Question 1

With reference to the expectancy theory, which of the following examples indicates a weak rewards-personal goals relationship?

Accepted Answer

A)  An employee lacks the skills required to reach the desired performance level. 
B)  An organization's appraisal system assesses nonperformance factors such as creativity and initiative. 
C)  An organization rewards its employees based on factors such as seniority and skill level. 
D)  An employee believes that his manager does not like him and hence expects a poor appraisal. 
E)  An employee works hard in order to be relocated to the Paris office but instead is transferred to Beijing. 
A)  An employee lacks the skills required to reach the desired performance level. 
B)  An organization's appraisal system assesses nonperformance factors such as creativity and initiative. 
C)  An organization rewards its employees based on factors such as seniority and skill level. 
D)  An employee believes that his manager does not like him and hence expects a poor appraisal. 
E)  An employee works hard in order to be relocated to the Paris office but instead is transferred to Beijing. E

Question 2

In the context of social learning, explain the four processes that determine a model's influence on an individual.

Accepted Answer

1. Attentional processes: People learn from a model only when they recognize and pay attention to its critical features. We tend to be most influenced by models that are attractive, repeatedly available, important to us, or similar to us in our estimation.
2. Retention processes: A model's influence depends on how well the individual remembers the model's action after the model is no longer readily available.
3. Motor reproduction processes: After a person has seen a new behavior by observing the model, watching must be converted to doing. This process demonstrates that the individual can perform the modeled activities.
4. Reinforcement processes: Individuals are motivated to exhibit the modeled behavior if positive incentives or rewards are provided. Positively reinforced behaviors are given more attention, learned better, and performed more often.

Question 3

Why do people who perceive themselves as victims of interactional injustice often blame their immediate supervisor rather than the organization at large?

Accepted Answer

A)  Interpersonal justice or injustice is intimately tied to the conveyer of the information. 
B)  Interactional injustice usually occurs during face-to-face encounters. 
C)  When people are not treated with respect, they tend to retaliate against those closest at hand. 
D)  Interactional injustice is in the eyes of those who perceive they are disrespected. 
E)  Interactional injustice is most often the result of the impersonal policies of the organization. 
A)  Interpersonal justice or injustice is intimately tied to the conveyer of the information. 
B)  Interactional injustice usually occurs during face-to-face encounters. 
C)  When people are not treated with respect, they tend to retaliate against those closest at hand. 
D)  Interactional injustice is in the eyes of those who perceive they are disrespected. 
E)  Interactional injustice is most often the result of the impersonal policies of the organization. A

Question 4

Why are people motivated by challenging goals?

Accepted Answer

First, challenging goals get people's at

Question 5

Megan graduated from college three years ago and has been working at Sterba Inc. ever since. A conscientious employee, she has consistently received good performance evaluations. She recently found out that a younger colleague, who was just recruited to her team, is drawing a higher salary than she is for doing the same type of work.
-Based on the equity theory, which of the following, if true, would strengthen the argument that Megan is trying to gain a sense of equity by distorting her perception of herself?

Accepted Answer

A)  She thinks that her colleague is paid more because she is an Ivy League graduate. 
B)  She believes that she is less capable than her colleague. 
C)  She assumes that her colleague received a higher package due to changes in industry standards. 
D)  She believes that her salary is not commensurate with her skills and experience. 
E)  She believes that she is doing a lot better career-wise compared to the people with whom she graduated. 
A)  She thinks that her colleague is paid more because she is an Ivy League graduate. 
B)  She believes that she is less capable than her colleague. 
C)  She assumes that her colleague received a higher package due to changes in industry standards. 
D)  She believes that her salary is not commensurate with her skills and experience. 
E)  She believes that she is doing a lot better career-wise compared to the people with whom she graduated.

Question 6

Explain how a manager motivates employees with reference to Herzberg's two-factor theory.

Accepted Answer

According to Herzberg, the factors that

Question 7

The ________ element of motivation describes how hard a person tries.

Accepted Answer

A)  intelligence 
B)  experience 
C)  direction 
D)  intensity 
E)  persistence 
A)  intelligence 
B)  experience 
C)  direction 
D)  intensity 
E)  persistence

Question 8

Which of the following sources of increasing self-efficacy involves gaining relevant experience with a particular task or job?

