p. 205)

78. What would be the predicted result of overpaying a piece-rate worker, according to equity
theory?
a. quality will increase
b. quantity will increase
c. quality will decrease
d. there will be no effect
e. the employee will seek a higher wage
(a; Challenging; p. 205)

79. Contemporary research inequity theory focuses on_____justice.

a. interpersonal
b. distributive
c. organizational
d. procedural
e. interactional
(c; Moderate; p. 205)

80. Equity theory historically focused on _____ justice.

a. procedural
b. distributive
c. interpersonal
d. organizational
e. interactional
(b; Moderate; p. 205)

81. Gloria thinks that she is paid less than other workers in her division and feels extremely
resentful. She starts taking long breaks and generally wasting time. Her actions were a result of
her perceiving what kind of injustice?
a. Interactive
b. Interpersonal
c. Procedural
d. Distributive
e. Interactional
(d; Easy; p. 205)

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82. People who perceive that they are victims of interactional injustice tend to blame their immediate
supervisor rather than the organization at large. Why is this?
a. interactional justice or injustice is intimately tied to the conveyer of the information
b. interactional injustice can only occur during face-to-face encounters
c. when people are not treated with respect they tend to retaliate against those closest to
hand
d. interactional injustice is in the eyes of those who perceive they are disrespected
e. interactional injustice is most often the result of impersonal policies of the organization
(b; Moderate; p. 207)

83. Jessica believes that she received an appropriate salary increase this year but she does not
believe that the companys methods for determining salary increases were fair. She believes that
there is a problem with the firms _____ justice.
a. interpersonal
b. distributive
c. equity
d. procedural
e. outcome
(d; Challenging; p. 206)

84. What theory attempts to measure the strength of ones expectations and predict motivation?
a. Expectancy theory
b. Equity theory
c. Goal setting theory
d. ERG theory
e. Surberist theory
(a; Moderate; p. 208)

85. Who developed expectancy theory?

a. McClelland
b. Maslow
c. House
d. Vroom
e. Sondak
(d; Moderate; p. 208)

86. The degree to which an individual believes that performing at a particular level will generate a
desired outcome is defined by expectancy theory as what kind of relationship.
a. performance-reward
b. effort-performance
c. reward-personal goal
d. effort-satisfaction
e. agent-actor
(a; Moderate; p. 208)

87. Which of the following is one of the relationships proposed in expectancy theory?
a. reward-satisfaction relationship
b. satisfaction-performance relationship
c. rewards-personal goals relationship
d. effort-satisfaction relationship
e. performance-achievement relationship
(c; Moderate; p. 208)

88. Helen is an office worker who processes health insurance forms. She has worked at her present

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 job for three years. Initially she was criticized by her supervisor for sloppy work, but in the
months after that improved considerably. Now she consistently processes her forms without
errors and above quota. However she has found her supervisor has not responded to the extra
effort she puts in, giving her no praise and no financial reward. Helen will most likely perceive
that there is a problem in which of the following relationships?
a. rewards-personal goals
b. performance-reward
c. effort-performance
d. rewards-effort
e. performance-achievement
(c; Moderate; p. 208)

89. According to expectancy theory, the degree to which organizational rewards satisfy an
individuals personal goals or needs and the attractiveness of those potential rewards for the
individual is known as what sort of relationship.
a. performance-reward
b. effort-performance
c. rewards-personal goals
d. effort-satisfaction
e. performance-achievement
(c; Moderate; p. 208)

90. The theory that asserts that motivation depends upon an employees goals, and the belief that
productive behavior will get these goals accomplished, is called _____.
a. Herzbergs dual-factor theory
b. McClellands three needs theory
c. Vrooms expectancy theory
d. Maslows hierarchy of needs
e. Alderfers ERG theory
(c; Easy; p. 208)

