Deck 15: Motivation and Rewards

Question 1

Physiological, safety and social needs are __________ according to Maslow's hierarchy of needs theory.

A) inferior needs
B) superior needs
C) lower order needs
D) higher order needs
E) survival order needs

Answer 1

C

Question 2

High need achievers prefer work that:

A) involves individual responsibility for results.
B) involves achievable but challenging goals.
C) provides feedback on performance.
D) All of the options listed
E) None of the options listed

Answer 2

A

Question 3

Taken together, the content theories of motivation have several managerial implications. Which of the following is NOT one of these managerial implications?

A) The distinction between lower level and higher level needs does appear to be useful.
B) Research has clearly determined a perfect list of individual work-related needs.
C) Each of the needs identified by Maslow, Alderfer and McClelland can help managers understand the needs of people at work.
D) Pay can be used to satisfy existence, achievement and social needs.
E) For any given individual, needs will be valued differently at different times and at different ages or career stages.

Answer 3

B

Question 4

A person at the social level of Maslow's hierarchy will be motivated by:

A) job security.
B) merit pay increases.
C) participation in decision making.
D) a compatible supervisor.
E) good fringe benefits.

Question 5

__________ are externally administered; they are valued outcomes given to someone by another person, typically a supervisor or higher level manager.

A) Extrinsic rewards
B) Valences
C) Higher order needs
D) Intrinsic rewards
E) Lower order needs

Question 6

According to the two-factor theory of motivation, all of the following are sources of job satisfaction EXCEPT:

A) sense of responsibility.
B) opportunity for advancement.
C) feeling of personal growth.
D) working conditions.
E) sense of achievement.

Question 7

Maslow's __________ holds that a need at one level does not become activated until the next lower level need is already satisfied.

A) reinforcement principle
B) hierarchy principle
C) progression principle
D) satisfier principle
E) deficit principle

Question 8

Which of the following items does NOT accurately describe satisfier factors in the two-factor theory?

A) Satisfiers contribute to job satisfaction.
B) Satisfiers refer to the nature of the job itself.
C) Satisfiers prevent job dissatisfaction from occurring.
D) Satisfiers reflect the things that turn people on.
E) Satisfiers include a sense of achievement, recognition, responsibility, advancement or personal growth.

Question 9

__________ refer(s) to forces within the individual that account for the level, direction and persistence of effort expended at work.

A) Work desire
B) Career aspiration
C) Job expectations
D) Motivation
E) Job preferences

Question 10

Which of the following is an INCORRECT description of need satisfaction in Maslow's hierarchy?

A) Esteem needs are satisfied by both intrinsic and extrinsic rewards.
B) Self-actualisation needs are satisfied entirely with intrinsic rewards.
C) Physiological needs are satisfied entirely by extrinsic rewards.
D) Safety needs are satisfied entirely by extrinsic rewards.
E) Social needs are satisfied by both intrinsic and extrinsic rewards.

Question 11

Which of the following statements about the implications of motivation is INCORRECT?

A) Understanding motivation and applying motivational concepts are incidental to exercising effective leadership with respect to inspiring people to work hard.
B) A manager who leads through motivation creates conditions under which other people are consistently inspired to work hard.
C) A highly motivated workforce is essential for organisations to consistently achieve high-performance outcomes.
D) A highly motivated person works hard at a job.
E) An unmotivated person does not work hard at a job.

Question 12

Physiological needs can be fulfilled with all of the following outcomes EXCEPT:

A) refreshment breaks.
B) rest.
C) reasonable work hours.
D) physical comfort on the job.
E) safe working conditions.

Question 13

In the two-factor theory of motivation, satisfier factors involve _______ and affect ________.

A) job content; job dissatisfaction
B) both job context and content; both job satisfaction and dissatisfaction
C) job context; job dissatisfaction
D) job context; job satisfaction
E) job content; job satisfaction

Question 14

The needs contained in Alderfer's ERG theory of motivation include:

A) desires for continued psychological growth and development.
B) desires for physiological and material wellbeing.
C) desires for satisfying interpersonal relationships.
D) All of the options listed
E) None of the options listed

Question 15

From a practical perspective, the two-factor theory suggests that managers should:

A) pay attention to both context and content.
B) always correct poor job context to eliminate any actual or potential sources of job dissatisfaction.
C) build satisfier factors into job content to maximise opportunities for job satisfaction.
D) All of the options listed
E) None of the options listed

Question 16

A person at the self-actualisation level of Maslow's hierarchy will be satisfied by all of the following outcomes EXCEPT:

A) job autonomy.
B) friendly co-workers.
C) participation in decision making.
D) job flexibility.
E) creative and challenging work.

