Chapter 13

Motivation and Performance

 

True / False Questions

 

1. The source of extrinsic motivation lies with actually performing the behavior and not with its consequences. 
 
True    False
 
2. Managers who derive a sense of accomplishment and achievement from helping the organization achieve its
goals and gain competitive advantages are extrinsically motivated. 
 
True    False
 
3. Jobs which are interesting and challenging are more likely to lead to intrinsic motivation than jobs which are
boring or do not use a person’s skills and abilities. 
 
True    False
 
4. Intrinsically motivated behavior is behavior that is performed to acquire material or social rewards or to
avoid punishment. 
 
True    False
 
5. Steve is a broker of a large financial company and is motivated by his sales commission. Steve is therefore
intrinsically motivated. 
 
True    False
 
6. Extrinsically motivated behavior is that which is performed out of a desire to work for the welfare of
society. 
 
True    False
 
7. Drew works by the company's code of conduct only because he knows that not doing so will get him fired.
Drew's motivation is intrinsic. 
 
True    False
 
8. People can be both intrinsically and extrinsically motivated at the same time. 
 
True    False
 

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9. A person who is extrinsically motivated cannot be prosocially motivated at the same time. 
 
True    False
 
10. According to the expectancy theory, an employee's perception about the extent to which his effort will result
in a given level of performance is known as expectancy. 
 
True    False
 
11. According to the expectancy theory, members of an organization are motivated to put forth a high level of
effort only if they think that doing so leads to high performance. 
 
True    False
 
12. According to the expectancy theory, employees are motivated to perform at a high level only if they think
high performance will lead to outcomes such as pay, job security, interesting job assignments, bonuses, or a
feeling of accomplishment. 
 
True    False
 
13. According to the expectancy theory, the term instrumentality refers to how desirable each of the outcomes
available from a job or organization is to a person. 
 
True    False
 
14. Providing employees with highly valent outcomes has the potential to reduce turnover. 
 
True    False
 
15. According to Maslow's hierarchy of needs theory, higher level needs must be satisfied before lower level
needs. 
 
True    False
 
16. According to Maslow's hierarchy of needs theory, the highest level of unmet needs in the hierarchy is the
prime motivator of behavior.  
 
True    False
 
17. According to Alderfer’s ERG theory, as lower-level needs become satisfied, a person seeks to satisfy
higher-level needs. 
 
True    False
 
18. According to Herzberg, satisfying hygiene needs is a more efficient way to ensure high levels of job
satisfaction than satisfying motivator needs. 
 
True    False
 

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19. According to McClelland, the need for affiliation is the extent to which an individual is concerned about
having the people around him or her get along with each other. 
 
True    False
 
20. Equity exists when a person perceives his or her own outcome-input ratio to be equal to a referent's
outcome-input ratio. 
 
True    False
 
21. Overpayment inequity exists when a person perceives that his or her own outcome-input ratio is less than
that of a referent. 
 
True    False
 
22. Motivation is highest when as many people as possible in an organization perceive that they are being
equitably treated. 
 
True    False
 
23. The equity theory focuses on identifying the types of goals that are most effective in producing high levels
of motivation and performance and explaining why goals have these effects. 
 
True    False
 
24. Goal-setting theory suggests that to stimulate high motivation and performance, goals must be generic and
easy. 
 
True    False
 
25. Both easy and moderate goals have less motivational power than difficult goals. 
 
True    False
 
26. Learning theory focuses on the linkage between performance and outcomes in the motivation equation. 
 
True    False
 
27. According to the operant conditioning theory, by linking the performance of specific behaviors to the
attainment of specific outcomes, managers can motivate organizational members to perform in ways that
help an organization achieve its goals. 
 
True    False
 
28. By linking positive reinforcers to the performance of functional behaviors, managers motivate people to
perform the desired behaviors. 
 
True    False
 

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29. Identifying the right behavior for positive reinforcement is a straightforward and easy task. 
 
True    False
 
30. Whenever possible, managers should try to use negative reinforcement. 
 
True    False
 
31. Organizational behavior modification works best for behaviors that are specific, objective, and countable. 
 
True    False
 
32. Vicarious learning occurs when a person becomes motivated to perform a behavior by watching another
person performing the behavior and being positively reinforced for doing so.  
 
True    False
 
33. Vicarious learning is also known as observational learning. 
 
True    False
 
34. From a motivation standpoint, stock options are used not so much to motivate employees to work in the
future for the good of the company but to reward them for past performance. 
 
True    False
 
35. Using piece-rate pay, an individual-based merit plan, managers base employees’ pay on the number of units
each employee produces. 
 
