Chapter 6 Understand Your Motivations

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1 Chapter 6 Understand Your Motivations Section One True/False Questions 1. According to the progression of job withdrawal theory, if an employee is unable to leave the job situation, he or she will experience psychological withdrawal. 2. According to Elton Mayo, there is a hierarchy of five needs, and as one level of need is satisfied, it will no longer be a motivator. 3. According to the two-factor theory, the things that satisfied the employees were the hygiene factors, while the dissatisfiers were the motivators. 4. Theory X managers believe that people will apply self-control and self-direction in pursuit of company objectives. 5. Theory X managers believe that most people need to be threatened with punishment to work toward company goals. 6. Theory Y managers believe that people usually accept and actually welcome responsibility. 7. The carrot approach can actually demotivate employees if they do not feel the goal is achievable. 8. The stick approach refers to the offering of some reward or incentive to motivate employees. Multiple Choice Questions 9. The states that people develop a set of behaviors in order to avoid their work situation. a. two-factor theory b. hierarchy of needs theory c. Hawthorne effect 2012 published by Flat World Knowledge 1

2 d. progression of job withdrawal theory e. theory Y 10. The progression of job withdrawal theory focuses on: a. the physical and environmental factors of the workplace affecting performance. b. a set of behaviors employees develop in order to avoid their work situation. c. the five distinct levels of needs through which human motivation may be understood. d. the various aspects of the work environment that cause satisfaction or dissatisfaction. e. the impact of management styles on employee motivation and retention. 11. According to the progression of job withdrawal theory, in which of the following phases does an employee try to alter the situation that is causing the dissatisfaction? a. The physical withdrawal phase b. The psychological withdrawal phase c. The behavior change phase d. The disengagement phase e. The job involvement phase 12. According to the progression of job withdrawal theory, an employee in the physical withdrawal phase will: a. take an internal transfer. b. try to change the situation. c. become disengaged. d. show less job involvement. e. be proactive in major projects. 13. According to the progression of job withdrawal theory, if an employee is unable to leave the job situation he or she will: a. adopt the stick approach. b. experience physical withdrawal. c. show job involvement and commitment to the organization. d. go through the Hawthorne syndrome. e. experience psychological retraction. 14. According to the progression of job withdrawal theory, which of the following is an employee most likely to do in the psychological withdrawal phase? a. Leave the job b. Take an internal transfer c. Become disengaged d. Start to become absent or tardy e. Try to change the situation 15. John works in the sales division of a large consumer goods company. He has recently started taking frequent leaves, and has asked his manager, Mr. Carr, to transfer him to 2012 published by Flat World Knowledge 2

3 another division of the company. Which of the following statements would be most appropriate to describe John s situation? a. John s physiological and safety needs are unmet. b. John s work environment provides a lot of motivators for him. c. John is in the physical withdrawal stage. d. John s behavior change in the recent past has gone unnoticed. e. John is disengaged and completely uninvolved in his work demands. 16. The conclusion drawn from the Hawthorne studies was that worker output increased because: a. employees were allowed to decide their break times autonomously. b. there was a high degree of micromanagement. c. employees were allowed to choose the type of jobs they did. d. employees received attention and felt valued. e. managers satisfied all their demands regarding work conditions. 17. The implication of the Hawthorne studies is that: a. people start at the bottom of the hierarchy of needs and work their way up. b. managers should do things that make employees feel appreciated. c. self-actualization needs are our most basic needs. d. the average person dislikes work and will avoid it. e. most workers will avoid responsibility. 18. Which of the following did Elton Mayo find during the Hawthorne studies? a. No matter which experiments were performed, worker output improved. b. Workers became defiant as they felt watched and outcome decreased. c. Employees loathed the attention from researchers, which impacted productivity. d. As one level of need is satisfied, it will no longer be a motivator. e. The average person needs to be directed. 19. Maslow s theory of human motivation states that: a. people develop a set of behaviors in order to avoid their work situation. b. the physical and environmental factors of the workplace affect employee motivation. c. the things that satisfied the employees were motivators, while the dissatisfiers were the hygiene factors. d. there is a hierarchy of five needs, and as one level of need is satisfied, it will no longer be a motivator. e. most people need to be threatened with punishment to work toward company goals. 20. Which of the following is true about Maslow s theory of human motivation? a. Safety needs are our most basic needs. b. Self-actualization needs include food, water, and shelter. c. People start at the bottom of the hierarchy of needs and work their way up. d. In the physical withdrawal phase, employees become disengaged. e. Needs act as motivators when they are satisfied published by Flat World Knowledge 3