Question 17

To take full advantage of the possibilities for creatively linking rewards and performance, managers must:

A) clearly understand what people want from work.
B) allocate rewards to satisfy the interests of both individuals and the organisation.
C) respect diversity and individual differences.
D) All of the options listed
E) None of the options listed

Question 18

The content theories of motivation include all of the following EXCEPT:

A) acquired-needs theory.
B) goal-setting theory.
C) ERG theory.
D) two-factor theory.
E) hierarchy of needs theory.

Question 19

An extremely high need for __________ may interfere with a person's ability to make decisions with which others disagree.

A) personal power
B) achievement
C) security
D) social power
E) affiliation

Question 20

A person who likes praise and recognition from his or her supervisor is seeking the satisfaction of the __________ needs in Maslow's hierarchy.

A) social
B) safety
C) esteem
D) self-actualisation
E) physiological

Question 21

From the motivational perspective of expectancy theory, a manager who uses the staffing process to try to hire people with abilities that fit well with job requirements is making an important step toward maximising __________ for these individuals.

A) instrumentalities
B) expectancies
C) inequities
D) attributions
E) valences

Question 22

In Victor Vroom's expectancy theory of motivation, __________ refers to the person's belief that working hard will result in a desired level of task performance.

A) instrumentality
B) comparable worth
C) the multiplier effect
D) valence
E) expectancy

Question 23

Which of the following statements is INACCURATE?

A) Both intrinsic and extrinsic rewards can help the manager to lead effectively through motivation.
B) Reinforcement theory helps managers understand the environment as a major source of rewards and how people's behaviour is influenced by these environmental consequences.
C) Process theories help managers to understand how people give meaning to rewards and then respond with various work-related behaviours.
D) Trait theories of leadership provide insights into how to accomplish the maximum motivational impact.
E) Content theories help managers to understand human needs and how people with different needs may respond to different work situations.

Question 24

In Maslow's hierarchy of needs theory, the __________ principle holds that a satisfied need is not a motivator of behaviour.

A) progression
B) hygiene
C) deficit
D) process
E) expectancy

Question 25

Which of the following descriptions of the need for power is FALSE?

A) People high in need for power prefer work that involves control over other persons, has an impact on people and events, and brings public recognition and attention.
B) The need for social power is essential to managerial leadership.
C) The need for personal power is crucial fo r success in management.
D) The need for social power involves using power in socially responsible ways and is directed toward organisational rather than personal objectives.
E) The need for personal power is exploitative and involves manipulation and power for the pure sake of personal gratification.

Question 26

Which statement about the equity theory of motivation is false?

A) It is a content theory of motivation.
B) It is best known through the work of J. Stacy Adams.
C) Its essence is that perceived inequity is a motivating state.
D) It holds that people who feel underpaid will reduce their work efforts to compensate for missing rewards.
E) It holds that people try to resolve the inequities they perceive they are experiencing.

Question 27

Which statement about the equity theory of motivation is FALSE?

A) Feelings of inequity are determined solely by the individual receiving the rewards, not by the manager.
B) A manager can do little to anticipate negative inequities.
C) Rewards perceived as equitably administered can foster positive job performance.
D) Equity comparisons are likely whenever rewards such as monetary incentives or pay increases are allocated.
E) Managers should carefully communicate an evaluation of the reward being given and the performance on which it is based, and should suggest appropriate comparison points.

Question 28

Which of the following are legitimate managerial implications of equity theory?

A) Pay is a common source of equity controversies in the workplace and its significance should never be underestimated.
B) Perceptions of rewards in a social context, not the absolute value of the rewards, determine motivational outcomes.
C) Managers should ensure that any negative consequences of the equity comparison are avoided, or at least minimised, when rewards are allocated.
D) All of the options listed
E) None of the options listed

Question 29

In the expectancy theory of motivation, the value the individual assigns to possible rewards and other work-related outcomes is called:

A) instrumentality.
B) comparable worth.
C) the multiplier effect.
D) valence.
E) expectancy.

Question 30

Kathy notices that most of her co-workers take extended lunch breaks. Kathy doesn't do this, but feels she is therefore justified in working a little less hard during the day. Kathy's decision to work 'less hard' is best explained by the __________ theory of motivation.

