Question 1

In a(n) __________ reinforcement schedule, a consequence follows every instance of a behavior.

Accepted Answer

A)  continuous 
B)  intermittent 
C)  variable interval 
D)  fixed ratio 
E)  variable ratio 
A)  continuous 
B)  intermittent 
C)  variable interval 
D)  fixed ratio 
E)  variable ratio A

Question 2

Punishment is also called avoidance learning.

Accepted Answer

A) True 
 B)False  False

Question 3

__________ strengthen behavior (i.e., increase its frequency).

Accepted Answer

A)  Positive and negative reinforcement 
B)  Negative reinforcement and extinction 
C)  Positive reinforcement and extinction 
D)  Negative reinforcement, positive reinforcement, and punishment 
E)  Negative reinforcement, positive reinforcement, extinction, and punishment 
A)  Positive and negative reinforcement 
B)  Negative reinforcement and extinction 
C)  Positive reinforcement and extinction 
D)  Negative reinforcement, positive reinforcement, and punishment 
E)  Negative reinforcement, positive reinforcement, extinction, and punishment A

Question 4

According to the expectancy theory, __________ affect the conscious choices that people make about their motivation.

Accepted Answer

A)  equity, value-added, and instrumentality 
B)  valence, expectancy, and instrumentality 
C)  expectancy, reinforcement, and instrumentality 
D)  instrumentality, equity, and expectancy 
E)  expectancy, equity, and reinforcement 
A)  equity, value-added, and instrumentality 
B)  valence, expectancy, and instrumentality 
C)  expectancy, reinforcement, and instrumentality 
D)  instrumentality, equity, and expectancy 
E)  expectancy, equity, and reinforcement

Question 5

Distributive justice refers to the perceived fairness of the process used to make reward allocation decisions.

Accepted Answer

A) True 
 B)False

Question 6

In general, extrinsic rewards are more important to workers than intrinsic rewards.

Accepted Answer

A) True 
 B)False

Question 7

To use expectancy theory to motivate employees, managers can

Accepted Answer

A)  assign specific, challenging goals 
B)  make all rewards equal in value 
C)  avoid overreward and underreward 
D)  avoid the use of empowerment 
E)  systematically gather information to find out what employees want from their jobs 
A)  assign specific, challenging goals 
B)  make all rewards equal in value 
C)  avoid overreward and underreward 
D)  avoid the use of empowerment 
E)  systematically gather information to find out what employees want from their jobs

Question 8

Which of the following is a basic component of equity theory?

Accepted Answer

A)  valences 
B)  reinforcement 
C)  referents 
D)  instrumentality 
E)  expectancy 
A)  valences 
B)  reinforcement 
C)  referents 
D)  instrumentality 
E)  expectancy

Question 9

On the basis of research evidence, the two basic needs categories are:

Accepted Answer

A)  tangible and intangible needs 
B)  physiological and psychological needs 
C)  higher-order and lower-order needs 
D)  extrinsic and intrinsic needs 
E)  realized and unrealized needs 
A)  tangible and intangible needs 
B)  physiological and psychological needs 
C)  higher-order and lower-order needs 
D)  extrinsic and intrinsic needs 
E)  realized and unrealized needs

Question 10

Goal acceptance is most similar to the idea of:

Accepted Answer

A)  goal congruity 
B)  goal commitment 
C)  goal valence 
D)  goal expectancy 
E)  groupthink 
A)  goal congruity 
B)  goal commitment 
C)  goal valence 
D)  goal expectancy 
E)  groupthink

Question 11

Which of the following statements about goal-setting theory is true?

Accepted Answer

A)  Feedback should not be specific. 
B)  Goals should be specific, measurable, attainable, and generalized. 
C)  Workers do not have to truly accept organizational goals for goal-setting theory to be motivational. 
D)  Goals can energize behavior. 
E)  None of the above statements about goal-setting theory is true. 
A)  Feedback should not be specific. 
B)  Goals should be specific, measurable, attainable, and generalized. 
C)  Workers do not have to truly accept organizational goals for goal-setting theory to be motivational. 
D)  Goals can energize behavior. 
E)  None of the above statements about goal-setting theory is true.

Question 12

The primary ways for creating reinforcement contingencies in organizations are:

Accepted Answer

A)  extrinsic rewards and the schedules of reinforcement 
B)  extrinsic and intrinsic rewards 
C)  perceptions of equity and reward desirability 
D)  situational motivators 
E)  higher-order needs and organizational structure 
A)  extrinsic rewards and the schedules of reinforcement 
B)  extrinsic and intrinsic rewards 
C)  perceptions of equity and reward desirability 
D)  situational motivators 
E)  higher-order needs and organizational structure

Exam 13: Motivation: Part B

In a(n) __________ reinforcement schedule, a consequence follows every instance of a behavior.

Punishment is also called avoidance learning.

__________ strengthen behavior (i.e., increase its frequency).

According to the expectancy theory, __________ affect the conscious choices that people make about their motivation.

Distributive justice refers to the perceived fairness of the process used to make reward allocation decisions.

In general, extrinsic rewards are more important to workers than intrinsic rewards.

To use expectancy theory to motivate employees, managers can

Which of the following is a basic component of equity theory?

On the basis of research evidence, the two basic needs categories are:

Goal acceptance is most similar to the idea of:

Which of the following statements about goal-setting theory is true?

The primary ways for creating reinforcement contingencies in organizations are:

Management

Management: Part A

Management: Part B

History of Management

History of Management: Part A

History of Management: Part B

Organizational Environments and Cultures

Organizational Environments and Cultures: Part A

Organizational Environments and Cultures: Part B

Ethics and Social Responsibility

Ethics and Social Responsibility: Part A

Ethics and Social Responsibility: Part B

Planning and Decision Making

Planning and Decision Making: Part A

Planning and Decision Making: Part B

Organizational Strategy

Organizational Strategy: Part A

Organizational Strategy: Part B

Innovation and Change

Innovation and Change: Part A

Innovation and Change: Part B

Global Management

Global Management: Part A

Global Management: Part B

Designing Adaptive Organizations

Designing Adaptive Organizations: Part A

Designing Adaptive Organizations: Part B

Managing Teams

Managing Teams: Part A

Managing Teams: Part B

Managing Human Resource Systems

Managing Human Resource Systems: Part A

Managing Human Resource Systems: Part B

Managing Individuals and a Diverse Work Force

Managing Individuals and a Diverse Work Force: Part A

Managing Individuals and a Diverse Work Force: Part B

Motivation

Motivation: Part A

Leadership

Leadership: Part A

Leadership: Part B

Managing Communication

Managing Communication: Part A

Managing Communication: Part B

Control

Control: Part A

Control: Part B

Managing Information

Managing Information: Part A

Managing Information: Part B

Managing Service and Manufacturing Operations

Managing Service and Manufacturing Operations: Part A

Managing Service and Manufacturing Operations: Part B

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