4 21. According to Maslow s theory of motivation, which of the following represents the most basic needs of an individual? a. Self-actualization needs b. Physiological needs c. Esteem needs d. Social needs e. Safety needs 22. According to Maslow s theory of motivation, which of the following represents an individual s need to improve him- or herself? a. Self-actualization needs b. Esteem needs c. Social needs d. Safety needs e. Physiological needs 23. The implication of Maslow s theory is that to motivate an employee, the provided opportunities for need satisfaction must target: a. only the basic and instinctual needs that everyone seeks to meet. b. higher order needs alone because they relate to growth. c. five types of needs that operate within any individual. d. those needs that have already been satisfied by the employee. e. all needs except for social needs, as they are unrelated to work performance. 24. Which of the following terms is used by Herzberg for factors that satisfied employees? a. Satisfiers b. Need factors c. Hygiene factors d. Withdrawal factors e. Motivators 25. Which of the following is true about hygiene factors? a. They are motivators that satisfy employees. b. They are not expected and assumed. c. They comprise the recognition surrounding the work performed. d. They cause demotivation if absent. e. They are higher order needs. 26. Which of the following does the motivation-hygiene theory imply? a. Fair pay is expected, but it is not a motivator. b. Salary is on the motivation factor list. c. Management training programs are hygiene factors. d. Hygiene factors are necessarily motivators. e. Company policies are one of the top motivators published by Flat World Knowledge 4

5 27. Which of the following are motivation factors? a. Company policies b. Responsibility c. Relationship with manager d. Salary e. Work conditions 28. Company policy and salary are examples of factors. a. need b. hygiene c. satisfaction d. withdrawal e. motivation 29. Theory X managers have a(n) management style. a. permissive b. passive c. authoritarian d. democratic e. liberal 30. Which of the following statements represents the Theory X view? a. Most people want to make an effort at work. b. People will apply self-control and self-direction in pursuit of company objectives. c. People usually accept and actually welcome responsibility. d. Most workers will use imagination and ingenuity in solving company problems. e. The average person needs to be directed. 31. The belief that employees enjoy work, accept responsibility, and exercise self-direction is endorsed by. a. theory Y b. the two-factor theory c. the hierarchy of needs theory d. theory X e. the progression of job withdrawal theory 32. Which of the following will a Theory Y manager do? a. Threaten employees with punishment b. Blame employees for avoiding responsibility c. Provide employees with detailed directions d. Use his/her authority to make employees work e. Allow employees to use self-direction 33. Which of the following is true with regard to the carrot and stick approach? 2012 published by Flat World Knowledge 5

6 a. Carrots represent a negative approach to motivating employees. b. The carrot approach takes a punitive look at retention. c. The stick approach involves offering some rewards and incentives. d. The carrot approach fails when the goals are unrealistic. e. The term carrot and stick approach was first used by Maslow. 34. The stick approach utilizes to maximize employee performance. a. rewards b. monetary incentives c. punitive actions d. appraisals e. promotions 35. A manager gives his employees an ultimatum that they need to increase sales in the coming quarter by 20% or leave the company. Which of the following motivational approaches is he applying? a. Carrot approach b. Theory Y c. Hygiene factors approach d. Stick approach e. Herzberg s two-factor theory Fill in the Blanks 36. The progression of job withdrawal theory says that people go through behavior change, physical withdrawal, and to avoid their work situation. 37. In the withdrawal phase, the employee starts to become absent or tardy. 38. Between 1927 and 1932, conducted a series of experiments in the Western Electric Hawthorne Works company in Illinois. 39. needs are the needs people have to better themselves. 40. factors are expected and assumed, while they may not necessarily motivate. Short Answer/ Essay Questions 41. What does an employee do in the physical withdrawal phase? In the physical withdrawal phase, the employee does one of the following: - Leaves the job - Takes an internal transfer 2012 published by Flat World Knowledge 6

7 - Starts to become absent or tardy 42. What does Maslow s hierarchy of needs consist of? Maslow s hierarchy consists of the following: - Self-actualization needs - Esteem needs - Social needs - Safety needs - Physiological needs 43. List the top six motivation factors according to the two-factor theory. The top six motivation factors are: 1. Achievement 2. Recognition 3. The work itself 4. Responsibility 5. Advancement 6. Growth 44. What is the significance of motivation? If people understand their own motivations, they can better choose a career path that will make them happy. Section Two True/False Questions 45. Set pay plans result in unfairness when onboarding or offering pay increases. 46. Performance appraisal can address motivational factors such as achievement, recognition, and responsibility. 47. Succession planning is a formalized process to assess how well an employee does his or her job. 48. Assigning employees to a special project or task is an example of job enlargement. 49. Employees who are micromanaged tend to be more satisfied than those employees who are empowered published by Flat World Knowledge 7

8 50. Micromanagement is an integral part of employee empowerment. 51. Gain sharing focuses on improvement of productivity within the organization. Multiple Choice Questions 52. Which of the following is a company most likely to consider with regard to salaries? a. A discreet pay communication strategy b. A partial and indefensible process for pay raises c. A flexible and discriminatory strategy d. A system excluding paid time off e. A standard process when determining pay 53. is the formalized process to assess how well an employee does his or her job. a. Succession planning b. Management training c. Performance appraisal d. Conflict management e. Job enrichment 54. is defined as a process for identifying and developing internal people who have the potential for filling positions. a. Succession planning b. Management training c. Performance appraisal d. Conflict management e. Job specification 55. refers to the judgment that people make with respect to the results they receive versus the results received by others with whom they associate. a. Personal judgment b. Outcome fairness c. Procedural justice d. Biased judgment e. Classical conditioning 56. is the process used to determine the outcomes received. a. Bias suppression b. Procedural justice c. Outcome fairness d. Performance appraisal e. Moral fairness 2012 published by Flat World Knowledge 8

