Tb14

CHAPTER 14: WORK MOTIVATION

True/False Questions

Learning Objective 1

1. The four approaches that can be implemented by management to motivate and satisfy
employees result in higher customer satisfaction.

ANSWER: T, Knowledge, Moderate, p. 384


2. When the Gallup Organization interviewed 80,000 people about their work they found
that employees tolerate a lot of negative aspects of their work if they work for a good
manager.


3. Communication is key to instilling employees with a sense of purpose and a meaningful
mission.

ANSWER: T, Knowledge, Easy, pp. 386–387

4. Behavior modification, which focuses on the use of rewards and punishments to
encourage or discourage behaviors, has its roots in the work of B. F. Goodrich.

ANSWER: F, Knowledge, Easy, p. 390

5. Negative reinforcement and extinction are two types of consequences that reduce or
stop behaviors.

ANSWER: F, Knowledge, Moderate, p. 391

6. When employees set their own goals, provide their own reinforcements, and monitor
their own results they are self-managing.


7. Positive reinforcement is the preferred approach for decreasing undesirable behaviors.

ANSWER: F, Knowledge, Difficult, p. 393

8. Positive reinforcement is the preferred approach for increasing desirable behavior.


9. Psychologist B. F. Skinner developed and extended much of reinforcement theory.

ANSWER: T, Knowledge, Difficult, p. 390

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10. Expectancy theory states that people will choose behaviors that will help them achieve
their goals and avoid behaviors that have undesirable consequences.

ANSWER: T, Knowledge, Easy, p. 394

11. The usefulness of a behavior to obtain the desired outcome is referred to as valance.


12. Valences are subjective. The same outcome may have a high valence for one person
and a low valence for another.


13. Employees who believe that exerting more effort results in better performance generally
show higher levels of performance than employees who do not.


14. Understanding how employees think about the future in order to find solutions to
behavior problems is one way a manager can apply expectancy theory.


15. When monetary awards are attached to performance, expectancy theory states that it is
a powerful way to change employee behavior.



16. Feedback is one of the job characteristics that leads to experienced responsibility for the
outcomes of work.


17. Individuals with a high growth need strength are likely to respond positively to job
enrichment programs.


18. According to a recent survey of 1,200 U.S. employees, the nature of the work they did
was the most important factor in determining how people felt about staying with their
current employer and how motivated they were to work hard.


19. Managers working in countries outside the United States might experience cultural
differences in the level of motivation achieved by the five key job characteristics.


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20. Enriched jobs might frustrate and dissatisfy employees with weak growth needs.



21. Herzberg’s two-factor model stresses job characteristics and individual practices in
addressing the question of what motivates behavior.

ANSWER: F, Knowledge, Difficult, p. 402

22. It could be argued that some of the $40 billion lost annually in employee theft has its
roots in feelings of inequity.

ANSWER: T, Application, Easy, p. 406

23. According to Herzberg, motivators lead to superior performance only if no dissatisfiers
are present.


24. Hygiene factors are the nontask characteristics of the work environment that create
dissatisfaction.


25. Noncash recognition programs are primarily a way for employers to avoid spending
money on salary increases.


26. When people are dissatisfied, they usually do something about it.



27. According to Maslow, high level needs must be satisfied before lower level needs.


28. Stephen Goodson owns and operates an industrial distribution firm. He organizes and
pays for the company’s intramural sports program. According to Maslow, Stephen is
trying to satisfy his employees’ esteem needs.

ANSWER: F, Application, Easy, pp. 407–408

29. Motivational programs that satisfy higher level needs probably are less meaningful to
employees in developing countries because their lower level needs have not been
adequately satisfied.

ANSWER: T, Application, Moderate, p. 408

30. The satisfaction-progression hypothesis states that a need continues to be a motivator
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even after a level of satisfaction has been attained.


31. Managers cannot eliminate the frustration level employees feel associated with the lack
of upward career mobility during company downturns.

