Deck 6: Motivation

Question 1

Which researcher's theory included the concept of concurrent motivational drivers?

A) Alderfer
B) McClelland
C) Maslow
D) All of these researchers included this component in their respective theories

Answer 1

A
Explanation:A) Alderfer's theory holds that different needs can be pursued simultaneously. There is one motivational driver in Maslow and McClelland's theories; individuals are motivated by one driving need in both of these theories.

Question 2

An organization can increase employee motivation using which of the following interventions/actions?

A) Providing positive recognition
B) Setting challenging but achievable goals
C) Empower employees by adding responsibility
D) All of the above

Answer 2

D
Explanation:D) Recognition, achievement, and responsibility are all motivators in Herzberg's two-factor theory. Motivators increase satisfaction and can result in sustained motivation not seen with tangible rewards.

Question 3

What happens when skill variety, task identity, and task significance are present in a job?

A) Increased organizational commitment
B) Personal skill development leads to higher performance
C) Rewards need to increase to maintain current motivation
D) Intrinsic motivation results from the meaningful work

Answer 3

D
Explanation:D) When these three factors are present in a job, the job will be more meaningful and lead to intrinsic motivation.

Question 4

When motivation changes from intrinsic to extrinsic, performance ________.

A) Increases
B) Decreases
C) Remains constant
D) Becomes inconsistent

Question 5

Maslow's theory is now used ________.

A) By managers wanting to motivate without the need for tangible rewards
B) To motivate employees quickly with minimal effort
C) In public, but not private, organizations
D) Despite the lack of empirical evidence for its validity

Question 6

Upon graduation, you get your dream job at a firm making $500k annually which is highly motivating and extraordinarily satisfying to you. Basing your prediction entirely on your maintaining your current salary level, what will happen to your satisfaction and motivation in 5 years' time? Explain.

Question 7

Which of the following is not one of the three primary factors organizations should consider when motivating employees?

A) Factors related to the job
B) Factors related to the environment
C) Factors related to employee social interactions
D) Factors internal to the individual

Question 8

Which of the following is the most significant difference between theories of motivation developed by Maslow and Alderfer?

A) Maslow's theory has more categories than Alderfer's
B) Alderfer's theory contains more details about how to motivate using the theory than Maslow's
C) Regression is possible in Alderfer's theory but not in Maslow's
D) Maslow's theory incorporates strength of motivation but Alderfer's does not

Question 9

Which theorist developed the theory of motivation based on internal needs?

A) McClelland
B) Herzberg
C) McGregor
D) All of the above are based on internal factors

Question 10

Which theory of motivation is based in large part on the perception and evaluation of yourself and others?

A) Equity theory
B) Social exchange theory
C) Two factor theory
D) All of the above

Question 11

At which motivational level does Alderfer's ERG theory function?

A) Internal
B) Incentive
C) Individual
D) Progressive

Question 12

Someone with ________ is likely to excel at certain tasks, but they don't make the best managers because they focus on attaining their goals instead of the team or organization's goals, they tend to take personal credit for achievements instead of celebrating team success, they micromanage, and they don't involve or inspire others.

A) An introverted personality
B) A high need for power
C) A high need for achievement
D) A type A personality

Question 13

Which behavior is least likely to be exhibited by a highly-rated manager with a high need for power working in a hierarchical organization with clear lines of authority?

A) They are able to delegate easily
B) They network to gain favor with subordinates and colleagues
C) They place priority on organizational goals instead of their individual agendas
D) They make fair but sometimes unpopular decisions

Question 14

Can a manager increase an employee's intrinsic motivation? Why or why not? Explain.

Question 15

What is the common component driving equity theory and all dimensions of justice?

A) The organization's incentive program
B) The individual's perceptions
C) The referent other(s)
D) Equity theory is explained by the dimensions of justice

Question 16

When would your motivation for a task be the highest?

A) Working under a Theory X manager
B) Working under a Theory Y manager
C) You are in flow
D) You perceive equity

Question 17

According to expectancy theory, which of these situations would fail to motivate employees?

A) The employee doesn't value the reward
B) Increased effort doesn't result in increased performance
C) High performance is not rewarded
D) All of the above

Question 18

A manager who adheres to ________ chooses to micromanage to ensure his employees stay motivated and on task. A manager believing in ________ would increase motivation through adding responsibilities to challenge her employees. While both managers may initially see an increase in motivation and performance, the strategy taken by the ________ manager is likely to result in employees who are more motivated for a longer period of time and consistently deliver higher performance.

A) Theory X; Theory Y; Theory X
B) Theory X; Theory Y; Theory Y
C) Theory Y; Theory X; Theory Y
D) Theory Y; Theory X; Theory X

Question 19

Jason doesn't think it's fair that everyone gets the same annual raise as he does because he has been there longer and works harder. Jason is likely to perceive injustice on which of the four dimensions of justice?

A) Distributive justice
B) Procedural justice
C) Interpersonal justice
D) Informational justice

Question 20

Which tenet of Maslow's theory has been refuted by modern research?

A) Fulfilling lower order needs is required for the pursuit of higher order needs
B) Everyone is driven to achieve self-actualization
C) Once met, lower goals cease to motivate
D) Lower needs must be satisfied externally

Question 21

When does the strategy of talent management influence employees?

A) Before a candidate applies
B) Through employment branding media campaigns
C) Throughout their career with the company
D) All of the above

Question 22

While an organization expects performance to increase after a new rewards program begins, they may see performance decrements compared to pre-incentive levels. Why?

Question 23

An organization wants to increase the motivation and performance of their front-line workers. They have arranged the office space to facilitate frequent communication between employees, all supervisors have completed leadership training, and each week the company has lunch catered so supervisors and subordinates can mingle together. What does Herzberg's theory predict motivation will do after these changes are implemented?

A) Motivation will increase
B) Motivation will remain the same
C) Motivation will decrease
D) Herzberg's theory is not helpful in this situation

Question 24

Instead of motivating with monetary incentives, some organizations award points that employees can use to "buy" things they find desirable from numerous choices with various point values. The incentive an employee wants to earn will drive their efforts, resulting in higher performance. What theory of motivation best describes this method of motivation?

A) Choice theory
B) Expectancy theory
C) Equity theory
D) Cognitive evaluation theory

Question 25

An organization gives a 1% raise to everyone annually, and many employees are upset by this practice, so they have no motivation to work hard. Why are employees upset and unmotivated?

A) The practice is not consistent with an optimal experience
B) The amount of the raise is too small; a raise of at least 3% is needed to motivate
C) Everyone is treated the same; no distinction is made based on performance
D) There is no communication about why everyone gets a 1% raise