91. Which of the following concepts is inconsistent with the expectancy theory of motivation?
a. Self-interest is pursued.
b. Performance and rewards are related.
c. Attractive rewards will motivate.
d. Ones inputs and outputs are compared to anothers.
e. Effort is based upon expectation of appraisal
(d; Challenging; p. 208-209)

Caveat Emptor: Motivation Theories are Culture Bound

92. Most current motivation theories have a strong emphasis on individualism and quantity of life.
Why is this?
a. they were developed in the United States by Americans
b. these are the traits needed to successfully motivate people
c. researchers tend to concentrate on those traits that are easiest to quantify
d. motivation theory relies on the study of personality traits to understand what drives people
e. these are the two traits that are most distinct in most people worldwide
(a; Challenging; p. 212)

93. Which of the following motivation concepts clearly has an American bias?
a. need for power
b. need for affiliation
c. need for achievement
d. social needs

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 e. need for association
(c; Moderate; p. 212)

94. Which of the following desires would most likely be common to a worker in China, Australia,
Kenya, Canada and Kuwait?
a. interesting work
b. higher pay
c. more flexibility
d. telecommuting options
e. advancement
(a; Moderate; p. 213)

95. A theory based on needs is the premise for theories by all of the following except _____.
a. McClelland
b. Alderfer
c. McGregor
d. Maslow
e. Vroom
(c; Challenging; p. 213)

TRUE/FALSE

Defining Motivation

96. Motivation is a personality trait.

(False; Moderate; p. 186)

97. Motivation is the result of the interaction of the individual and the situation.
(True; Easy; p. 186)

98. Leadership is the processes that accounts for an individuals intensity, direction, and persistence
of effort toward attaining a goal.
(False; Moderate; p. 186)

99. High intensity is unlikely to lead to favorable job-performance outcomes unless the effort is
channeled in a direction that benefits the individual.
(False; Moderate; p. 186)

Early Theories of Motivation

100. The early theories of motivation are the best known explanations of employee motivation.
(True; Moderate; p. 186)

101. According to Maslow, a need that is essentially satisfied no longer motivates.

(True; Moderate; p. 187)

102. Esteem is considered a lower order need.

(False; Moderate; p. 187)

103. Higher-order needs are satisfied externally, whereas lower-order needs are predominantly
satisfied internally.
(False; Challenging; p. 188)

104. Research actively validates Maslows hierarchy of needs theory.

(False; Easy; p. 188)

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105. People are inherently lazy.
(False; Easy; p. 188)

106. The core needs in ERG theory are reconcilable with Maslows five need categories.
(True; Moderate; p. 188)

107. According to Alderfer, once an employees existence needs are substantially satisfied, the
employee moves on to his or her relatedness needs.
(False; Moderate; p. 188)

108. According to Alderfer, existence needs include the items Maslow considered to be physical and
safety needs.
(True; Moderate; p. 188)

109. Theory X assumes that human beings are inherently good.

(False; Moderate; p. 189)

110. McGregor referred to the positive assumptions about human beings as Theory Y.
(True; Moderate; p. 189)

111. Maslow proposed a two-factor theory, suggesting that intrinsic job factors motivate, whereas
extrinsic factors only maintain and placate employees.
(False; Moderate; p. 189)

112. According to Herzberg, the opposite of satisfaction is dissatisfaction.

(False; Moderate; p. 190)

113. According to Herzberg, some factors lead to satisfaction, and if you remove these factors you
create dissatisfaction.
(False; Moderate; p. 190)

114. According to Herzberg, pay strongly motivates.

(False; Moderate; p. 190)

Contemporary Theories of Motivation

115. Research shows that contemporary theories of motivation are generally more valid than the early
theories of motivation.
(True; Moderate; p. 192)

116. McClellands theory of needs contains a frustration-regression dimension.

(False; Moderate; p. 192)

117. A drive to succeed would be described by McClelland as a need for achievement.

(True; Moderate; p. 192)