True    False
 
36. Advances in information technology have dramatically complicated the administration of piece-rate pay. 
 
True    False
 
37. A compensation plan of an organization that bases pay on performance is called a merit pay plan. 
 
True    False
 
38. Using equity pay, another individual-based merit pay plan, managers base pay on a percentage of sales. 
 
True    False
 
39. Under profit sharing, managers receive a share of their employees' profits.  
 
True    False
 

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40. The Scanlon plan motivated employees to propose and implement cost-cutting strategies because a
percentage of the cost savings achieved during a specified time is distributed to the employees.  
 
True    False
 
 

Multiple Choice Questions

 

41. _____ is central to management because it explains what drives or will drive people to achieve
organizational goals. 
 

A. Determinism
B. Motivation
C. Ethnocentrism
D. Structuralism
E. Positivism
 
42. Fletcher met all the goals his manager set him, despite being faced with several obstacles. He won the
Employee of the Year award for his diligence. Fletcher is: 
 

A. high on defeatism.
B. low on achievement.
C. low on motivation.
D. low on effort.
E. high on persistence.
 
43. Which of the following is true of Michael, a manager of stellar performance, who is driven by intrinsic
motivation? 
 

A. The source of his motivation lies with the bonus paycheck he receives with each accomplishment.
B. The source of his motivation lies with performing his role well and achieving organizational goals.
C. He is motivated by the societal recognition and fame his achievements bring him.
D. The source of his motivation lies with the censure that failure would bring him.
E. He is motivated by the promotion his performance will necessitate.
 

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44. The source of _____ motivation lies with actually performing the behavior, and motivation comes from
doing the work itself. 
 

A. extrinsic
B. ethnocentric
C. xenocentric
D. intrinsic
E. operational
 
45. The source of _____ motivation lies with the acquisition of material or social rewards. 
 

A. extrinsic
B. operational
C. intrinsic
D. ethnocentric
E. experiential
 
46. Which of the following is true of extrinsic motivation? 
 

A. The source of motivation is the consequences of the behavior, not the behavior itself.
B. The source of motivation lies with executing the tasks with maximum efficiency and efficacy.
C. The motivation is fueled by a person's need for achievement and self-actualization.
D. The motivation is fueled by a person's desire to ensure the welfare of other people.
E. The source of motivation lies with the sense of satisfaction that performing well brings.
 
47. Which of the following managers is driven by intrinsic motivation? 
 

A. Manuela, who works hard because of the sense of satisfaction that doing so gives her
B. Derek, who works hard because of the incentives he receives each quarter
C. Jolie, who works hard because she knows that by doing so, she will be promoted
D. Luca, who works hard because of the recognition his achievements bring him
E. Diane, who works hard because she knows that if she doesn't do so, she will be fired
 
48. Which of the following managers is extrinsically motivated? 
 

A. Manuela, who works hard because of the sense of satisfaction that doing so gives her
B. Patrick, who works hard because his job is interesting and enjoyable
C. Kate, who works hard because her job gives her an opportunity to fulfill her potential
D. Marco, who works hard because he wants to see his organization achieve its goals
E. Jolie, who works hard because of the promotion she knows that doing so will bring her
 

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49. Which of the following is true of prosocially motivated behavior?  
 

A. It is behavior that is performed to avoid censure or punishment.

B. It is behavior that is performed for social recognition and respect.
C. The source of motivation lies with the desire to conform to the norms of society.
D. The source of motivation lies with the fear of punishment.
E. It is behavior that seeks to improve the well-being of other people.
 
50. Which of the following managers displays prosocially motivated behavior? 
 

A. Derek, who works hard because of the incentives he receives each quarter
B. Jolie, who works hard because she knows that by doing so, she will be promoted
C. Luca, who works hard because of the recognition his achievements bring him
D. Diane, who works hard because she knows that if she doesn't do so, she will be fired
E. Brett, who works hard because he knows that what he does improves the welfare of many people
 
51. According to the expectancy theory, motivation is high when people: 
 

A. believe that high levels of effort lead to high performance and ultimately, to the attainment of the desired
goals.
B. perceive that they can satisfy their need for affiliation and need for achievement with minimum effort.
C. perceive that their own outcome–input ratio is less than that of referents.
D. are set specific and challenging goals which help them focus their inputs in the right direction.
E. learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead
to undesired consequences.
 
52. Which of the following is true of the expectancy theory formulated by Victor H. Vroom? 
 

A. It states that people are motivated to put effort into their work only if they think that their effort will pay
off in high performance.
B. It states that once a need has been satisfied, it ceases to be a source of motivation.
C. It states that people are most motivated when they perceive that their own outcome-input ratio is less
than that of referents.
D. It drew attention to the important distinction between intrinsic motivation and extrinsic motivation.
E. It suggests that to stimulate high motivation and performance, goals must be specific and difficult.
 