Accepted Answer

A)  verbal persuasion 
B)  enactive mastery 
C)  vicarious modeling 
D)  arousal 
E)  cognitive learning 
A)  verbal persuasion 
B)  enactive mastery 
C)  vicarious modeling 
D)  arousal 
E)  cognitive learning

Question 9

What are the four ways of increasing self-efficacy as proposed by Albert Bandura?

Accepted Answer

The researcher who developed self-effica

Question 10

You manage a department of five employees. You have identified that Joe has a high need for achievement, Mary has a high need for power, and Tim has a high need for affiliation. Sarah scored high on the need for power and low on the need for affiliation. Doug scored low on both need for power and need for affiliation.
-Which of these five employees is most suitable for handling your responsibilities when you are on vacation?

Accepted Answer

A)  Joe 
B)  Mary 
C)  Tim 
D)  Sarah 
E)  Doug 
A)  Joe 
B)  Mary 
C)  Tim 
D)  Sarah 
E)  Doug

Question 11

MBO emphasizes goals that are ________.

Accepted Answer

A)  tangible, verifiable, and measurable 
B)  achievable, controllable, and profitable 
C)  inspirational, verifiable, and creative 
D)  tangible, rewarding, and assigned 
E)  profitable, attainable, and self-set 
A)  tangible, verifiable, and measurable 
B)  achievable, controllable, and profitable 
C)  inspirational, verifiable, and creative 
D)  tangible, rewarding, and assigned 
E)  profitable, attainable, and self-set

Question 12

The investment of an employee's physical, cognitive, and emotional energies into job performance is called ________.

Accepted Answer

A)  vicarious modeling 
B)  self-determination 
C)  job engagement 
D)  management by objectives 
E)  job analysis 
A)  vicarious modeling 
B)  self-determination 
C)  job engagement 
D)  management by objectives 
E)  job analysis

Question 13

Megan graduated from college three years ago and has been working at Sterba Inc. ever since. A conscientious employee, she has consistently received good performance evaluations. She recently found out that a younger colleague, who was just recruited to her team, is drawing a higher salary than she is for doing the same type of work.
-Following this discovery, Megan starts coming to work late and her productivity begins to suffer. Which of the following is most similar to the scenario mentioned above based on the equity theory?

Accepted Answer

A)  Dawn starts coming to work early and stays late once she learns that the mid-term review is around the corner. 
B)  Greg believes he works harder than any of the other members in his department as they often leave the office before him. 
C)  Lisa starts working longer hours after learning that her co-workers earn less than she does for the same work. 
D)  Myrtle produces a higher number of units to compensate for the lower quality of her output. 
E)  Beth submits her resignation after she was passed over for promotion for the second time. 
A)  Dawn starts coming to work early and stays late once she learns that the mid-term review is around the corner. 
B)  Greg believes he works harder than any of the other members in his department as they often leave the office before him. 
C)  Lisa starts working longer hours after learning that her co-workers earn less than she does for the same work. 
D)  Myrtle produces a higher number of units to compensate for the lower quality of her output. 
E)  Beth submits her resignation after she was passed over for promotion for the second time.

Question 14

In equity theory, individuals assess the ________.

Accepted Answer

A)  cost-benefit ratio 
B)  efficiency-effectiveness trade-off 
C)  quantity-quality trade-off 
D)  outcome-input ratio 
E)  quality of outcome 
A)  cost-benefit ratio 
B)  efficiency-effectiveness trade-off 
C)  quantity-quality trade-off 
D)  outcome-input ratio 
E)  quality of outcome

Question 15

People who pursue goals for intrinsic reasons are more likely to attain their goals and are happy even if they do not.

Accepted Answer

A) True 
 B)False

Question 16

________ argues that people learn to behave to get something they want or to avoid something they don't want.

Accepted Answer

A)  Theory Y 
B)  Theory X 
C)  Social cognitive theory 
D)  Operant conditioning theory 
E)  McClelland's theory of needs 
A)  Theory Y 
B)  Theory X 
C)  Social cognitive theory 
D)  Operant conditioning theory 
E)  McClelland's theory of needs

Question 17

A(n) ________ is any consequence immediately following a response that increases the probability that the behavior will be repeated.

Accepted Answer

A)  conclusion 
B)  reinforcer 
C)  goal 
D)  objective 
E)  referent 
A)  conclusion 
B)  reinforcer 
C)  goal 
D)  objective 
E)  referent

Question 18

Mark is an excellent technical writer. He has never missed a deadline and all his projects are of superior quality. He now wants to telecommute two days a week, so that he can spend more time with his family. He feels that he has proven his reliability. However, his boss is unable to comply with his request and gives him a substantial raise instead. According to the expectancy theory, Mark's disappointment demonstrates a breakdown in the ________ relationship.