118. High achievers attempt the most difficult goals because once achieved, they gain more
recognition.
(False; Challenging; p. 192)

119. Individuals with a high need to achieve prefer job situations with personal responsibility,
feedback, and an intermediate degree of risk
(True; Moderate; p. 192)

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120. Evidence indicates that high achievers make good managers.
(False; Challenging; p. 192)

121. Evidence indicates that the best managers are high in nPow and low in nAff.
(True; Challenging; p. 192-193)

122. The achievement need can be stimulated through training.

(True; Moderate; p. 194)

123. When extrinsic rewards are given to someone for performing an interesting task, it causes
intrinsic interest in the task itself to decline.
(True; Challenging; p. 194)

124. Cognitive evaluation theory is concerned with whether individuals perceive that rewards are
distributed fairly.
(False; Moderate; p. 194)

125. According to the cognitive evaluation theory, pay should not be directly related to job
performance.
(True; Challenging; p. 194)

126. Evidence gathered about the cognitive evaluation theory leads us to believe that extrinsic and
intrinsic rewards are independent.
(False; Challenging; p. 194-195)

127. According to goal-setting theory, a generalized goal will produce a high level of output.
(False; Moderate; p. 196)

128. External feedback has been shown to be a more powerful motivator than self-generated
feedback.
(False; Moderate; p. 198)

129. Participatively set goals have been clearly shown to elicit improved performance.
(False; Challenging; p. 198)

130. Self-efficacy refers to an individuals belief that he or she is capable of performing a task.
(True; Moderate; p. 200)

131. The basic concepts underlying goal-setting theory and reinforcement theory are at odds.
(True; Challenging; p. 202)

132. The statement that behavior is a function of its consequences is consistent with reinforcement
theory.
(True; Moderate; p. 203)

133. According to reinforcement theory, behavior is environmentally determined.

(True; Moderate; p. 202)

134. Changes in behavior attributed to reinforcement may also be explained in terms of goals,
inequity, and expectancies.
(True, Moderate, p. 203)

135. Equity theory proposes that equity tension is the negative tension state which provides the
motivation to do something to correct it.

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(True; Moderate; p. 203-204)

136. In equity theory, if perceived outcomes and inputs are not balanced, an individual will make
certain adjustments to correct imbalance.
(True; Moderate; p. 204)

137. Research shows that in equity theory men prefer same-sex comparisons but women do not.
(False; Challenging; p. 204)

138. If you pay an individual an hourly rate, according to the equity theory, overpaying this individual
will result in more output.
(True; Moderate; p. 205)

139. Underpayment and overpayment, according to equity theory, tend to produce similar reactions to
correct the inequities.
(False; Moderate; p. 205)

140. It is possible for an employee to perceive injustice even if the amount and allocation of rewards
among individuals is perceived as fair.
(True; Moderate; p. 205)

141. Distributive justice refers to the perceived fairness of the process used to determine the
distribution of rewards.
(False; Moderate; p. 205)

142. Interactional justice is the individuals perception of the degree to which he or she is treated
with dignity, concern, and respect.
(True; Moderate; p. 206)

143. In expectancy theory, the strength of a persons motivation to perform depends in part on how
strongly he believes he can achieve what he attempts.
(True; Moderate; p. 208)

144. The expectancy theory is a contingency model.

(True; Easy; p. 210)

SCENARIO-BASED QUESTIONS

Application of Maslows Hierarchy

Your church is made up of people who are very different in their lifestyles and their stages of life. Mary is
a 23-year-old single parent who is working for minimum wage. Jonathan is 60 years old, extremely
wealthy and works because he enjoys it. Jane is single, 45 years old and has few interests outside of the
office. You have decided to attempt to apply Maslows hierarchy of needs to determine what motivates
each of these individuals.