9 57. occurs when an employee perceives that the person making the decision is not partial or has vested interest in the outcome. a. Procedural justice b. Subjective constancy c. Hawthorne effect d. Direct perception e. Bias suppression 58. An employee determines the outcome fairness of a conflict to be consistent when it is: a. based on correct information. b. aligned with moral societal standards. c. applied invariably to other persons and different periods of time. d. perceived to be free of bias and vested interests. e. believed that any mistakes in the decision or process will be remedied. 59. means to enhance a job by adding more meaningful tasks to make the employee s work more rewarding. a. Job rotation b. Job analysis c. Job enrichment d. Job specification e. Job differentiation 60. Adding new challenges or responsibilities to a current job is called. a. job rotation b. job analysis c. job specification d. job differentiation e. job enlargement 61. It s exciting that we have to work on projects which are demanding and which test our abilities. Which of the following would best describe the situation? a. Job rotation b. Job enlargement c. Job specification d. Job differentiation e. Job empowerment 62. involves management allowing workers to make decisions and act upon those decisions, with the support of the organization. a. Job enlargement b. Job enrichment c. Employee empowerment d. Employee entitlement e. Management approval 2012 published by Flat World Knowledge 9

10 63. Employee empowerment is characterized by: a. restricting innovation to focus on the most efficient use of resources. b. reducing autonomy to bring order and accountability among employees. c. managing employees through close task supervision to ensure high quality. d. providing employees with information to reduce dependence on managers. e. creating a structure where employees are not burdened with decision-making. 64. My boss trusts me and lets me use my discretion on projects that are assigned to me. It encourages me to put in more effort. Which of the following would best describe the situation? a. Employee empowerment b. Pay-for-performance c. Job enlargement d. Job enrichment e. Procedural justice 65. means that employees are rewarded for meeting preset objectives within the organization. a. Empowerment b. Job enlargement c. Job enrichment d. Outcome fairness e. Pay-for-performance Fill in the Blanks 66. is a formalized process to assess how well an employee does his or her job. 67. Proper shows what employees must accomplish at each level in order to attain a higher-level position. 68. is the process used to determine the outcomes received. 69. When we are not and have the power to determine the sequence of our own workday, we tend to be more satisfied than those employees who are not empowered. 70. Adding new challenges or responsibilities to a current job is called. Short Answer/ Essay Questions 71. Describe any two considerations companies use surrounding pay published by Flat World Knowledge 10

11 Students may choose any two of the following: Some of the considerations companies use surrounding pay can include the following: 1. Instituting a standard process Many organizations do not have set pay plans, which can result in unfairness when onboarding (the process of bringing someone on board with the company, including discussion and negotiation of compensation) or offering pay increases. Companies should make sure the process for receiving pay raises is fair and defensible, so as not to appear to be discriminatory. 2. A pay communication strategy Many companies work hard to make sure the fair pay process is communicated to employees. Transparency in the process of how raises are given and then communicated can help companies retain good employees. 3. Paid time off (PTO) Companies pay us not only with our salary but also from the time off we receive. Paid holidays and vacation time might be an example. 72. What are the six main areas used to determine the outcome fairness of a conflict? There are six main areas we use to determine the outcome fairness of a conflict: 1. Consistency We will determine if the procedures are applied consistently to other persons and throughout periods of time. 2. Bias suppression We perceive the person making the decision does not have bias or vested interest in the outcome. 3. Information accuracy The decision made is based on correct information. 4. Correctability The decision is able to be appealed and mistakes in the decision process can be corrected. 5. Representativeness We feel the concerns of all stakeholders involved have been taken into account. 6. Ethicality The decision is in line with moral societal standards. 73. How does job enrichment motivate employees? Job enrichment means to enhance a job by adding more meaningful tasks to make our work more rewarding. For example, if we as retail salespersons are good at creating eyecatching displays, allowing us to practice these skills and assignment of tasks around this could be considered job enrichment. Job enrichment can fulfill our higher level of human needs while creating job satisfaction at the same time. 74. What do employees need to achieve job satisfaction? Employees need the following to achieve job satisfaction: - Skill variety, or many different activities as part of the job - Task identity, or being able to complete one task from beginning to end - Task significance, or the degree to which the job has impact on others, internally or externally - Autonomy, or freedom to make decisions within the job - Feedback, or clear information about performance 75. What are pay-for-performance strategies? Name some published by Flat World Knowledge 11

12 Some organizations have a pay-for-performance strategy, which means that we are rewarded for meeting preset objectives within the organization. For example, in a meritbased pay system, we might be rewarded for meeting or exceeding performance during a given time period. Rather than a set pay increase every year, the increase is based on performance. Some organizations offer bonuses to employees for meeting objectives, while some organizations offer team incentive pay if a team achieves a specific, predetermined outcome. Some organizations also offer profit sharing, which is tied to a company s overall performance. Gain sharing, different from profit sharing, focuses on improvement of productivity within the organization published by Flat World Knowledge 12