ANSWER: F, Application, Moderate, p. 410


32. To be motivators, rewards must be aligned with the things that employees value.


33. Feedback is essential to motivation regardless of whether employees are performing
well or poorly.


34. Insufficient rewards actually motivate employees, causing them to do a little extra.

ANSWER: F, Knowledge, Easy, pp. 410–411

Multiple Choice Questions

Preview
1. When BMW made the decision to modernize their facilities, which of the following
amenities created a more pleasant work environment?
a. addition of a work out facility
b. enhancement of the employee break area with a popcorn machine
c. creation of more appealing landscapes
d. improved lighting

ANSWER: C, Knowledge, Difficult, p. 384

2. To motivate their employees and align their efforts with the needs of the business, BMW
managers and union leaders designed a new pay system. Which of the following was a
feature of the new system?
a. an account of overtime hours in lieu of overtime pay
b. an annual bonus based on a minimum of three ideas that actually produced cost
savings
c. salary continuation when the plant is closed
d. all of the above

ANSWER: C, Knowledge, Easy, p. 384

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Understanding Motivation and Satisfaction
3. Any influence that stimulates, directs, or maintains goal-directed behavior is known as
__________.
a. reinforcement
b. individual differences
c. motivation
d. a goal stimulus


4. The question of what motivates people at work is a fundamental one that has long been
of interest to managers and researchers alike. Which of the following is not one of the
generally accepted categories of theories that offer some insight into this complex topic?
a. theories about individual differences
b. theories about the design of the job
c. theories about how managerial behavior affects motivations
d. theories about key performance indicators

ANSWER: D, Knowledge, Easy, p. 385

5. What approach to motivating employees focuses on how the behaviors of managers
influence the satisfaction and motivation of their employees?
a. managerial approach
b. individual differences approach
c. job design approach
d. organization approach

ANSWER: A, Knowledge, Easy, p. 385

6. Tyrone Reaves, a food-service manager for Hampton Corporation, sets goals for his
employees including maintaining food portion sizes, ensuring dining room cleanliness,
and improving cashier’s speed. When employees reach their goals they receive
rewards and when they don’t, he discusses with the employees how they can improve
their performance. What approach to understanding motivation is Reaves taking with
his employees?
a. individual differences
b. job design
c. managerial approach
d. organizational design

ANSWER: C, Application, Difficult, p. 385

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7. Which approach to motivating employees concentrates on key characteristics of the
tasks of the position?
b. individual design
c. job characteristics
d. organizational design

ANSWER: C, Application, Easy, p. 385

8. Juan Garcia, a technical writer for West Daily News, telecommutes to enable him to take
care of his disabled son. He has the discretion to schedule his work hours each day so
long as the daily deadline for his editorial column is met. Which approach to job
satisfaction and motivation does this illustrate?
a. organizational design
b. job characteristics
c. individual design
d. managerial approach

ANSWER: B, Application, Moderate, p. 385

9. Organizational practices that affect motivation include all of the following except
__________.
a. the human resources management policies
b. strategic planning
c. the reward structure including bonuses or promotions
d. appropriate benefits

ANSWER: B, Knowledge, Difficult, p. 386

10. Victoria Lawrence is an oncology nurse specialist at a large medical clinic. She has
become discouraged lately with the benefits given to recently-hired nurses, believing
they are receiving much more of a generous package of bonuses, child care, training,
and paid vacations than those nurses who have been at the clinic for many years. What
approach to motivation should the physicians employ in order to retain Victoria?
b. organization approach
c. individual differences approach
d. job design approach

ANSWER: B, Application, Difficult, p. 386

11. __________ are the needs, values, personalities, and other personal characteristics
that employees bring to their jobs.
a. Content approaches to motivation
b. Individual differences
c. Job characteristics
d. Process approaches to motivation

ANSWER: B, Knowledge, Easy, p. 386

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12. One employee of a firm is motivated by money, while another employee of the same
organization works every day because it offers challenges and stretches her
competencies to the limit. These variations can best be explained by __________.
a. motivations
b. individual differences
c. job characteristics
d. abilities

ANSWER: B, Application, Moderate, p. 386


Managerial Approach
13. A good manager is someone who does all of the following except:
a. provides employees with praise and recognition.
b. leaves employees alone to do their work.
c. inspires employees with one-on-one communication.
d. gives employees specific and challenging goals.

ANSWER: B, Knowledge, Moderate, p. 386

14. What theory states that managers can direct the performance of their employees by
assigning specific, difficult goals that employees accept and are willing to commit to?
a. goal-setting theory
b. reinforcement theory
c. extinction theory
d. none of the above

ANSWER: A, Knowledge, Moderate, p. 387

15. NCCI developed a goal-setting system that includes which of the follow attributes?
a. linking goal achievement with salary increases
b. one set of goals was focused on job-specific productivity goals the employee
needed to meet
c. one set of goals was focused on the extra contributions to the organization the
employee needed to make
d. all of the above

ANSWER: D, Knowledge, Moderate, p. 387

16. In addition to motivating employees, NCCI enjoyed all of the following benefits except:
a. lower employee turnover.
b. increased customer satisfaction.
c. an alignment of employee effort and the organization’s business objectives.
d. higher employee productivity.