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53. According to the expectancy theory, in what way can a manager boost the expectancy levels and
motivation of employees? 
 

A. By setting them tasks for which they are overqualified

B. By expressing confidence in their competence and capability
C. By not putting them through intensive, routine training programs
D. By lowering their levels of autonomy and responsibility as they gain experience
E. By giving them advice frequently and monitoring their performance constantly
 
54. According to the expectancy theory, _____ is a person’s perception about the extent to which performance
at a certain level results in the attainment of outcome. 
 

A. instrumentality
B. determinism
C. positivism
D. valence
E. ethnocentrism
 
55. Sandy announces at the morning staff meeting that any employee who increases sales by 15% will receive a
15% commission. According to the expectancy theory, Sandy is promoting _____. 
 

A. positivism
B. instrumentality
C. autonomy
D. equity
E. self-actualization
 
56. According to the expectancy theory, which of the following is true of instrumentality? 
 

A. Managers promote high levels of instrumentality when they link performance to desired outcomes.
B. Managers promote instrumentality by ensuring that rewards are distributed to employees on the basis of
their rank.
C. Managers create low levels instrumentality when the distribution of outcomes available in an
organization are performance-based.
D. Managers create low levels of instrumentality when they link effort to performance.
E. Managers promote low levels of instrumentality when they communicate to employees that high
performance will lead to a pay raise in the future.
 

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57. According to the expectancy theory, the term _____ refers to how desirable each of the outcomes available
from a job or organization is to a person. 
 

A. instrumentality
B. self-actualization
C. valence
D. equity
E. autonomy
 
58. A manager provides outcomes to his subordinates for good performance in the form of rewards that they
value. According to the expectancy theory, the manager is working on: 
 

A. valence.
B. instrumentality.
C. determinism.
D. self-actualization.
E. positivism.
 
59. Which of the following is true of valence, according to the expectancy theory? 
 

A. High motivation results from low valence and low instrumentality.

B. Valence refers to how instrumental an employee is to the organization.
C. High levels of valency and instrumentality result in low expectancy.
D. Outcomes considered to have high valence are identical across all employees.
E. Providing employees with highly valent outcomes can reduce turnover.
 
60. _____ proposes that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs,
belongingness needs, esteem needs, and self-actualization needs. 
 

A. Victor H. Vroom's expectancy theory

B. B.F. Skinner's operant conditioning theory
C. Abraham Maslow's hierarchy of needs theory
D. Frederick Herzberg's motivator-hygiene theory
E. David McClelland's theory of needs
 

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61. Which of the following forms the base of Maslow's hierarchy of needs? 
 

A. Esteem needs
B. Belongingness needs
C. Physiological needs
D. Social needs
E. Self-actualization needs
 
62. Which of the following forms the pinnacle of Maslow's hierarchy of needs? 
 

A. Safety needs
B. Belongingness needs
C. Physiological needs
D. Social needs
E. Self-actualization needs
 
63. According to Maslow's hierarchy of needs, which of the following needs does a company satisfy when it
organizes a picnic or holiday party for its employees? 
 

A. Physiological needs
B. Safety needs
C. Self-awareness needs
D. Belongingness needs
E. Self-actualization needs
 
64. Which of the following is true according to Maslow's hierarchy of needs? 
 

A. The highest-level needs must be met before trying to satisfy the lower-level needs.
B. Once a need is satisfied, it ceases to be a source of motivation.
C. The five basic needs can be satisfied in any order.
D. A person can be motivated by needs at more than one level at the same time.
E. If unable to satisfy needs at a certain level, people will focus more intently on satisfying the needs at the
next highest level.
 

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65. According to Maslow's hierarchy of needs, by providing adequate medical benefits and safe working
conditions, managers satisfy their employees' _____. 
 

A. need for self-actualization

B. need for safety
C. need for affiliation
D. need for recognition
E. need for power
 
66. According Maslow's hierarchy of needs, as countries become wealthier and have higher standards of living,
_____ needs are likely to be the prime motivators of behavior. 
 

A. physiological
B. safety
C. self-actualization
D. operational
E. experiential
 
67. According Maslow's hierarchy of needs, by giving his/her employees the opportunity to use their skills and
abilities to the fullest extent possible, a manager satisfies their _____. 
 

A. physiological needs
B. safety needs
C. self-actualization needs
D. operational needs
E. terminal needs
 
68. _____ collapsed the five categories of needs in Maslow’s hierarchy into three universal categories—
existence, relatedness, and growth. 
 

A. David McClelland's three-needs theory

B. Clayton Alderfer's ERG theory
C. Herzberg's hygiene-motivator theory
D. B.F. Skinner's operant conditioning
E. Victor H. Vroom's expectancy theory
 

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69. Which of the following is true of Alderfer's ERG theory? 
 

