Question 1

An organization's design is a possible organizational blockage to the effort-performance expectancy.

Accepted Answer

A) True 
 B)False

Question 2

Benevolents accept fewer outcomes for their inputs than other people would accept. They accept negative inequity and do not try to reduce the feeling.

Accepted Answer

A) True 
 B)False

Question 3

Which of the following is an intrinsic reward?

Accepted Answer

A)  A merit raise. 
B)  Additional vacation time. 
C)  Recognition in the company newsletter for meeting sales goals. 
D)  Personal satisfaction for doing a job well. 
A)  A merit raise. 
B)  Additional vacation time. 
C)  Recognition in the company newsletter for meeting sales goals. 
D)  Personal satisfaction for doing a job well.

Question 4

Which of the following are recommended steps for effective goal setting?

Accepted Answer

A)  Specify the employee's tasks, responsibilities, and duties. 
B)  Specify the goal or target to reach. 
C)  Specify goal difficulty. 
D)  All answers describe recommended steps for effective goal setting. 
A)  Specify the employee's tasks, responsibilities, and duties. 
B)  Specify the goal or target to reach. 
C)  Specify goal difficulty. 
D)  All answers describe recommended steps for effective goal setting.

Question 5

An engineering team usually is allowed to leave work early on Friday afternoons to resume their discussion at a local bar for happy hour. Recently the team has missed a few deadlines and their manager has decided not to let them leave early for a few weeks. The manager is using

Accepted Answer

A)  Punishment. 
B)  Positive reinforcement. 
C)  Negative reinforcement. 
D)  Extinction. 
A)  Punishment. 
B)  Positive reinforcement. 
C)  Negative reinforcement. 
D)  Extinction.

Question 6

In expectancy theory, the degree of attraction or avoidance a person associates with an outcome is a(n) ______________.

Accepted Answer

The answer of In expectancy theory, the degree of attraction...

Question 7

If people feel underpaid for their level of input, they will likely experience

Accepted Answer

A)  Equity. 
B)  Positive inequity. 
C)  Negative inequity. 
D)  No answers are correct. 
A)  Equity. 
B)  Positive inequity. 
C)  Negative inequity. 
D)  No answers are correct.

Question 8

Vinnie knows that if he exerts enough effort he will receive an A in his organizational behavior course. If Vinnie receives an A, he will graduate magna cum laude. Vinnie does not really care if he graduates with honors, as long as he graduates. What does expectancy theory predict about Vinnie's behavior?

Accepted Answer

A)  Vinnie will study hard for his organizational behavior examinations. 
B)  Vinnie will not study hard for his organizational behavior examinations. 
C)  Vinnie will cheat on his examinations to get an 
D)  It is impossible to predict Vinnie's behavior from the information given. 
A)  Vinnie will study hard for his organizational behavior examinations. 
B)  Vinnie will not study hard for his organizational behavior examinations. 
C)  Vinnie will cheat on his examinations to get an 
D)  It is impossible to predict Vinnie's behavior from the information given.

Question 9

Individual or organizational blockages can cause a person to perceive a low effort-performance expectancy.

Accepted Answer

A) True 
 B)False

Question 10

Expectancy theory states that people perceive a link between a desired or required performance level and an outcome. People also have the same preferences for different outcomes.

Accepted Answer

A) True 
 B)False

Question 11

A college professor chooses to "reward" students with a quiz administered on average every three weeks. What reinforcement schedule is the professor using?

Accepted Answer

A)  Fixed interval. 
B)  Variable ratio. 
C)  Fixed ratio. 
D)  Variable interval. 
A)  Fixed interval. 
B)  Variable ratio. 
C)  Fixed ratio. 
D)  Variable interval.

Question 12

Expectancy theory may apply to some cultures that are less ______________ than the United States.

Accepted Answer

The answer of Expectancy theory may apply to some cultures...

Question 13

Positive reinforcement applies a positive event to increase the strength or frequency of desirable behavior.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following are inputs in equity theory?

Accepted Answer

A)  Effort. 
B)  Ability. 
C)  Tenure with the organization. 
D)  All the answers are inputs in equity theory. 
A)  Effort. 
B)  Ability. 
C)  Tenure with the organization. 
D)  All the answers are inputs in equity theory.

Question 15

An employee believes that if he makes his monthly sales quota every month for six months he will receive a raise in his base pay. This perception, according to expectancy theory, is

Accepted Answer

A)  Effort-performance expectancy. 
B)  Performance-outcome expectancy. 
C)  Valence. 
D)  No answers are correct. 
A)  Effort-performance expectancy. 
B)  Performance-outcome expectancy. 
C)  Valence. 
D)  No answers are correct.

Question 16

Positive reinforcement and negative reinforcement increase the frequency of desirable behavior.

Accepted Answer

A) True 
 B)False

Question 17

If a manager wants employees to continue meeting their project deadlines, it will probably be more successful to reward employees with a monetary bonus rather than verbal praise. This manager knows the value of the behavior modification principle of

Accepted Answer

A)  Contingent reward. 
B)  Reinforcement size. 
C)  Immediate reinforcement. 
D)  Reinforcement deprivation. 
A)  Contingent reward. 
B)  Reinforcement size. 
C)  Immediate reinforcement. 
D)  Reinforcement deprivation.