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17. Which of the following statements does not correctly describe goal-setting theory?
a. The theory focuses attention on the consequences of behavior.
b. Team goals can improve group performance.
c. If the goals are too easy or so difficult that employees reject them as impossible, the
goals will have no motivational effects.
d. Goal setting works best when employees receive timely feedback about the
progress they are making toward achieving their goals.

ANSWER: A, Knowledge, Difficult, pp. 389–390

18. Goal setting should consider all of the following except __________.
a. specificity of goals
b. difficulty of goals
c. equity of goals
d. timeliness of feedback

ANSWER: C, Knowledge, Moderate, pp. 388–390

19. One of the benefits of goal setting is that __________.
a. employees are energized to exert more effort
b. employees are actively involved in developing alterative strategies to achieve goal
c. employees’ attention is directed towards important activities
d. all of the above

ANSWER: D, Knowledge, Moderate, pp. 389–390

20. Management by objectives (MBO) can be a successful motivator of employees if all of
the following exist except:
a. employees have the competencies to achieve the goal.
b. managers and employees review past performance and identify objectives for the
future.
c. employees receive rewards for achieving the goal.
d. managers set the goals with the understanding that future performance evaluations
and rewards will be based on job market conditions.

ANSWER: D, Knowledge, Difficult, p. 389

21. __________is a signal that tells employees that they are doing well and should continue
with their current approaches or that they aren’t doing very well and should try new
approaches.
a. Goal setting
b. MBO
c. Goal acceptance
d. Feedback


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22. __________ theory suggests that behavior is a function of its consequences.
a. Equity
b. Goal setting
c. Reinforcement
d. Two-factor


23. The reinforcement model has a basic process by which a person’s __________ to a
__________ results in specific __________, which in turn shape future behaviors.
a. consequence; stimulus; responses
b. response; consequence; stimuli
c. response; stimulus; consequences
d. stimulus; response; consequences

ANSWER: C, Knowledge, Difficult, p. 391

24. Which of the following statements does not correctly describe reinforcement theory?
a. Reinforcement theory is a process by which rewards and punishments influence
behavior.
b. Positive reinforcement and negative reinforcement are consequences that
strengthen or maintain behaviors.
c. Whether a consequence is pleasant or unpleasant is determined by two factors: the
action that follows the behavior and the nature of the outcome.
d. The correct sequence of the reinforcement process is as follows: stimulus,
consequences, response, future behavior.


25. __________ relies on three basic principles: measurable behavior, types of
consequences, and stimulus of reinforcement and punishment.
a. Job enrichment
b. Behavior modification
c. Equity
d. Goal congruence

ANSWER: B, Knowledge, Easy, pp. 390–392

26. Sabrina Nuygen is the marketing director for a large advertising agency. Sabrina has
always believed in the reinforcement model of motivation. Accordingly, Sabrina’s
management style emphasizes __________.
a. behavior modification without the use of punishments
b. intrinsic rewards
c. satisfaction of higher-order needs
d. the application of rewards and punishments

ANSWER: D, Application, Easy, p. 390

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27. __________ is an attempt to discourage a behavior by the application of negative
outcomes whenever it does occur.
a. Extinction
b. Punishment
c. Negative reinforcement
d. Positive reinforcement


28. __________ occurs when a person engages in behavior to avoid unpleasant
consequences.
a. Engaging behavior
b. Positive reinforcement
c. Extinction
d. Negative reinforcement


29. __________ is not one of the four types of consequences that can modify behavior.
a. Extinction
b. Punishment
c. Termination
d. Negative reinforcement

ANSWER: C, Knowledge, Moderate, p. 391

30. __________ is the absence of any reinforcement following the occurrence of a
behavior.
a. Extinction
b. Negative reinforcement
c. Punishment
d. Abstention


31. Bobby Joe Worth is from a small, rural town in Georgia. Bobby Joe is teased often by
his East Coast friends because he speaks with a strong southern accent. Bobby Joe
practices behavior modification by never responding to their comments. In essence,
Bobby Joe is trying to stop the undesired comments through __________.
a. the collaboration style
b. engaging behavior
c. extinction
d. iteration