A) two-factor
B) expectancy
C) acquired needs
D) goal-setting
E) equity

Question 31

Collectively, the hierarchy of needs theory, ERG theory, two-factor theory and acquired needs theory address several questions about motivation. Which of the following is NOT one of these questions?

A) How many different individual needs are there?
B) What needs differentiate managers from those who are not managers?
C) How important are the various needs?
D) Can a work outcome or reward satisfy more than one need?
E) Is there a hierarchy of needs?

Question 32

According to the two-factor theory of motivation, all of the following are sources of job dissatisfaction EXCEPT:

A) work itself.
B) base wage or salary.
C) working conditions.
D) organisational policies and administration.
E) supervision.

Question 33

__________ focuses on the issue of whether people doing jobs of similar value based on required education, training and skills should receive similar pay.

A) Job value
B) Job equity
C) Comparable worth
D) Skills-based pay
E) Gender equity

Question 34

Which of the following statements does NOT correctly describe something about needs?

A) Managers and leaders eliminate obstacles to need satisfaction at work.
B) Good managers and leaders establish conditions in which people can satisfy important needs at work.
C) Needs have little impact on the behaviours and attitudes of people at work.
D) Needs are unfulfilled physiological states of an individual.
E) Needs are unfulfilled psychological states of an individual.

Question 35

According to McClelland's acquired needs theory, the need for __________ reflects the desire to do something better or more efficiently, to solve problems or to master complex tasks.

A) affiliation
B) achievement
C) self-actualisation
D) power
E) growth

Question 36

All the following statements accurately describe Herzberg's hygiene factors EXCEPT:

A) hygiene factors refer to the work setting.
B) hygiene factors contribute to job satisfaction.
C) hygiene factors prevent job dissatisfaction from occurring.
D) hygiene factors reflect the things that turn people off.
E) hygiene factors include working conditions, interpersonal relations, organisational policies and salary.

Question 37

In McClelland's motivation theory, the need for __________ is the desire to control, influence or be responsible for other people.

A) power
B) affiliation
C) self-actualisation
D) achievement
E) growth

Question 38

People who feel overpaid may attempt to restore equity by doing all of the following EXCEPT:

A) working overtime.
B) taking on more difficult assignments.
C) increasing the quality of work.
D) transferring to another job.
E) increasing the quantity of work.

Question 39

Higher order needs include __________ needs.

A) esteem and self-actualisation
B) recognition and social
C) respect and safety
D) social and self-actualisation
E) esteem and social

Question 40

According to expectancy theory, when a manager clarifies psychological contracts and performance-outcome contingencies, they are trying to enhance __________ for these individuals.

A) expectancies
B) equities
C) attributions
D) valences
E) instrumentalities

Question 41

__________ offer advice and insight on how people actually make choices to work hard or not, based on their individual preferences, the available rewards and possible work outcomes.

A) Leadership theories
B) Behavioural planning theories
C) Process theories of motivation
D) Decision-making theories
E) Content theories of motivation

Question 42

In the expectancy theory of motivation, the person's belief that successful performance will be followed by rewards or other potential outcomes is called:

A) comparable worth.
B) the multiplier effect.
C) valence.
D) expectancy.
E) instrumentality.

Question 43

Organisational behaviour modification:

A) is a more humane, gentler form of operant conditioning.
B) was first identified by E.L. Thorndike.
C) repudiates the law of effect.
D) is the application of operant conditioning to influence human behaviour in the workplace.
E) represents Skinner's efforts to change the nature of modern organisations.

Question 44

A manager will seek to enhance a worker's self-efficacy by increasing their:

A) confidence.
B) competence.
C) ability.
D) All of the options listed
E) None of the options listed

Question 45

Which of the following lists correctly identifies the process theories of motivation?

A) Attribution theory and reinforcement theory
B) Hierarchy of needs theory, ERG theory and reinforcement theory
C) Two-factor theory and acquired-needs theory
D) Equity theory, expectancy theory and goal-setting theory
E) Hierarchy of needs theory and ERG theory

Question 46

A manager who has been nagging a worker every day about tardiness and doesn't nag when the worker comes to work on time one day is using:

A) negative reinforcement.
B) deficit conditioning.
C) punishment.
D) expectancy conditioning.
E) extinction.

Question 47

The __________ states that the more immediate the delivery of a reward after the occurrence of a desirable behaviour, the greater the reinforcing value of the reward.

