Deck 8: motivation and Empowerment

Question 1

Motivation refers to the forces that arouse enthusiasm and persistence to pursue a certain course of action.

Answer 1

True

Question 2

Pay-for-knowledge is a motivational approach that encourages people to work together rather than focus on individual achievements and rewards.

Answer 2

False

Question 3

When workers are not motivated to achieve organizational goals, the fault is often with the leader.

Answer 3

True

Question 4

Five elements must be in place before employees can be empowered to perform their jobs: information, knowledge, discretion, meaning, and rewards.

Question 5

When a union wins good pay, members want social and esteem needs met because:

A) low-order needs take priority.
B) social and self-esteem needs take priority.
C) once a need is satisfied, it declines in importance and the next need is activated.
D) both low-order needs take priority and once a need is satisfied, it declines in importance and the next need is activated.

Question 6

Critics of carrot-and-stick methods argue that carrot-and-stick approaches destroy people's motivation to work as a group.

Question 7

The importance of motivation is:

A) it can lead to high performance within organizations.
B) it can help satisfy followers' needs.
C) high employee motivation can lead to company profits.
D) all of these choices

Question 8

Hygiene factors fulfill high-level needs and include achievement, recognition, responsibility, and opportunity for growth.

Question 9

Empowerment is power sharing, the delegation of power or authority to subordinates in the organization.

Question 10

Job enrichment is a program that links at least a portion of employees pay on the number of skills he or she possesses.

Question 11

Insurance benefits or vacation time would be examples of:

A) intrinsic, individual rewards.
B) extrinsic, individual rewards.
C) extrinsic, system-wide rewards.
D) intrinsic, individual rewards.

Question 12

Equity theory proposes that people are motivated to seek social equity in the rewards they expect for performance.

Question 13

According to Hertzberg's two-factor theory, the leader's role is to:

A) use motivators to meet higher level needs of employees.
B) provide only hygiene factors to employees.
C) remove dissatisfiers.
D) use system-wide rewards.

Question 14

Intrinsic rewards:

A) are the internal satisfaction a person receives by performing a particular action.
B) are given by another person, typically a supervisor.
C) include pay raises and promotions.
D) are given to all people within an organization or a specific department.

Question 15

Incentive programs are unsuccessful because people are not motivated by money and lower needs.

Question 16

People with a high need for achievement tend to enjoy work that is entrepreneurial and innovative.

Question 17

A fully engaged employee is one who is emotionally connected to the organization and actively seeks to serve the mission.

Question 18

Extinction is the administration of a pleasant and rewarding consequence following a behavior.

Question 19

Expectancy Theory suggests that motivation depends on individuals' mental expectations about their ability to perform tasks and receive rewards.

Question 20

Critics of carrot-and-stick methods argue that intrinsic rewards diminish extrinsic rewards.

Question 21

The elements of empowerment include all EXCEPT:

A) information about company performance.
B) knowledge and skills.
C) individual rewards.
D) rewards based on company performance.

Question 22

Equity theory proposes that:

A) people are motivated to seek social equity in rewards they expect for performance.
B) if people perceive that their rewards are equal to others, they will be motivated.
C) when people perceive they are treated unfairly, motivation will decline.
D) all of these choices

Question 23

One way to enrich a job is to:

A) enlarge it, to extend the responsibility to cover several tasks.
B) use reward and punishment.
C) use the carrot and stick method.
D) focus on an employees lower needs.

Question 24

People who have a high need for affiliation are:

A) passive and uncritical.
B) successful "integrators" who coordinate the work of departments.
C) entrepreneurial and innovative.
D) associated with the top levels in the organizational hierarchy.

Question 25

According to the acquired needs theory, a need for power indicates:

A) the desire to accomplish something difficult, attain a high standard for success.
B) the desire to form close personal relationships and avoid conflict.
C) the desire to influence or control others and have authority over others.
D) the desire to master complex tasks.

Question 26

Pay for knowledge programs:

A) give employees real and psychological ownership in the organization.
B) incorporate high-level motivators into the work, including job responsibility.
C) link at least a portion of employees' monetary rewards to results or accomplishments.
D) base an employee's salary on the number of task skills he or she possesses.

Question 27

The most basic human needs are:

A) esteem needs.
B) affiliation needs.
C) physiological needs.
D) safety needs.

Question 28

The biggest difference in whether people feel engaged at work is:

A) the behavior of co-workers.
B) the behavior of unions.
C) the behavior of leaders.
D) the behavior of customers.

Question 29

Employees in companies with a social mission are highly motivated because of:

A) the extrinsic rewards they get from helping other people.
B) the intrinsic rewards they get from helping other people.
C) monetary incentives.
D) profit-sharing programs they get.

Question 30

Conventional management approaches:

A) appeal to an individual's lower, basic needs.
B) rely on extrinsic rewards and punishments to motivate subordinates.
C) are based on controlling the behavior of people by manipulating their decisions.
D) all of the choices

Question 31

Wages are based on ratings of skill, effort, and responsibility. This system is an example of:

A) carrot and stick methods.
B) the two-factor theory.
C) Maslow's hierarchy of needs.
D) expectancy theory.

