Deck 5: Foundations of Employee Motivation

Question 1

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

Answer 1

True

Question 2

Experts agree that drives are limited to physiological essentials,such as hunger and thirst.

Answer 2

False

Question 3

The stronger your needs the less motivated you are to fulfill them,because you feel they are out of reach.

Answer 3

False

Question 4

According to one report,employees aged 25 to 34 are more likely to feel demotivated at work.

Question 5

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

Question 6

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

Question 7

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

Question 8

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

Question 9

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

Question 10

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

Question 11

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

Question 12

Only 23 percent of Canadian employees report being "engaged" in their jobs.

Question 13

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

Question 14

Motivation is closely related to the concept of employee engagement.

Question 15

Most employers say that nowadays motivating employees is more challenging than it used to be.

Question 16

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

Question 17

The problem with the concept of employee engagement is that it lacks theoretical foundation.

Question 18

The positive organizations behaviour perspective focuses on teaching students the correct behaviours expected of them in modern work organizations.

Question 19

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

Question 20

ERG theory recognizes three learned needs: achievement,affiliation and power.

Question 21

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

Question 22

Successful entrepreneurs tend to have a high need for achievement.

Question 23

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

Question 24

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

Question 25

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

Question 26

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

Question 27

One advantage of ERG theory over Maslow's needs hierarchy theory is that the ERG model seems to explain human motivation somewhat better.

Question 28

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

Question 29

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

Question 30

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

Question 31

Human needs cluster more neatly around the three needs categories in ERG theory than the five needs categories in Maslow's needs hierarchy.

Question 32

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 33

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

Question 34

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 35

Four-drives theory encourages organizations to rely on financial rewards rather than non-financial rewards to motivate employees.

Question 36

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

Question 37

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 38

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

Question 39

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

Question 40

According to ERG theory,a person can regress down the hierarchy of needs,when they fail to fulfill higher needs.

Question 41

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

Question 42

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

Question 43

Participation in goal formation tends to increase performance when employees lack commitment to assigned goals.

Question 44

Employee motivation is explained reasonably well by the expectancy theory model.

Question 45

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

Question 46

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

Question 47

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

Question 48

Feedback is a source of motivation as well as learning.

Question 49

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

Question 50

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

Question 51

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 52

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

Question 53

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

Question 54

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

Question 55

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

Question 56

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

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

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 59

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

Question 60

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

Question 61

Procedural justice is influenced by the policies and practices that decision makers follow as well as their standards of interpersonal conduct.

Question 62

One of the most common consequences of over reward inequity is that overpaid employees try to increase their inputs by working harder.

Question 63

Equity theory research has found that employees who feel over rewarded tend to alter their perceptions of inputs and outcomes rather than attempt to actually change them.

Question 64

Under reward inequity occurs when your outcome/input ratio is lower than the outcome/input ratio of a comparison other.

Question 65

Distributive justice increases directly with the extent that the decision allows voice,can be appealed,and has an unbiased decision maker.

Question 66

Combining goal setting with monetary incentives motivates many employees to set up difficult goals.

Question 67

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

Question 68

When employees want to improve their self-image,they seek out positive feedback from social sources.

Question 69

Feelings of procedural injustice produce anger,which,in turn,generates either withdrawal or aggression.

Question 70

One problem with equity theory is that it incorrectly assumes people are individualistic,rational,and selfish.

Question 71

According to equity theory,employees feel inequity only when other people receive higher salaries than they do.

Question 72

Feelings of inequity occur when employees receive less than others,but not when they receive more than others.

Question 73

To determine the fairness of pay or other outcomes,people almost always rely on the equity principle.

Question 74

Giving employees an explanation for a negative decision has no effect on procedural justice.

Question 75

Over reward inequity occurs whenever other people receive less money than you do.

Question 76

One of the most significant discoveries in equity theory research is that people tend to keep the same comparison other throughout their working lives.

Question 77

'Benevolents' and 'Entitleds' represent opposing ends of the equity sensitivity continuum.

Question 78

The distributive justice principle states that everyone should receive the same rewards in life.

Question 79

In the equity theory model,a 'comparison other' is an individual or group of people against whom the person compares his or her outcome/input ratio.

Question 80

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