Question 1

It is important that employees perceive a clear linkage between rewards and performance.

Accepted Answer

A) True 
 B)False

Question 2

In an effort to motivate and retain top performers, more companies are increasing the differential between top and bottom performers.

Accepted Answer

A) True 
 B)False

Question 3

Two specific forms of individual-based pay-for-performance programs

Accepted Answer

A) stock options and gainsharing. 
B) piece-rate wages and gainsharing. 
C) profit-sharing and gainsharing. 
D) variable-pay programs and piece-rate wages. 
E) piece-rate wages and bonuses. 
A) stock options and gainsharing. 
B) piece-rate wages and gainsharing. 
C) profit-sharing and gainsharing. 
D) variable-pay programs and piece-rate wages. 
E) piece-rate wages and bonuses.

Question 4

Countries that put a high value on individualism place little emphasis on an individual's responsibility for performance that leads to rewards.

Accepted Answer

A) True 
 B)False

Question 5

SCENARIO 5-1
Your corporation has decided to let employees purchase stock in an employee stock ownership plan (ESOP).Each employee will have the opportunity to have a certain percentage of his or her pay put into an account to purchase stock in the company.
You should expect employee satisfaction to increase.

Accepted Answer

A) True 
 B)False

Question 6

According to the JCM, any job can be described in terms of five core dimensions

Accepted Answer

A) motivational factors, performance outcomes, satisfaction, activities, and growth. 
B) skill variety, task identity, task significance, autonomy and feedback. 
C) meaningfulness, experience, outcomes, tasks, skill acquisition. 
D) collaboration, choice, evaluation, motivation and opportunity. 
E) skill variety, collaboration, outcomes, satisfaction and feedback. 
A) motivational factors, performance outcomes, satisfaction, activities, and growth. 
B) skill variety, task identity, task significance, autonomy and feedback. 
C) meaningfulness, experience, outcomes, tasks, skill acquisition. 
D) collaboration, choice, evaluation, motivation and opportunity. 
E) skill variety, collaboration, outcomes, satisfaction and feedback.

Question 7

The three categories of jobs identified as most appropriate to telecommuting are

Accepted Answer

A) routine information-handling tasks, public relations tasks, and repetitive tasks 
B) routine information-handling tasks, intricate tasks, and repetitive tasks 
C) routine information-handling tasks, mobile activities and professional/knowledge-related tasks 
D) routine information-handling tasks, managerial tasks, and service-related tasks 
E) routine information-handling tasks, routine tracking tasks, and routine organizational tasks 
A) routine information-handling tasks, public relations tasks, and repetitive tasks 
B) routine information-handling tasks, intricate tasks, and repetitive tasks 
C) routine information-handling tasks, mobile activities and professional/knowledge-related tasks 
D) routine information-handling tasks, managerial tasks, and service-related tasks 
E) routine information-handling tasks, routine tracking tasks, and routine organizational tasks

Question 8

According to expectancy theory, for employees to be motivated

Accepted Answer

A) performance must be directly linked to rewards. 
B) their compensation must be incremental. 
C) they can expect to work less but still find financial benefits. 
D) rewards are irrelevant and performance is the key driver for motivation. 
E) performance must be indirectly linked to rewards. 
A) performance must be directly linked to rewards. 
B) their compensation must be incremental. 
C) they can expect to work less but still find financial benefits. 
D) rewards are irrelevant and performance is the key driver for motivation. 
E) performance must be indirectly linked to rewards.

Question 9

"We are most likely to become enthusiastic about what we are doing-and all else being equal, to do it well-when we are free to make decisions about the way we carry out a task." This speaks to which of the following approaches to creating a motivating work environment

Accepted Answer

A) establish incentive pay 
B) encourage collaboration 
C) enhance content 
D) provide choice 
E) provide the conditions for authentic motivation. 
A) establish incentive pay 
B) encourage collaboration 
C) enhance content 
D) provide choice 
E) provide the conditions for authentic motivation.

Question 10

When two or more people split a 40 hour a week job it is called

Accepted Answer

A) job compression. 
B) job sharing. 
C) job rotation. 
D) telework. 
E) job expansion. 
A) job compression. 
B) job sharing. 
C) job rotation. 
D) telework. 
E) job expansion.