ANSWER: C, Application, Moderate, p. 392

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32. Although the reinforcement model has many positive features, it also has some
drawbacks. However, __________ is not one of the problems typically associated with
the reinforcement model.
a. it puts a heavy emphasis on external rewards
b. it fails to recognize the number of people motivated by the job itself
c. it oversimplifies behavior and behavior change
d. it does a poor job of describing conditions that lead to behavior change

ANSWER: D, Knowledge, Difficult, pp. 390–392

33. When does extinction usually occur?
a. when the positive reinforcement that once normally resulted from the behavior is
removed
b. when all negative reinforcements have failed to change bad behavior
c. when all positive reinforcements stop encouraging workers to perform better
d. when employees become non-responsive to any stimulus

ANSWER: A, Knowledge, Difficult, pp. 392–393

34. Corning Inc. motivated its employees during an industry downturn by setting business
unit goals. Which of the following was not a component of their goalsharing program?
a. Specific performance goals for employees in each business unit were set.
b. A clear “line of sight” was created between the corporate goal and the employee.
c. The entire business unit had to achieve its goals for each individual to be rewarded.
d. Bonuses were tied to the overall performance of the company.


35. Corning Inc. enjoyed all of the following benefits from its goalsharing program except:
a. hard-working employees no longer feeling discouraged because their reward was
not tied to the company’s overall financial performance, which is outside their
control.
b. improved cash flow.
c. motivated employees that eventually succeeded in executing the company’s
turnaround strategy.
d. long-term success which is tied to employees’ continuing improvement year after
year.


36. The management consulting group you contracted with to analyze how to increase
productivity in your insurance company just suggested that one action you should take
immediately is to try to determine the outcomes or rewards each one of your employees
value. The consulting group is suggesting that you use the __________ theory (model)
to motivate your employees to increased performance.
a. Maslow’s needs hierarchy
b. equity
c. Herzberg’s two-factor
d. expectancy

ANSWER: D, Application, Difficult, p. 394

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37. Examples of behavioral choices that are related to work performance include all of the
following except:
a. whether to go to work or call in sick.
b. whether to leave work at the official quitting time or stay late.
c. whether to exert a great deal of effort or to work at a more relaxed pace.
d. All are examples of behavioral choices.

ANSWER: D, Application, Easy, p. 394

38. According to expectancy theory, when making behavioral choices, employees normally
consider all of the following questions except:
a. If I make an effort, will I be able to perform the intended behavior?
b. If I perform the intended behavior, what will be the outcomes?
c. How difficult are the goals established by the manager?
d. How much do I value the consequences associated with the behavior?


39. __________ refers to a person's estimate of how likely it is that a certain level of effort
will lead to the intended behavior or performance result.
a. Expectancy
b. Instrumentality
c. Valance
d. Goal-setting


40. __________ is the perceived usefulness of performance as a means for obtaining
desired outcomes (or avoiding undesired outcomes).
a. Expectancy
b. Instrumentality
c. Valance
d. Equity


41. To be willing to expend the effort needed to achieve the desired performance,
employees must believe that the performance is instrumental to them. Which of the
following questions posed by employees is not an example of instrumentality?
a. If I make more sales, will my pay be greater?
b. If I develop an innovative product design, will I receive public recognition for this
accomplishment?
c. If I put in more effort, will I get promoted?
d. If I arrive to work on time, will anyone else care?

ANSWER: C, Application, Difficult, pp. 395–396

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42. The __________of an outcome associated with performance is the weight that a
particular employee attaches to a consequence.
a. expectancy
b. valence
c. instrumentality
d. recognition


43. To find solutions to troublesome theft behavior problems, Northwest interviewed its
employees. Based on the interview results, management took which of the following
actions?
a. offered rewards to employees for whistle-blowing on their coworkers
b. installation of video surveillance
c. declared an amnesty day for anyone returning stolen merchandise
d. hired a private detective to work incognito as an employee


44. Tying monetary awards to performance can be dangerous when used incorrectly.
Which of the following examples illustrates this point?
a. incentive programs that lead to unethical behavior
b. safety programs that are linked to reported accidents or injuries may motivate
employees to not report an incident
c. incentive programs that lead to illegal behavior
d. All of the above are illustrations of incorrect behavior being motivated by a poorly
designed incentive program.