145. What is the need that you would expect that Mary is trying to satisfy?
a. social
b. esteem
c. physiological
d. self-actualization
e. alter-actualization
(c; Easy; p. 187)

146. You would expect that Jane is trying to satisfy her ______ needs.

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 a. social
b. esteem
c. physiological
d. self-actualization
e. psychophysical
(a; Moderate; p. 187)

147. Which of the following do you think would motivate Jonathan the most?
a. more vacation time
b. more responsibility
c. greater discretion over his job
d. more money
e. a greater sense of inner peace
(e; Moderate; p. 215)

Application of McGregors Theory X and Theory Y

You are a new employee with Acme, Inc. Your supervisor has explained your job to you and has indicated
that you will have a great deal of control over your job once you become proficient at it. He compliments
your history of accepting responsibility and suggests that you are to feel free to offer constructive
criticism about the way that your job is structured.

148. Your supervisor seems to possess _____ assumptions.

a. Theory T
b. Theory V
c. Theory W
d. Theory X
e. Theory Y
(e; Easy; p. 188)

149. Which of the following is something you would not expect your supervisor to believe?
a. employees view work as natural
b. the average person will seek responsibility
c. workers place security above most other factors
d. the ability to make innovative decisions is not necessarily the sole province of managers
e. workers are generally reliable
(c; Moderate; p. 189)

150. Which of the following is something you would not expect your supervisor to do?
a. assume that you will be internally motivated
b. assume that you want to do your job
c. allow you freedom to do your job as you believe it should be done
d. monitor your work closely for an opportunity to praise you for work well done
e. empower you to take responsibility
(d; Challenging; p. 189)

Application of Herzbergs Two-Factor Theory

Your fellow employees have a terrible work situation. They work in an old, run-down building with an
antiquated heating system. The work itself is tedious and the supervisor is rarely available and only
shows up to give reprimands for production shortfalls. Nobody has received a promotion in two years.
The work is boring, repetitious, and unrewarding. You have decided to try to apply Herzbergs two-factor
theory.

151. You decide that your first job should be to remedy the hygiene factors. Which are they?

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 a. working conditions
b. intrinsic rewards
c. recognition
d. advancement
e. reprimands
(a; Moderate; p. 190)

152. Which of the following statements would likely be true?

a. When the working conditions are improved, employees will be satisfied.
b. The relationship with the supervisor is a motivation factor.
c. Fixing the conditions that make the employees dissatisfied will not make them satisfied.
d. Employees are dissatisfied due to lack of recognition.
e. The major reason for dissatisfaction is probably the nature of the work itself.
(c; Challenging; p. 190)

153. What would be the action that could be taken that would probably most motivate the employees?
a. improvement in working conditions
b. fixing the heating system
c. receiving recognition for a job well done
d. having the supervisor hang around more
e. a greater reliance on punishment for poor performance
(c; Moderate; p. 190)

Application of Equity Theory

You graduated from college two years ago and began working at Hampstead Electronics. You have
received good performance evaluations and a raise. You just found out that a recent college graduate
with no experience has been hired at a higher salary than you are now making.

154. Which of the following will you probably use to evaluate this situation?
a. equity
b. expectancy
c. goal setting
d. reinforcement
e. self-enhancement
(a; Moderate; p. 203)

155. Your referent comparison for equity theory is termed _____.

a. self-inside
b. self-outside
c. other-inside
d. other-outside.
e. inside-outside
(c; Challenging; p. 204)

156. How can your behavior at work be predicted to change?

a. you will work harder
b. you will call in sick more often
c. you will acknowledge that the new person hired is worth more
d. you will not work so hard
e. you will act to undermine the new employee
(d; Moderate; p. 204)

Application of McClellands Theory of Needs

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You manage a department of five employees. You have identified that Joe scores high in the need for
achievement, Mary scores high in the need for power, and Tim scores high in the need for affiliation.
Sarah scored high in the need for power and low in the need for affiliation. Doug scores low in both need
for power and need for affiliation.