A) law of contingent reinforcement
B) principle of expectancy
C) law of immediate reinforcement
D) law of effect
E) principle of selective reinforcement

Question 48

Which of the following statements are TRUE?

A) Punishment can and should be combined with positive reinforcement.
B) Punishment is used to remove undesirable behaviour.
C) Positive reinforcement is used to shape and develop more desirable behaviours.
D) All of the options listed
E) None of the options listed

Question 49

From the perspective of the goal-setting theory of motivation, participation is most likely to have a positive impact when:

A) participation provides for greater commitment to specific and difficult goals.
B) participation allows for increased understanding of specific and difficult goals.
C) participation provides for greater acceptance of specific and difficult goals.
D) All of the options listed
E) None of the options listed

Question 50

The basic premise of the goal-setting theory is that:

A) tasks should be viewed as goals in and of themselves.
B) task goals can be very intimidating and are the cause of low levels of motivation.
C) task goals can be highly motivating if they are properly set and are well managed.
D) tasks should be separated from goals.
E) supervisors do a better job of setting goals than subordinates do.

Question 51

Using the expectancy theory perspective, a manager can maximise __________ in a positive direction by identifying individual needs and adjusting rewards to match these needs.

A) instrumentalities
B) expectancies
C) equities
D) attributions
E) valences

Question 52

__________ are clear and desirable performance targets.

A) Instrumentalities
B) Task goals
C) Expectancies
D) Punishers
E) Reinforcers

Question 53

The expectancy theory of motivation predicts that a person will be motivated to work hard when:

A) expectancy or instrumentality or valence equals zero.
B) expectancy, instrumentality and valence are all high.
C) instrumentality is high and expectancy and valence are low.
D) valence is high and expectancy and instrumentality are low.
E) expectancy is high and instrumentality and valence are low.

Question 54

Which of the following relationships is correct as a statement of the expectancy theory of motivation?

A) Motivation = expectancy × instrumentality × valence
B) Motivation = expectancy + rewards + valence
C) Motivation = expectancy × rewards × valence
D) Motivation = expectancy × equity × rewards
E) Motivation = expectancy + equity + rewards

Question 55

A manager can __________ an employee by administering an unpleasant outcome, such as a verbal reprimand, pay reduction or demotion.

A) satisfy
B) reinforce
C) reward
D) punish
E) encourage

Question 56

Advocates of OB Mod agree that reinforcement involves the control of behaviour, but they argue that:

A) control will be mitigated as long as the reinforcement is positive.
B) control is part of every manager's job.
C) effective interpersonal relationships minimise the need for control.
D) it is an issue only for workers who lack the motivation to exercise self-management.
E) control only becomes an issue when negative reinforcement is used.

Question 57

__________ is the process of applying the law of effect to control behaviour by manipulating its consequences.

A) Outcome conditioning
B) Operant conditioning
C) Expectancy development
D) Outcome management
E) Equity exchange

Question 58

Operant conditioning:

A) refers to learning that occurs via the law of effect.
B) is the process of controlling behaviour by manipulating its consequences.
C) has been popularised by psychologist B.F. Skinner.
D) All of the options listed
E) None of the options listed

Question 59

An organisational behaviour modification strategy designed to eliminate or decrease the frequency of a behaviour by making an unpleasant consequence contingent on the occurrence of the behaviour is called:

A) negative reinforcement.
B) extinction.
C) frustration-regression.
D) deficit conditioning.
E) punishment.

Question 60

In using goal setting theory, managers should do all of the following EXCEPT:

A) separate rewards from goal accomplishment.
B) provide feedback on goal accomplishment.
C) set challenging goals.
D) clarify goal priorities.
E) set specific goals.

Question 61

Which of the following motivation theories does NOT use a cognitive explanation of behaviour?

A) Expectancy
B) ERG
C) Equity
D) Reinforcement
E) Hierarchy of needs

Question 62

A manager who issues a written reprimand to an employee who reports late for work one day is using:

A) negative reinforcement.
B) punishment.
C) extinction.
D) frustration-regression.
E) deficit conditioning.

Question 63

The power of OB Mod in the workplace is dramatically illustrated by a number of success stories regarding all of the following EXCEPT:

A) increased productivity.
B) decreased communication problems.
C) decreased absenteeism.
D) decreased tardiness.
E) improved safety.

Question 64

Reinforcement theory considers __________ to be the most important factor that influences human behaviour.