Question 18

Jennifer, a research manager at a government research laboratory, caught a technician falsifying experimental results. Jennifer removed the technician from her part of the laboratory and began termination proceedings. She was using

Accepted Answer

A)  Punishment. 
B)  Positive reinforcement. 
C)  Negative reinforcement. 
D)  Extinction. 
A)  Punishment. 
B)  Positive reinforcement. 
C)  Negative reinforcement. 
D)  Extinction.

Question 19

Performance outcomes a person can give to himself or herself, such as satisfaction, are ______________ outcomes.

Accepted Answer

The answer of Performance outcomes a person can give to...

Question 20

If a person feels underpaid for what she contributes to the organization, she experiences ______________.

Accepted Answer

The answer of If a person feels underpaid for what...

An organization's design is a possible organizational blockage to the effort-performance expectancy.

Benevolents accept fewer outcomes for their inputs than other people would accept. They accept negative inequity and do not try to reduce the feeling.

Which of the following is an intrinsic reward?

Which of the following are recommended steps for effective goal setting?

An engineering team usually is allowed to leave work early on Friday afternoons to resume their discussion at a local bar for happy hour. Recently the team has missed a few deadlines and their manager has decided not to let them leave early for a few weeks. The manager is using

In expectancy theory, the degree of attraction or avoidance a person associates with an outcome is a(n) ______________.

If people feel underpaid for their level of input, they will likely experience

Individual or organizational blockages can cause a person to perceive a low effort-performance expectancy.

Expectancy theory states that people perceive a link between a desired or required performance level and an outcome. People also have the same preferences for different outcomes.

A college professor chooses to "reward" students with a quiz administered on average every three weeks. What reinforcement schedule is the professor using?

Expectancy theory may apply to some cultures that are less ______________ than the United States.

Positive reinforcement applies a positive event to increase the strength or frequency of desirable behavior.

Which of the following are inputs in equity theory?

An employee believes that if he makes his monthly sales quota every month for six months he will receive a raise in his base pay. This perception, according to expectancy theory, is

Positive reinforcement and negative reinforcement increase the frequency of desirable behavior.

If a manager wants employees to continue meeting their project deadlines, it will probably be more successful to reward employees with a monetary bonus rather than verbal praise. This manager knows the value of the behavior modification principle of

Jennifer, a research manager at a government research laboratory, caught a technician falsifying experimental results. Jennifer removed the technician from her part of the laboratory and began termination proceedings. She was using

Performance outcomes a person can give to himself or herself, such as satisfaction, are ______________ outcomes.

If a person feels underpaid for what she contributes to the organization, she experiences ______________.

Introduction and Historical Background

The Context of Modern Organizations Diversity, Quality, Technology, International

Ethics and Behavior in Organizations

Organizational Culture

Perception, Attitudes, and Personality

Organizational Socialization

Motivation: Need Theories

Intrinsic Rewards and Job Design

Groups and Intergroup Processes

Conflict in Organizations

Leadership and Management

Communication Processes

Decision-Making and Problem-Solving Processes

Power and Political Behavior

Stress in Organizations

Organizational Design

Organizational Change and Development

Filters

Exam 8: Motivation: Cognitive and Behavioral Theories and Techniques

An organization's design is a possible organizational blockage to the effort-performance expectancy.

Benevolents accept fewer outcomes for their inputs than other people would accept. They accept negative inequity and do not try to reduce the feeling.

Which of the following is an intrinsic reward?

Which of the following are recommended steps for effective goal setting?

An engineering team usually is allowed to leave work early on Friday afternoons to resume their discussion at a local bar for happy hour. Recently the team has missed a few deadlines and their manager has decided not to let them leave early for a few weeks. The manager is using

In expectancy theory, the degree of attraction or avoidance a person associates with an outcome is a(n) ______________.

If people feel underpaid for their level of input, they will likely experience

Individual or organizational blockages can cause a person to perceive a low effort-performance expectancy.

Expectancy theory states that people perceive a link between a desired or required performance level and an outcome. People also have the same preferences for different outcomes.

A college professor chooses to "reward" students with a quiz administered on average every three weeks. What reinforcement schedule is the professor using?

Expectancy theory may apply to some cultures that are less ______________ than the United States.

Positive reinforcement applies a positive event to increase the strength or frequency of desirable behavior.

Which of the following are inputs in equity theory?

An employee believes that if he makes his monthly sales quota every month for six months he will receive a raise in his base pay. This perception, according to expectancy theory, is

Positive reinforcement and negative reinforcement increase the frequency of desirable behavior.

If a manager wants employees to continue meeting their project deadlines, it will probably be more successful to reward employees with a monetary bonus rather than verbal praise. This manager knows the value of the behavior modification principle of

Jennifer, a research manager at a government research laboratory, caught a technician falsifying experimental results. Jennifer removed the technician from her part of the laboratory and began termination proceedings. She was using

Performance outcomes a person can give to himself or herself, such as satisfaction, are ______________ outcomes.

If a person feels underpaid for what she contributes to the organization, she experiences ______________.

Introduction and Historical Background

The Context of Modern Organizations Diversity, Quality, Technology, International

Ethics and Behavior in Organizations

Organizational Culture

Perception, Attitudes, and Personality

Organizational Socialization

Motivation: Need Theories

Intrinsic Rewards and Job Design

Groups and Intergroup Processes

Conflict in Organizations

Leadership and Management

Communication Processes

Decision-Making and Problem-Solving Processes

Power and Political Behavior

Stress in Organizations

Organizational Design

Organizational Change and Development

Filters