157. Which employee would be best suited to a challenging new assignment where they would
receive rapid feedback?
a. Joe
b. Mary
c. Tim
d. Sarah
e. Doug
(a; Challenging; p. 192)

158. Which employee would be best suited as a mentor to new employees with a chance to develop
friendships?
a. Joe
b. Mary
c. Tim
d. Sarah
e. Doug
(c; Easy; p. 193)

159. Which employee would probably be best to leave in charge while you are on vacation?
a. Joe
b. Mary
c. Tim
d. Sarah
e. Doug
(d; Challenging; p. 193)

SHORT DISCUSSION QUESTIONS

160. List and explain the three groups of core needs in ERG Theory.

Alderfer argues that there are three groups of core needs existence, relatedness, and
growth. The existence group is concerned with providing our basic material existence
requirements. The second group of needs is relatedness the desire we have for
maintaining important interpersonal relationships. Growth needs reflect an intrinsic
desire for personal development. (Page 188)

161. What assumptions are held by a Theory Y manager?

The Theory Y manager assumes employees can view work as being as natural as rest or
play; people will exercise self-direction and self-control if they are committed to the
objectives; the average person can learn to accept, even seek, responsibility; and the
ability to make innovative decisions is widely dispersed throughout the population and is
not necessarily the sole province of those in management positions. (Page 189)

162. Differentiate motivators from hygiene factors.

Conditions surrounding the job such as quality of supervision, pay, company policies,
physical working conditions, relations with others, and job security were characterized by
Herzberg as hygiene factors. When theyre adequate, people will not be dissatisfied;
neither will these factors cause them to become satisfied when they are filled. Herzberg

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 suggested that factors associated with the work itself or outcomes directly derived from
it, such as promotional opportunities, opportunities for personal growth, recognition,
responsibility, and achievement are motivators. These are the characteristics that people
find intrinsically rewarding. (Pages 189-190)

163. Discuss McClellands Theory of Needs.

McClellands theory of needs focuses on three needs: achievement, power, and affiliation.
The need for achievement is the drive to excel; to achieve in relation to a set of standards
and to strive to succeed. The need for power is the need to make others behave in a way
that they would not have behaved otherwise. The need for affiliation is the desire for
friendly and close interpersonal relationships. (Pages 192)

164. Explain cognitive evaluation theory.

Cognitive evaluation theory proposes that the introduction of extrinsic rewards, such as
pay, for work effort that had been previously intrinsically rewarding due to the pleasure
associated with the content of the work itself would tend to decrease the overall level of
motivation. (Pages 194)

165. What is self-efficacy?

Self-efficacy refers to an individuals belief that he or she is capable of performing a task.

The higher your self-efficacy, the more confidence you have in your ability to succeed in
a task. Individuals high in self-efficacy seem to respond to negative feedback with
increased effort and motivation, while those low in self-efficacy are likely to lessen their
effort when given negative feedback. (Page 200)

166. Discuss distributive justice and procedural justice and how managers can use these concepts.

Historically, equity theory focused on distributive justice or the perceived fairness of the
amount and allocation of rewards among individuals. But equity should also consider
procedural justice the perceived fairness of the process used to determine the
distribution of rewards. The evidence indicates that distributive justice has a greater
influence on employee satisfaction than procedural justice, while procedural justice
tends to affect an employees organizational commitment, trust in his or her boss, and
intention to quit. As a result, managers should consider openly sharing information on
how allocation decisions are made, following consistent and unbiased procedures, and
engaging in similar practices to increase the perception of procedural justice. By
increasing the perception of procedural fairness, employees are likely to view their
bosses and the organization as positive even if theyre dissatisfied with pay, promotions,
and other personal outcomes. (Page 205-206)