Job Design Approach
45. __________ states that employees are more satisfied and motivated when their jobs
are meaningful, when jobs create a feeling of responsibility, and when jobs are
designed to ensure that some feedback is available.
a. Equity theory
b. Expectancy theory
c. Three-factor theory
d. Job characteristics theory


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46. The job characteristics theory states that there are critical psychological states needed
to create high levels of motivation in the workplace. Which of the following is not
needed according to this theory?
a. experienced meaningfulness
b. experienced responsibility
c. knowledge of actual work results
d. opportunity for advancement


47. The degree to which employees perceive their work as valuable and worthwhile is
known as __________.
a. autonomy
b. growth need strength
c. experienced meaningfulness
d. knowledge of results


48. According to the job characteristics theory, __________ is the degree to which a job
involves completion of an identifiable piece of work.
a. attribution
b. task significance
c. centrism
d. task identity


49. __________ is the degree to which a job includes a range of different work activities or
requires the use of a number of skills and talents.
a. Divestment
b. Skill variety
c. Exposure
d. Task identity


50. The job characteristics theory argues that the three critical psychological states are
affected by five key job characteristics. Which of the following is not considered a key
job characteristic according to this model?
a. skill variety
b. task identify
c. task significance
d. career progression


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51. According to the job characteristics model, when a job provides the individual
substantial freedom, independence, and discretion in scheduling work and determining
the procedure to be used in carrying out tasks, _________ is present.
a. utilitarianism
c. autonomy
d. knowledge of results


52. Whole Foods Markets has grown significantly since it opened. Which of the following
statements does not correctly characterize how the owners have used their strategic
action competency to achieve this growth?
a. The company uses a democratic style of management.
b. The employees get so much financial information that they are “insiders” according
to the SEC’s definition.
c. Strong guidance from the owners, issued in the form of mandates, assures
consistency in the product line.
d. Jobs are organized around self-managed teams.

ANSWER: C, Knowledge, Difficult, pp. 400–401

53. The desire for personal challenge, accomplishment, and learning is known as
__________.
a. job enrichment
c. equity theory
d. skill variety


54. __________ is present when a job has a substantial impact on the goals or work of
others in the company.
a. Autonomy
b. Feedback
c. Task significance
d. Task identity


55. When the three critical psychological states are present in a job, the personal and work
outcomes that are experienced by the employee include all of the following except
__________.
a. high satisfaction with the work
b. high compensation
c. high-quality work performance
d. low absenteeism


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56. Knowledge of results __________.
a. provides feedback from the task itself
b. provides employees with information, or feedback, about how well they are doing
c. can come from from other sources, such as customer satisfaction surveys
d. all of the above



Organization Approach
57. The relationship between job satisfaction and productivity among accountants and
engineers was the initial focus of one researcher. This study led to the development of
__________ model.
a. expectancy theory
b. Maslow’s hierarchy of needs
c. Herzburg’s two-factor theory
d. McClelland’s learned needs


58. In Hertzberg’s theory, all of the following are motivator factors except __________.
a. challenge of the work itself
b. responsibility
c. salary
d. advancement


59. In Hertzberg’s theory all of the following are hygiene factors except __________.
a. supervision
b. recognition
c. job security
d. company policies


60. Jasmyn is a bright marketing employee who works extremely hard. She is unhappy
about what she believes are some of the company’s restrictive vacation policies.
Apparently, management should do something about __________ that affect Jasmyn’s
__________.
a. hygiene factors; dissatisfaction
b. motivator factors; satisfaction
c. hygiene factors; motivation
d. affiliation needs; self-esteem

ANSWER: A, Application, Moderate, p. 402

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61. The __________ theory is concerned with how employees make judgements about
whether the organization is treating them fairly.
a. expectancy
b. reinforcement
c. equity
d. learned needs


62. Research on the equity theory suggests that individuals mentally compare the ratios of
their inputs and outcomes to the ratios of others doing similar work. What are
considered “inputs” according to this model?
a. feelings of meaningfulness
b. responsibility
c. time and effort
d. promotions


63. Research on the equity theory suggests that individuals mentally compare the ratios of
their inputs and outcomes to the ratios of others doing similar work. What are
considered “outcomes” according to this model?
a. education
b. commitment to the organization
c. promotions
d. time