Question 32

Reasons for empowerment do not include:

A) greater self-efficacy.
B) decreased job responsibility.
C) an understanding of how jobs are important to the organizational mission.
D) greater intrinsic satisfaction with the work.

Question 33

A feeling of self-fulfillment is an example of:

A) individual intrinsic rewards.
B) individual extrinsic rewards.
C) systemwide extrinsic rewards.
D) systemwide intrinsic rewards.

Question 34

Employee engagement means that people:

A) enjoy their jobs.
B) feel a sense of belonging to the organization.
C) contribute to meeting team and organizational goals.
D) all of these choices

Question 35

How can leaders address the carrot and stick controversy?

A) leaders can understand a program's strengths and weaknesses.
B) leaders can acknowledge the positive but limited effects of extrinsic motivators.
C) leaders can assure that subordinates' work offers self-satisfaction and a yearly raise.
D) all of these choices

Question 36

Immediate praise for an employee who arrives on time increases the likelihood of promptness. This is an example of:

A) extinction.
B) punishment.
C) positive reinforcement.
D) expectancy theory.

Question 37

Hygiene factors include all EXCEPT:

A) the working conditions.
B) interpersonal relationships.
C) the work itself.
D) supervisors.

Question 38

Organizations can give meaning to work through all EXCEPT:

A) employee engagement.
B) making employees satisfied with work conditions.
C) creating a horizontal structure.
D) making employees feel valued.

Question 39

Carrot-and-stick approaches destroy motivation to work as group because of all EXCEPT:

A) extrinsic rewards create a culture of competition not collaboration.
B) each person's success is mutually enjoyed because it benefits the organization.
C) employees who are mistrustful and threatened will not perform at their highest level.
D) coworkers may seize upon weaknesses to undermine each other and not share solutions.

Question 40

___________refers to an employee involvement program that ties additional pay to improvements in total employee performance.

A) Job enlargement
B) Gainsharing
C) Profit sharing
D) Job enrichment

Question 41

____________________ are the first dimension of Herzberg's two-factor theory which involves working conditions, pay, company policies, and interpersonal relationships.

Question 42

Describe the Two-Factor Theory.

Question 43

____________________ is a motivational approach that encourages people to work together rather than focus on individual achievements and rewards and ties additional pay to improvements in overall employee performance.

Question 44

____________________ is Maslow's theory that proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order.

Question 45

The empowerment continuum includes all EXCEPT:

A) quality circles.
B) employee engagement.
C) self-directed teams.
D) cross-functional teams.

Question 46

____________________ is a theory that suggests that motivation depends on individuals' mental expectation about their ability to perform tasks and receive desired rewards.

Question 47

What is motivation? Why is it important for leaders to understand motivation?

Question 48

Fairmont Hotels & Resorts lets award employees design their rewards to ensure that rewards will be valued and motivate employees. This is an example of:

A) equity theory.
B) job enlargement.
C) expectancy theory.
D) Maslow's hierarchy of needs.

Question 49

A New York Times reporter used reinforcement theory to shape her husband's behavior. When her husband did something she liked, such as throw a dirty shirt in the hamper, she would give him a hug. This is an example of:

A) extinction.
B) continous reinforcement.
C) positive reinforcement.
D) partial reinforcement.

Question 50

According to equity theory:

A) inputs include such things as education, experience, effort, and ability.
B) outcomes include pay, recognition, promotions, and other rewards.
C) a state of equity exists whenever the ratio of one person's outcomes to inputs equals the ratio of others' in the work group.
D) all of the choices

Question 51

How can leaders address the carrot and stick controversy?

Question 52

____________________: McClelland's theory that proposes that certain types of needs (achievement, affiliation, power) are acquired during an individual's lifetime.

Question 53

____________________ states that positively reinforced behavior tends to be repeated and behavior that is not reinforced tends not to be repeated.

Question 54

Employees who are actively disengaged:

A) actively undermine their organization's success.
B) meet their higher-level needs.
C) feel appreciated and recognized.
D) match their natural capabilities to the work.

Question 55

____________________ are internal satisfactions a person receives in the process of performing a particular action.

Question 56

____________________ refers to the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action

Question 57

____________________ are the second dimension of Herzberg's two-factor theory which involves job satisfaction and meeting higher-level needs such as achievement, recognition, responsibility, and opportunity for growth.

Question 58

____________________ are rewards that apply the same to all people within an organization or within a specific category or department.

Question 59

Describe the reinforcement approach to motivation.

Question 60

Why is empowerment difficult to implement?

Question 61

You are the owner of a small business with 10 employees. What methods would you use to motivate them?

Question 62

Describe Equity Theory.

Question 63

Describe employee engagement programs.

Question 64

Describe the needs-based theories of motivation.