Accepted Answer

A)  performance-reward 
B)  effort-performance 
C)  rewards-personal goals 
D)  effort-satisfaction 
E)  performance-achievement 
A)  performance-reward 
B)  effort-performance 
C)  rewards-personal goals 
D)  effort-satisfaction 
E)  performance-achievement

Question 19

A prevention (but not a promotion) focus is related to higher levels of ________.

Accepted Answer

A)  citizenship behavior 
B)  innovation 
C)  safety performance 
D)  task performance 
E)  technology 
A)  citizenship behavior 
B)  innovation 
C)  safety performance 
D)  task performance 
E)  technology

Question 20

Helen, a high school teacher, wants her students to actively participate more in class. She has decided to use reinforcement theory to get the required results. Which of the following methods is she most likely to use?

Accepted Answer

A)  She is going to call on students who never participate. 
B)  She is going to yell at students, telling them that they are not making good grades. 
C)  She is going to ask the students that always participate to allow the others to have a chance. 
D)  She is going to model what active participation should look like at the beginning of class. 
E)  She is going to give students an extra mark each time that they contribute. 
A)  She is going to call on students who never participate. 
B)  She is going to yell at students, telling them that they are not making good grades. 
C)  She is going to ask the students that always participate to allow the others to have a chance. 
D)  She is going to model what active participation should look like at the beginning of class. 
E)  She is going to give students an extra mark each time that they contribute.

With reference to the expectancy theory, which of the following examples indicates a weak rewards-personal goals relationship?

In the context of social learning, explain the four processes that determine a model's influence on an individual.

Why do people who perceive themselves as victims of interactional injustice often blame their immediate supervisor rather than the organization at large?

Why are people motivated by challenging goals?

Explain how a manager motivates employees with reference to Herzberg's two-factor theory.

The ________ element of motivation describes how hard a person tries.

Which of the following sources of increasing self-efficacy involves gaining relevant experience with a particular task or job?

What are the four ways of increasing self-efficacy as proposed by Albert Bandura?

MBO emphasizes goals that are ________.

The investment of an employee's physical, cognitive, and emotional energies into job performance is called ________.

In equity theory, individuals assess the ________.

People who pursue goals for intrinsic reasons are more likely to attain their goals and are happy even if they do not.

________ argues that people learn to behave to get something they want or to avoid something they don't want.

A(n) ________ is any consequence immediately following a response that increases the probability that the behavior will be repeated.

A prevention (but not a promotion) focus is related to higher levels of ________.

Helen, a high school teacher, wants her students to actively participate more in class. She has decided to use reinforcement theory to get the required results. Which of the following methods is she most likely to use?

What Is Organizational Behavior?

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Human Resource Policies and Practices

Organizational Change and Stress Management

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Exam 7: Motivation Concepts

With reference to the expectancy theory, which of the following examples indicates a weak rewards-personal goals relationship?

In the context of social learning, explain the four processes that determine a model's influence on an individual.

Why do people who perceive themselves as victims of interactional injustice often blame their immediate supervisor rather than the organization at large?

Why are people motivated by challenging goals?

Explain how a manager motivates employees with reference to Herzberg's two-factor theory.

The ________ element of motivation describes how hard a person tries.

Which of the following sources of increasing self-efficacy involves gaining relevant experience with a particular task or job?

What are the four ways of increasing self-efficacy as proposed by Albert Bandura?

MBO emphasizes goals that are ________.

The investment of an employee's physical, cognitive, and emotional energies into job performance is called ________.

In equity theory, individuals assess the ________.

People who pursue goals for intrinsic reasons are more likely to attain their goals and are happy even if they do not.

________ argues that people learn to behave to get something they want or to avoid something they don't want.

A(n) ________ is any consequence immediately following a response that increases the probability that the behavior will be repeated.

A prevention (but not a promotion) focus is related to higher levels of ________.

Helen, a high school teacher, wants her students to actively participate more in class. She has decided to use reinforcement theory to get the required results. Which of the following methods is she most likely to use?

What Is Organizational Behavior?

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Foundations of Organization Structure

Organizational Culture

Human Resource Policies and Practices

Organizational Change and Stress Management

Filters