64. __________ is not a typical response of an employee who is attempting to reduce
feelings of job inequity.
a. Decreasing their inputs
b. Distorting reality by rationalizing
c. Doing nothing
d. Leaving the situation


65. Ryan feels he is paid too little for the hours and effort he puts into his job. Which of the
following actions is not a potential behavior suggested by the equity model?
a. Ryan can take more coffee breaks and slow down his performance.
b. Ryan can continue as before, while convincing himself that this is an easy job and
that he really isn’t working very hard.
c. Ryan can work harder.
d. All of the above

ANSWER: D, Application, Moderate, p. 406

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66. Lindsey told you: “I never thought I would get the networking assignment. I thought
that I didn’t have the experience, and I’d made too many mistakes on the previous
assignment. Kyle should have received it.” In this example, inequity is due to
__________.
a. equal inputs, but unequal outcomes
b. unequal inputs, but equal outcomes
c. unequal inputs and unequal outcomes
d. none of the above

ANSWER: C, Application, Difficult, pp. 404–405

67. Kelli told you: “I never thought I would get the networking assignment. I thought that I
didn’t have the experience, and I’d made too many mistakes on the previous
assignment. Sandy should have received it.” You should conclude that __________.
a. Kelli is experiencing underpayment inequity
b. Sandy is experiencing overpayment inequity
c. Kelli is experiencing equity
d. Kellii is experiencing overpayment inequity

ANSWER: D, Application, Difficult, pp. 404–405

68. Bill Frost owns and operates a small industrial supply company. Bill uses a merit pay
system to reward employees. If employees do not feel motivated, it could be said that
the__________ model of motivation explains this poor performance.
a. content
b. hierarchy of needs
c. disequilibrium
d. equity


69. There are alternatives available to employees who want to reduce their feeling of
inequity. Which of the following is not considered an acceptable response to inequity?
a. leave the situation (quit the job) if the inequities can’t be resolved
b. distort reality by rationalizing that the inequities are justified
c. modify their comparisons by choosing another person to compare themselves
against
d. all of the above


70. Even if an organization gives all employees the same rewards, some people will believe
they are being treated unfairly according to the _________ model.
a. equity
b. process
c. hierarchy of needs
d. two-factor

ANSWER: A, Knowledge, Easy, p. 404

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71. Intuit’s Thanks Program is characterized by __________.
a. an annual banquet to recognize the top performers
b. small awards—such as gift certificates to restaurants, movie tickets, and written
thank- you notes from managers
c. being designated as Employee of the Month with a special parking spot
d. a cash bonus


72. Intuit managers __________.
a. have the authority to decide which employees receive the Thanks Program awards
b. are all expected to use the small rewards concept to recognize their workers
c. should link the award to the achievement of a business objective
d. all of the above


73. Over 70% of managers from 34 organizations agreed that __________.
a. providing nonmonetary recognition can actually improve employee performance
b. there should be equal pay for equal education levels
c. feature-rich employee benefit plans motivate employees
d. open door policies provide dissatisfied employees an avenue to get even

ANSWER: A, Knowledge, Difficult, p. 404

74. According to the equity theory, employees make which of the following comparisons?
a. the fairness of the inputs and outcomes they receive from their job
b. the fairness of their inputs and outcomes compared to other employees in the
company
c. the fairness of their inputs and outcomes compared to other employers they have
worked for
d. all of the above


75. If employees feel underrewarded they will deal with their dissatisfaction in which of the
following ways?
a. complain to their coworkers about the unfair ways the company treats the
employees
b. work on higher visibility projects to obtain recognition and rewards
c. feel justified in doing something to sabotage the company
d. all of the above


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Individual Differences Approach
76. Which of the following theories considers individual differences in terms of needs as
important for explaining what motivates people?
a. Maslow’s hierarchy
b. Equity theory
c. Herzberg’s theory
d. all of the above

ANSWER: A, Knowledge, Difficult, p. 407

77. Maslow’s hierarchy of needs contains five categories of needs, including all of the
following except __________.
a. affiliation
b. security
c. equity
d. self-actualization


78. Psychologist Abraham Maslow believed people have five types of needs, which he
arranged in a hierarchy of needs. Why did Maslow arrange these needs in this
manner?
a. Maslow believed needs are met in a chronological order, starting with infancy to old
age.
b. Maslow suggested that, as a person satisfies each level of needs, motivation shifts
to satisfying the next higher level of needs.
c. Maslow hypothesized that our needs are met over the years as we progress
academically.
d. All of the above are among Maslow’s conclusions.