167. What are the three relationships in Vrooms expectancy theory?

Expectancy theory argues that the strength of a tendency to act in a certain way depends
on the strength of an expectation that the act will be followed by a given outcome and on
the attractiveness of that outcome to the individual. The theory focuses on three
relationships. The effort-performance relationship is the probability perceived by the
individual that exerting a given amount of effort will lead to performance. The
performance-reward relationship is the degree to which the individual believes that
performing at a particular level will lead to the attainment of a desired outcome. The
rewards-personal goals relationship is the degree to which organizational rewards satisfy
an individuals personal goals or needs and the attractiveness of those potential rewards
for the individual. (Page 208)

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MEDIUM LENGTH DISCUSSION QUESTIONS

168. Describe Maslows hierarchy of needs.

Maslows hierarchy of needs hypothesized that within every human being there exists a
hierarchy of five needs. The physiological needs include hunger, thirst, shelter, sex, and
other bodily needs. Safety includes security and protection from physical and emotional
harm. Social includes affection, belongingness, acceptance, and friendship. Esteem
includes internal esteem factors such as self-respect, autonomy, and achievement; and
external esteem factors such as status, recognition, and attention. Self-actualization is
the drive to become what one is capable of becoming; includes growth, achieving ones
potential, and self-fulfillment. As each of these needs becomes substantially satisfied,
the next need becomes dominant. So if you want to motivate someone, according to
Maslow, you need to understand what level of the hierarchy that person is currently on
and focus on satisfying those needs at or above that level. (Page 187)

169. According to Herzbergs Two-Factor Theory, how might a manager motivate employees?

According to Herzberg, the factors leading to job satisfaction are separate and distinct
from those that lead to job dissatisfaction. Therefore, managers who seek to eliminate
factors that can create job dissatisfaction may bring about peace but not necessarily
result in motivation, conditions surrounding the job such as quality of supervision, pay,
company policies, physical working conditions, relations with others, and job security
were characterized by Herzberg as hygiene factors. When they are adequate, people will
not be dissatisfied; neither will they be satisfied. If we want to motivate people on their
jobs, Herzberg suggested emphasizing factors associated with the work itself or to
outcomes directly derived from it, such as promotional opportunities, opportunities for
personal growth, recognition, responsibility, and achievement. These are the
characteristics that people find intrinsically rewarding. (Pages 189-190)

170. What predictions can be made based on the relationship between the achievement need and job
performance?

Individuals with a high need to achieve prefer job situations with personal responsibility,
feedback, and an intermediate degree of risk. When these characteristics are prevalent,
high achievers will be strongly motivated. The evidence consistently demonstrates, for
instance, that high achievers are successful in entrepreneurial activities such as running
their own businesses and managing a self-contained unit within a large organization. A
high need to achieve does not necessarily lead to being a good manager, especially in
large organizations. People with a high achievement need are interested in how well they
do personally and not in influencing others to do well. Employees have been
successfully trained to stimulate their achievement need. So if a job calls for a high
achiever, management can select a person with a high need for achievement or develop
its own candidate through achievement training.
(Page 193)

COMPREHENSIVE ESSAYS

171. How does ERG theory differ from Maslows hierarchy of needs?

Maslows hierarchy of needs hypothesized that within every human being there exists a
hierarchy of five needs. The physiological needs include hunger, thirst, shelter, sex, and
other bodily needs. Safety includes security and protection from physical and emotional
harm. Social includes affection, belongingness, acceptance, and friendship. Esteem

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 includes internal esteem factors such as self-respect, autonomy, and achievement; and
external esteem factors such as status, recognition, and attention. Self-actualization is
the drive to become what one is capable of becoming; includes growth, achieving ones
potential, and self-fulfillment. As each of these needs becomes substantially satisfied,
the next need becomes dominant. So if you want to motivate someone, according to
Maslow, you need to understand what level of the hierarchy that person is currently on
and focus on satisfying those needs at or above that level.

