Deck 5: Foundations of Employee Motivation

Question 1

Individual differences explain why needs can be "learned" to some extent.

Answer 1

True

Question 2

According to needs hierarchy theory,the need for self-actualization continues to develop even when it is fulfilled.

Answer 2

True

Question 3

The definition of employee engagement is still in debate.

Answer 3

True

Question 4

Young employees aged 25 to 34 are more likely to feel disengaged at work.

Question 5

Abraham Maslow was the first to recognize that human thoughts play a role in motivation.

Question 6

The concept of employee engagement is related to motivation,but not role perception.

Question 7

Maslow's needs hierarchy theory states that people are motivated by only one need at a time.

Question 8

Research indicates that employee engagement is associated with higher organizational citizenship.

Question 9

Maslow is credited for bringing a mechanistic perspective to the study of motivation.

Question 10

About 14 percent of Canadian employees are actively disengaged at work.

Question 11

Motivation is closely related to the concept of employee engagement.

Question 12

Maslow's needs hierarchy theory incorporates only five basic categories.

Question 13

Positive organizational behaviour focuses on teaching students the correct behaviours expected of them in modern work organizations.

Question 14

In the context of motivation,drives are also called primary needs,fundamental needs,or innate needs.

Question 15

The lowest levels of employee engagement are usually found in Brazil.

Question 16

Drives are needs,and are essential parts of human psychology.

Question 17

Drives are also called secondary needs because they come before motivation.

Question 18

Needs hierarchy theory explains how people develop perceptions of fairness in the distribution and exchange of resources.

Question 19

Needs are defined as goal-oriented forces that people experience.

Question 20

Motivation is one of the four essential drivers of individual behaviour and performance.

Question 21

Four-drive theory recommends keeping all four drives in "balance";that is,organizations should avoid too much or too little opportunity to fulfill each drive.

Question 22

According to four-drive theory,organizations maximize motivation by focusing employees on opportunities to fulfill only one of the four drives.

Question 23

According to expectancy theory,employee motivation will remain high even when the P-to-O expectancy falls to zero.

Question 24

According to learned needs theory,companies should hire leaders with a strong need for personalized power.

Question 25

Maslow's theory fails to account for the fact that people have different hierarchies.

Question 26

Two drives identified in four-drive theory are the drive to acquire and the drive to bond.

Question 27

Four-drive theory recommends that organizations rely on financial rewards rather than non-financial rewards to motivate employees.

Question 28

Successful entrepreneurs tend to have a high need for achievement.

Question 29

People with a high need for affiliation tend to be more effective in jobs that require them to mediate conflicts.

Question 30

People with a high need for achievement tend to avoid risks and prefer working in teams.

Question 31

According to learned needs theory,people with a high personalized need for power enjoy power for its own sake and use it to advance their career rather than to benefit others.

Question 32

People with a high need for affiliation tend to be more effective in jobs that allocate scarce resources among employees.

Question 33

According to four-drive theory,social norms,past experience,and personal values translate emotional signals into goal-directed effort.

Question 34

Expectancy theory of motivation states that people naturally direct their effort towards behaviours they believe are most likely to lead to desired outcomes.

Question 35

Maslow's needs hierarchy theory failed to explain the dynamics of employee needs because they falsely assume that everyone fits into a single needs hierarchy.

Question 36

According to four-drive theory,three drives are proactive (i.e.we actively seek to fulfill them),whereas the drive to defend is reactive (activated only in reaction to threat).

Question 37

A person's hierarchy of needs is influenced by his or her values.

Question 38

Four-drive theory states that people have a hierarchy of needs that they progress through as lower level needs are fulfilled.

Question 39

In four-drive theory,the drive to bond does not produce any emotional markers.

Question 40

David McClelland's research on need for achievement concluded that all needs are instinctive and fixed for life.

Question 41

According to social cognitive theory,people can reinforce their own behaviour.

Question 42

Negative reinforcement occurs when the introduction of a consequence increases or maintains the frequency or future probability of a behaviour.

Question 43

Continuous reinforcement provides the most rapid learning of the targeted behaviour.

Question 44

One problem with behaviour modification programs is that some employees view the variable ratio schedule of reinforcement as a form of gambling,like a lottery.

Question 45

Organizational behaviour modification emphasizes human thoughts rather than the environment as the source of all learning.

Question 46

One of the main problems with expectancy theory of motivation is that it does not identify the 'comparison other' in the motivation process.

Question 47

Punishment is the same as negative reinforcement.

Question 48

According to expectancy theory,communicating the existence of a performance-based reward system motivates employees by increasing their outcome valences.

Question 49

The variable ratio schedule of reinforcement makes behaviour highly resistant to extinction.

Question 50

One way to increase a person's P-to-O expectancy is to measure his or her job performance more accurately.

Question 51

The main problem with behavioural modelling is that it transfers explicit knowledge,but not tacit knowledge.

Question 52

Behaviour modification is an effective strategy for helping employees to improve their decision making and other conceptual activities.

Question 53

Expectancy theory is a useful model that explains motivation.

Question 54

Punishment decreases the frequency of future behaviour whereas negative reinforcement increases or maintains the frequency of future behaviour.

Question 55

If you praise an employee every time after he or she has performed the job well,then extinction of the desired behaviours is less likely to occur after you stop giving any more praise.

Question 56

Research has concluded that punishment and negative reinforcement should never be used in organizational settings.

Question 57

In expectancy theory,the performance-to-outcome expectancy represents the anticipated satisfaction or dissatisfaction that an individual places on an outcome.

Question 58

Expectancy theory identifies emotions as a key component of employee motivation.

Question 59

In behaviour modification,antecedents refer to environmental cues,informing employees that certain behaviours will have particular consequences.

Question 60

One way to increase an employee's E-to-P expectancy regarding a specific task is to increase the person's self-confidence through counselling and coaching.

Question 61

Goal setting tends to be more effective when the goals are specific rather than general.

Question 62

The idea behind 360-degree feedback is that employees should receive feedback for 360 continuous days.

Question 63

Balanced scorecards are used mainly to measure performance of production employees.

Question 64

Research suggests that feedback originating only from the supervisor provides more complete and accurate information than feedback received through a 360-degree process.

Question 65

Reviewing goal progress can be a source of motivation as well as learning.

Question 66

Strengths-based coaching is also known as appreciative coaching.

Question 67

Behavioural modelling can increase an observer's self-confidence.

Question 68

The optimal level of goal difficulty occurs where the goal has more than a low level,but less than a moderate level of goal difficulty.

Question 69

Strengths-based coaching is inconsistent with self-enhancement.

Question 70

Feedback to employees is most effective when it is frequent,credible,and general.

Question 71

Feedback can be more frequent when employees perform short rather than long job cycles.

Question 72

Goal setting potentially improves employee performance by increasing motivation and clarifying role perceptions.

Question 73

Compared to supervisor-only feedback,360-degree feedback tends to produce more ambiguous and conflicting feedback.

Question 74

Goals need to be measurable.

Question 75

The balanced scorecard is a performance measurement system that rewards people on several factors.

Question 76

People self-regulate by engaging in self-reinforcement.

Question 77

According to social cognitive theory,people learn to anticipate consequences mainly by observing the experiences of other people.

Question 78

Employees consider feedback from nonsocial sources to be more accurate than feedback from social sources.

Question 79

To learn about their progress towards goal accomplishment,employees usually prefer feedback from supervisors and other people.

Question 80

Goal setting is more effective when employees can easily complete the goals assigned to them.