79. Maslow’s hierarchy of needs predicts a dynamic, step-by-step process in which a
continuously evolving set of needs motivates behavior. Research supports Maslow’s
view that __________.
a. all needs must be satisfied simultaneously
b. high-level needs must be satisfied to gain employee satisfaction
c. people must meet their needs in the defined sequence to be satisfied
d. until basic needs are satisfied, people will not be concerned with higher level needs


80. Although Mike Sanderson was a brilliant keyboard player, he felt frustrated making a
living playing '60s hits with a bar band. The frustration-regression hypothesis would
suggest that __________.
a. he would sabotage his career
b. self-actualization needs would drive him to become more artistic
c. lower level needs would reappear and he might focus on security or relationships
d. he might regress to the bottom of the needs scale again

ANSWER: C, Application, Difficult, p. 409
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81. A recent study in a Bangladesh cotton mill showed that financial rewards were a greater
motivator and raised performance more than did recognition and praise. Which one of
the following statements might best explain this response?
a. Applying U.S. management practices to people from different cultures is useless.
b. Motivational programs should be geared to simultaneously satisfying lower and
higher level needs.
c. Motivational programs that satisfy higher level needs are less meaningful if lower
level needs have not been satisfied.
d. This behavior is typical of employees from all cultures.


82. Beth Babineaux is an employee of a local service firm. Her house has just been
destroyed in a fire, and she needs to find a place to live immediately. According to
Maslow, Beth is seeking fulfillment of her __________ needs.
a. affiliation
b. physiological
c. equity
d. security

ANSWER: B, Application, Easy, p. 407

83. Larry Silva has just married, bought a new house, and plans to start a family. Larry has
called several life insurance companies to purchase life and long-term disability
insurance. According to Maslow, Larry is seeking fulfillment of his __________ needs.
a. affiliation
b. security
c. insurability
d. covert

ANSWER: B, Application, Easy, p. 408

84. According to Maslow’s theory, when an employee’s dissatisfaction is expressed in terms
of frequent absenteeism, low productivity, and stress-related behaviors, this individual’s
__________ needs are not being met.
a. security
b. affiliation
c. monetary
d. production


85. When the __________ need is dominant, managers can promote job satisfaction and
high-quality performance by providing opportunities for exciting, challenging work and
recognition of accomplishment.
a. esteem
b. affiliation
c. equity
d. physiological


86. When __________ needs are dominant, managers can create a motivating environment
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by involving employees in the decision-making process, restructuring their jobs, or
offering them special assignments.
a. affiliation
b. security
c. power
d. self-actualization


87. A key hypothesis of Maslow’s theory is the satisfaction-progression hypotheses. What
does this hypothesis propose?
a. A satisfied need is no longer a motivator.
b. Once a need has been satisfied, another emerges to take its place.
c. In general, lower level needs must be satisfied before higher needs become strong
enough to motivate behavior.
d. All of the above are correct.


88. The __________ holds that when individuals are frustrated in meeting higher level
needs, the next lower level needs reemerge and again direct behavior.
a. dissatisfaction theory
b. frustration-regression hypothesis
c. progression-satisfaction hypothesis
d. regression-frustration hypothesis


89. Caroline Savannah has been frustrated in satisfying her growth needs in her present
job. Caroline copes with her frustration by developing strong interpersonal relationships
with her coworkers. Elise’s behavior can best be described by __________.
a. the frustration-regression hypothesis
b. Herzberg’s two-factor model
c. McClelland’s learned needs model
d. Vroom’s expectancy model

ANSWER: A, Application, Moderate, p. 409

90. Jan Burgess, a high performer in ABC company, has been periodically asking for a
promotion, but has been rejected. After each rejection, she has received a salary
increase. She has continued to perform very well. This motivational situation can be
best explained by __________.
a. Maslow's hierarchy of needs
b. the fulfillment-progression principle
c. the frustration-regression hypothesis
d. Jan's desire for strength


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91. Frank Gotti, an employee in Random Engineering company, has been periodically
asking for a promotion. He has not received one because none have been available.
His performance is tops, and his boss intends to keep it that way. According to the
frustration-regression hypothesis, his boss should __________.
a. tell him to wait until a higher position becomes available
b. assure him of promotion when it is available, and meanwhile provide him with some
job-related material incentive
c. create a higher symbolic, but necessary, position for Frank
d. listen and be sympathetic