Question 11

If an organization wants a group of individuals to function as a team, emphasis needs to be on

Accepted Answer

A) individual rewards, rather than team-based awards. 
B) team-based performance, rather than team-based rewards. 
C) individual rewards, rather than team-based rewards. 
D) a sense of company loyalty. 
E) team-based rewards, rather than individual rewards. 
A) individual rewards, rather than team-based awards. 
B) team-based performance, rather than team-based rewards. 
C) individual rewards, rather than team-based rewards. 
D) a sense of company loyalty. 
E) team-based rewards, rather than individual rewards.

Question 12

Pay for performance means employees must

Accepted Answer

A) share only in the rewards of a company. 
B) share in the risks as well as the rewards of their employer's business. 
C) share in the risks at the expense of the rewards of their employer's business. 
D) share all aspects of a company's business. 
E) share very little yet gain from any success the company might achieve. 
A) share only in the rewards of a company. 
B) share in the risks as well as the rewards of their employer's business. 
C) share in the risks at the expense of the rewards of their employer's business. 
D) share all aspects of a company's business. 
E) share very little yet gain from any success the company might achieve.

Question 13

A worker in a furniture factory who operates a lathe solely to make table legs is an example of a job with low task identity characteristics.

Accepted Answer

A) True 
 B)False

Question 14

Sam periodically shifts his employees from one task to another in order to give them some variety and the opportunity to learn new skills.This practice is known as

Accepted Answer

A) job design. 
B) job enrichment. 
C) job rotation. 
D) job satisfaction. 
E) job enlargement. 
A) job design. 
B) job enrichment. 
C) job rotation. 
D) job satisfaction. 
E) job enlargement.

Question 15

Nunavut has had great difficulty finding doctors willing to commit to serving the territory for more than short periods of time.This problem could be solved by

Accepted Answer

A) job enrichment. 
B) job redesign. 
C) job enlargement. 
D) job sharing. 
E) gainsharing. 
A) job enrichment. 
B) job redesign. 
C) job enlargement. 
D) job sharing. 
E) gainsharing.

Question 16

If a country put a high value on humane orientation, its reward preference would be

Accepted Answer

A) stock options. 
B) individual incentives. 
C) pay for performance. 
D) skill-based pay. 
E) workplace child-care programs. 
A) stock options. 
B) individual incentives. 
C) pay for performance. 
D) skill-based pay. 
E) workplace child-care programs.

Question 17

A home security system installer who schedules work for the day, makes visits without supervision, and decides the most effective system and techniques for each installation has a job that has

Accepted Answer

A) high autonomy. 
B) high significance. 
C) high identity. 
D) high variety. 
E) high feedback. 
A) high autonomy. 
B) high significance. 
C) high identity. 
D) high variety. 
E) high feedback.

Question 18

Job enrichment refers to

Accepted Answer

A) the vertical expansion of jobs. 
B) the horizontal expansion of jobs. 
C) both vertical and horizontal expansion of jobs. 
D) the complexity of motivational incentives being offered in the workplace. 
E) the relationship between motivation and bonuses. 
A) the vertical expansion of jobs. 
B) the horizontal expansion of jobs. 
C) both vertical and horizontal expansion of jobs. 
D) the complexity of motivational incentives being offered in the workplace. 
E) the relationship between motivation and bonuses.

Question 19

Terry likes to see a direct connection between her performance and the compensation she receives each year.Terry prefers a

Accepted Answer

A) merit-based pay program. 
B) seniority-based pay program. 
C) inflation-based pay program. 
D) variable pay program. 
E) profit sharing pay program. 
A) merit-based pay program. 
B) seniority-based pay program. 
C) inflation-based pay program. 
D) variable pay program. 
E) profit sharing pay program.