Alderfer argues that there are three groups of core needs existence, relatedness, and
growth. The existence group is concerned with providing our basic material existence
requirements. They include the items that Maslow considered to be physiological and
safety needs. The second group of needs are those of relatedness the desire we have
for maintaining important interpersonal relationships. These social and status desires
require interaction with others if they are to be satisfied, and they align with Maslows
social need and the external component of Maslows esteem classification. Growth
needs reflect an intrinsic desire for personal development. These include the intrinsic
component from Maslows esteem category and the characteristics included under self-
actualization.

The major difference between the theories is that ERG theory posits that more than one
need may be operative at the same time and if the gratification of a higher-level need is
stifled, the desire to satisfy a lower-level need increases. ERG theory contains a
frustration-regression dimension. ERG theory is also more consistent with our
knowledge of individual differences among people. Overall, ERG theory represents a
more valid version of the need hierarchy. (Pages 188)

172. Discuss goal-setting theory and its implications for managers.

Edwin Locke proposed that intentions to work toward a goal are a major source of work
motivation. Goals tell an employee what needs to be done and how much effort will need
to be expended. The evidence strongly supports the value of goals. It shows that
specific goals increase performance; that difficult goals, when accepted, result in higher
performance than do easy goals; and that feedback leads to higher performance than
does nonfeedback. Specific hard goals produce a higher level of output than does the
generalized goal of do your best. The specificity of the goal itself acts as an internal
stimulus. The more difficult the goals, the higher the level of performance. However, its
logical to assume that easier goals are more likely to be accepted. But once an employee
accepts a hard task, he or she will exert a high level of effort until it is achieved, lowered,
or abandoned. People will do better when they get feedback on how well they are
progressing toward their goals because feedback helps to identify discrepancies between
what they have done and what they want to do; that is, feedback acts to guide behavior.
Goal-setting theory presupposes that an individual is committed to the goals, that is, is
determined not to lower or abandon the goal when the goal is made public, when the
individual has an internal locus of control, and when the goal is self-set rather than
assigned. Goal-setting has also been found to be culture bound. It is well adapted to
countries like the United States and Canada. (Pages 196-197)

173. Discuss equity theory. Include the concepts of equity tension, referent comparisons, and how
employees might reduce perceived inequity.

Employees make comparisons of their job inputs and outcomes relative to those of
others. We perceive what we get from a job situation in relation to what we put into it,
and then we compare out outcome-input ratio with the outcome-input ratio of relevant
others. If we perceive our ratio to be equal to that of the relevant others with whom we
compare ourselves, a state of equity is said to exist. We perceive our situation as fair.

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 Equity tension arises when we perceive that this is not the case. When we see ourselves
as under-rewarded, the tension creates anger; when over-rewarded, the tension creates
guilt. This negative state provides the motivation to do something to correct it. The
referent that an employee selects adds to the complexity of equity theory. The four
referent comparisons that an employee can use are comparisons to how that employee
has been treated in the past in both the company he or she currently works for and in
similar situations outside the company(the self-inside and the self-outside) and
comparisons to others both within the company he or she currently works for and
outside the company (the other-inside and the other-outside). When employees perceive
an inequity, they can be predicted to make one of six choices. They may change their
inputs. They may change their outcomes. They may distort perceptions of self. They
may distort perceptions of others. They may choose a different referent, or they may
leave the field. (Pages 203-204)

174. Clarify the key relationships in expectancy theory.

Expectancy theory predicts that an employee will exert a high level of effort if he or she
perceives that there is a strong relationship between effort and performance, performance
and rewards, and rewards and satisfaction of personal goals. Each of these relationships,
in turn, is influenced by certain factors. For effort to lead to good performance, the
individual must have the requisite ability to perform, and the performance appraisal
system that measures the individuals performance must be perceived as being fair and
objective. The performancereward relationship will be strong if the individual perceives
that it is performance (rather than seniority, personal favorites, or other criteria) that is
rewarded. The strength of the reward-satisfaction will be highest if the individual actually
places a high value on the rewards that they receive.(Page 208-209)

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