A) environmental consequences
B) valence of rewards
C) the desire to maximise expectancies
D) the perceived equity of rewards
E) the level of need satisfaction that is associated with a reward

Question 65

Behaviour acquired under a(n) __________ schedule will be more permanent than behaviour acquired under a continuous schedule.

A) payroll
B) work
C) intermittent
D) asymmetric
E) symmetric

Question 66

Paying people for their performance is consistent with which of the following motivation theories?

A) Hierarchy of needs, ERG and acquired-needs theories
B) ERG, acquired-needs and equity theories
C) Equity, expectancy and reinforcement theories
D) Hierarchy of needs, ERG and two-factor theories
E) ERG, equity and expectancy theories

Question 67

An organisational behaviour modification strategy designed to strengthen or increase the frequency of a behaviour by making the avoidance of an unpleasant consequence contingent on the occurrence of the behaviour is called:

A) extinction.
B) punishment.
C) negative reinforcement.
D) deficit conditioning.
E) punishment.

Question 68

One way to succeed with __________ is to give reinforcement on a continuous basis until the desired behaviour is developed, and then use an intermittent schedule to maintain the behaviour at its new level.

A) shaping
B) progression
C) expectancy development
D) classical conditioning
E) forming

Question 69

Guidelines for using positive reinforcement include all of the following EXCEPT:

A) maintain a narrow inventory of rewards.
B) recognise individual differences in allocating rewards.
C) inform everyone what must be done to get rewards.
D) clearly identify desirable work behaviours.
E) follow the laws of contingent and immediate reinforcement.

Question 70

Ethical issues regarding the use of OB Mod include which of the following?

A) Ignoring the fact that people can be motivated by factors other than externally administered rewards
B) Ignoring the individuality of people
C) Restricting people's freedom of choice
D) All of the options listed
E) None of the options listed

Question 71

All of the following are guidelines for the effective use of punishment EXCEPT:

A) tell the individual what is being done wrong.
B) make sure the punishment matches the behaviour.
C) tell the individual what is being done right.
D) punish openly and in public.
E) follow the laws of contingent and immediate reinforcement.

Question 72

The law of contingent reinforcement advises managers to:

A) use both punishment and positive reinforcement to gain maximum impact on behaviour.
B) give rewards in small doses at first and then increase their magnitude when the desirable behaviour is displayed more permanently.
C) focus on verbal praise and recognition as opposed to money when giving rewards.
D) give rewards only if the desired behaviour is exhibited.
E) give rewards as soon as possible following the occurrence of a desirable behaviour.

Question 73

The system of awarding pay increases in proportion to individual performance contributions is a:

A) Scanlon system.
B) gain-sharing system.
C) skills-based pay system.
D) profit-sharing system.
E) merit pay system.

Question 74

A pay for knowledge program that pays workers according to the number of job-relevant skills they master is called:

A) specialty-based pay.
B) knowledge-based pay.
C) skills-based pay.
D) experience-based pay.
E) bonus pay.

Question 75

An organisational behaviour modification strategy designed to eliminate or decrease the frequency of a behaviour by making the removal of a pleasant consequence contingent on the occurrence of the behaviour is called:

A) frustration-regression.
B) deficit conditioning.
C) punishment.
D) negative reinforcement.
E) extinction.

Question 76

__________ reinforcement administers a reward each time a desired behaviour occurs.

A) Selective
B) Continuous
C) Intermittent
D) Immediate
E) Contingent

Question 77

__________ will elicit a desired behaviour more quickly than will intermittent reinforcement.

A) Continuous reinforcement
B) Punishment
C) Extinction
D) Positive reinforcement
E) Negative reinforcement

Question 78

A manager nodding to express approval to a subordinate who is making a useful comment during a staff meeting is an example of:

A) positive reinforcement.
B) expectancy development.
C) equity exchange.
D) executive conditioning.
E) progression.

Question 79

Incentive compensation systems that pay employees based on the accomplishment of specific performance targets or for some other extraordinary contribution are called:

A) Scanlon plans.
B) fair play plans.
C) profit-sharing plans.
D) bonus pay plans.
E) entrepreneurial plans.

Question 80

A basic premise of reinforcement theory states that behaviour that results in pleasant outcomes is likely to be repeated, and behaviour that results in unpleasant outcomes is not likely to be repeated. This premise is known as the:

A) behavioural consequences paradigm.
B) behavioural results rule.
C) law of effect.
D) reinforcement imperative.
E) outcome likelihood estimator.