Question 20

Thinking of money as a motivator, expectancy theory mainly suggests that

Accepted Answer

A) money plays no part in motivating employee behaviour. 
B) money is the only extrinsic motivator. 
C) individuals need to value the reward, whether it is money or something else, or it won't be motivational. 
D) individuals care little about the value of the reward but appreciate the gesture. 
E) the mere suggestion of more money will motivate employees. 
A) money plays no part in motivating employee behaviour. 
B) money is the only extrinsic motivator. 
C) individuals need to value the reward, whether it is money or something else, or it won't be motivational. 
D) individuals care little about the value of the reward but appreciate the gesture. 
E) the mere suggestion of more money will motivate employees.

It is important that employees perceive a clear linkage between rewards and performance.

In an effort to motivate and retain top performers, more companies are increasing the differential between top and bottom performers.

Two specific forms of individual-based pay-for-performance programs

Countries that put a high value on individualism place little emphasis on an individual's responsibility for performance that leads to rewards.

According to the JCM, any job can be described in terms of five core dimensions

The three categories of jobs identified as most appropriate to telecommuting are

According to expectancy theory, for employees to be motivated

"We are most likely to become enthusiastic about what we are doing-and all else being equal, to do it well-when we are free to make decisions about the way we carry out a task." This speaks to which of the following approaches to creating a motivating work environment

When two or more people split a 40 hour a week job it is called

If an organization wants a group of individuals to function as a team, emphasis needs to be on

Pay for performance means employees must

A worker in a furniture factory who operates a lathe solely to make table legs is an example of a job with low task identity characteristics.

Sam periodically shifts his employees from one task to another in order to give them some variety and the opportunity to learn new skills.This practice is known as

Nunavut has had great difficulty finding doctors willing to commit to serving the territory for more than short periods of time.This problem could be solved by

If a country put a high value on humane orientation, its reward preference would be

A home security system installer who schedules work for the day, makes visits without supervision, and decides the most effective system and techniques for each installation has a job that has

Job enrichment refers to

Terry likes to see a direct connection between her performance and the compensation she receives each year.Terry prefers a

Thinking of money as a motivator, expectancy theory mainly suggests that

What Is Organizational Behaviour

Perception Personality and Emotions

Values, Attitudes, and Diversity in the Workplace

Theories of Motivation

Groups and Teamwork

Communication

Power and Politics

Conflict and Negotiation

Organizational Culture

Leadership

Decision Making, Creativity, and Ethics

Organizational Structure

Organizational Change

Filters

Exam 5: Motivation in Action

It is important that employees perceive a clear linkage between rewards and performance.

In an effort to motivate and retain top performers, more companies are increasing the differential between top and bottom performers.

Two specific forms of individual-based pay-for-performance programs

Countries that put a high value on individualism place little emphasis on an individual's responsibility for performance that leads to rewards.

According to the JCM, any job can be described in terms of five core dimensions

The three categories of jobs identified as most appropriate to telecommuting are

According to expectancy theory, for employees to be motivated

"We are most likely to become enthusiastic about what we are doing-and all else being equal, to do it well-when we are free to make decisions about the way we carry out a task." This speaks to which of the following approaches to creating a motivating work environment

When two or more people split a 40 hour a week job it is called

If an organization wants a group of individuals to function as a team, emphasis needs to be on

Pay for performance means employees must

A worker in a furniture factory who operates a lathe solely to make table legs is an example of a job with low task identity characteristics.

Sam periodically shifts his employees from one task to another in order to give them some variety and the opportunity to learn new skills.This practice is known as

Nunavut has had great difficulty finding doctors willing to commit to serving the territory for more than short periods of time.This problem could be solved by

If a country put a high value on humane orientation, its reward preference would be

A home security system installer who schedules work for the day, makes visits without supervision, and decides the most effective system and techniques for each installation has a job that has

Job enrichment refers to

Terry likes to see a direct connection between her performance and the compensation she receives each year.Terry prefers a

Thinking of money as a motivator, expectancy theory mainly suggests that

What Is Organizational Behaviour

Perception Personality and Emotions

Values, Attitudes, and Diversity in the Workplace

Theories of Motivation

Groups and Teamwork

Communication

Power and Politics

Conflict and Negotiation

Organizational Culture

Leadership

Decision Making, Creativity, and Ethics

Organizational Structure

Organizational Change

Filters