ANSWER: B, Application, Difficult, p. 410

92. According to the frustration-regression hypothesis, when employees are frustrated in
fulfilling their needs, managers should __________.
a. be empathic listeners, but do nothing
b. determine the cause of frustration, but not attempt to remove blockages to need
satisfaction
c. encourage employees to develop meaningful relationships with co-workers
d. redirect employees’ behavior toward satisfying a lower level need

ANSWER: D, Application, Moderate, p. 410

93. In moving through the needs hierarchy, __________.
a. dominant needs change over time
b. movement through the hierarchy can go both directions
c. when higher level needs cannot be met, lower level needs reemerge
d. all of the above


94. Richard Branson, chairman of the Virgin Group, formed his companies __________.
a. to satisfy affiliation needs
b. to leave a legacy for his children and grandchildren
c. because he had a desire to make a difference
d. to create a parallel technical ladder in his industry


95. A need has been defined as:
a. a basic desire that has to be met for a person to feel fulfilled.
b. a strong feeling of deficiency in a person’s life.
c. differing based upon an individuals abilities and personality.
d. all of the above


133


96. Managers can satisfy needs of their employees and thereby reduce frustration by doing
which of the following?
a. determine the cause of frustration
b. remove the blockage to needs satisfaction
c. redirect employee’s behavior toward satisfying a lower level need
d. all of the above


97. According to Chef Anthony Bourdain, his kitchen operates according to the classical
French model. What attributes exist in this work environment?
a. Work teams are created for each key area, such as entrée’s and desserts, with a
specialty chef as the team leader for each key area.
b. A clear separation exists between work and personal life.
c. Rules are rigid and compliance is mandatory.
d. All of the above exist in the classical French model.


98. Chef Anthony Bourdain motivates his staff in which of the following ways?
a. Thanks Awards for work that is “above and beyond”
b. by showing genuine care and concern for the personal needs of his staff
c. frequent resort training opportunities
d. all of the above



Guidelines for Managers
99. All of the following actions enable managers to maximize employee performance
through motivation except:
a. designing jobs with a high motivating potential.
b. clearly indentifying the behaviors and performance achievements that will be
rewarded.
c. aligning rewards with what employees value.
d. providing plenty of feedback, including criticisms about task performance and
personal characteristics.


134


100. Evidence indicates that enriched jobs tend to be more satisfying than unenriched jobs
and redesigning those jobs might enhance employee motivation. All of the following are
factors that a manager must consider when redesigning jobs except:
a. jobs that involve repetitive tasks requiring few skills might need to be redesigned.
b. jobs requiring employees to be personally responsible for their work tend to make
the work environment too stressful and therefore might need to be redesigned.
c. managers should assess the degree to which employees experience their work as
meaningful.
d. all of the above


101. Amber Washington had worked at the local hospital for close to five years without
receiving a Christmas bonus. When management made the surprise announcement
that each employee would receive a turkey for the holidays, she joined with many
hospital employees expressing anger concerning the gesture. Motivation for many fell
drastically. All of the following are likely explanations why management erred in the
eyes of the employees with this policy except:
a. Washington wanted specific and appropriate feedback on how she was performing
her job, not a turkey.
b. many employees believed that the emergency room nurses should receive more
than the outpatient surgery nurses.
c. many were disappointed that an inexpensive turkey represented the thanks for a
year’s worth of hard work.
d. all of the above

ANSWER: D, Application, Moderate, pp. 410–411

102. Managers need to understand which of the following about rewards?
a. Rewards should be valued by the employee.
b. Rewards valued by one employee may not be valued by another employee.
c. Align rewards with desired behaviors and goal achievement.
d. All of the above


103. To diagnose and rectify the causes of performance problems, managers should
consider all of the following except:
a. if the reward system is considered fair and equitable by the employees.
b. if the organization’s mission to employees has been clearly communicated.
c. the results of an employee satisfaction survey.
d. if jobs have been designed with high motivating potential.


135


104. Feedback is effective when presented in all of the following ways except:
a. frequently and constructively.
b. by associating the task performance with the personal characteristics of the
employee.
c. positive feedback when employees are performing well.
d. honest constructive feedback when employees' performance is unacceptable.


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