A. It states that when people experience need frustration, they focus upon a lower-level need.
B. It states that a person can be motivated by only one need from any given level at a time.
C. It states that needs which have already been satisfied are the strongest motivators.
D. It states that the need for self-actualization is more important than the need for affiliation.
E. It states that need for personal-growth is the lowest-level need.
 
70. In what way do the theories of Maslow and Alderfer resemble each other? 
 

A. Both theories agree that self-actualization form the base of the needs-hierarchy.
B. Both theories agree that a person can only be motivated by one need at a time.
C. Both theories agree that as lower-level needs become satisfied, people seek to satisfy higher-level needs.
D. Both theories agree that when people experience need frustration, they focus upon satisfying higher-level
needs.
E. Both theories agree that physiological needs form the pinnacle of the needs-hierarchy.
 
71. In what way do the theories of Maslow and Alderfer differ? 
 

A. Unlike Alderfer, Maslow believed that self-actualization forms the base of the needs-hierarchy.
B. Unlike Maslow, Alderfer believed that a person can be motivated by needs from multiple levels at a time.
C. Unlike Maslow, Alderfer believed that as lower-level needs become satisfied, people seek to satisfy
higher-level needs.
D. Unlike Alderfer, Maslow believed that when people experience need frustration, they focus upon
satisfying higher-level needs.
E. Unlike Maslow, Alderfer believed that physiological needs form the pinnacle of the needs-hierarchy.
 
72. According to Herzberg's motivator-hygiene theory, _____ needs are related to the nature of the work itself
and how challenging it is. 
 

A. motivator
B. expectancy
C. instrumental
D. hygiene
E. terminal
 

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73. According to Herzberg's motivator-hygiene theory, _____ needs are related to the physical and
psychological context in which the work is performed. 
 

A. motivator
B. expectancy
C. instrumental
D. hygiene
E. terminal
 
74. According to Herzberg's motivator-hygiene theory, which of the following outcomes helps to satisfy
motivator needs? 
 

A. Job security
B. Good relationships with coworkers
C. Good pay
D. A sense of accomplishment
E. Effective supervision
 
75. According to Herzberg's motivator-hygiene theory, which of the following outcomes satisfy hygiene needs? 
 

A. Job security
B. Responsibility
C. Autonomy
D. A sense of accomplishment
E. Interesting work
 
76. _____ drew attention to the important distinction between intrinsic motivation and extrinsic motivation. 
 

A. Maslow's hierarchy of needs

B. Alderfer's ERG theory
C. Herzberg's motivator-hygiene theory
D. McClelland's theory of needs
E. Equity theory
 

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77. According to McClelland, the need for _____ is the extent to which an individual has a strong desire to
perform challenging tasks well and to meet personal standards for excellence.  
 

A. affiliation
B. belongingness
C. achievement
D. self-awareness
E. relatedness
 
78. According to McClelland, the need for _____ is the extent to which an individual desires to control or
influence others. 
 

A. power
B. affiliation
C. belongingness
D. self-awareness
E. equity
 
79. According to McClelland, the need for affiliation is the extent to which an individual:  
 

A. desires to perform challenging tasks well.

B. wants to meet personal standards for excellence.
C. is concerned about maintaining good interpersonal relations.
D. desires to control other people.
E. wishes to receive performance feedback.
 
80. Michelle has a strong desire to perform challenging tasks well and to meet personal standards for
excellence. However, she does not wish do to so at the expense of maintaining good interpersonal
relationships with her employees. According to McClelland's three-needs theory, Michelle has a: 
 

A. high need for affiliation and high need for achievement.

B. low need for affiliation and low need for power.
C. low need for achievement and low need for affiliation.
D. high need for power and low need for affiliation
E. low need for achievement and high need for power
 

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81. Harry has a strong desire to perform challenging tasks well and to meet personal standards for excellence,
even at the expense of maintaining good interpersonal relationships with his employees. According to
McClelland's three-needs theory, Harry has a: 
 

A. high need for affiliation and high need for achievement.

B. low need for affiliation and high need for achievement.
C. high need for affiliation and low need for power.
D. high need for power and high need for affiliation
E. low need for achievement and low need for power
 
82. Carrow is a manager who believes that maintaining control over his employees is more important than
maintaining cordial relationships with them. According to McClelland's three-needs theory, Carrow has a: 
 

A. high need for power and low need for affiliation.

B. high need for power and high need for affiliation.
C. low need for power and low need for achievement.
D. low need for achievement and high need for affiliation
E. low need for power and low need for affiliation
 
83. _____ is a theory of motivation that concentrates on people’s perceptions of the fairness of their work
outcomes relative to, or in proportion to, their work inputs. 
 

A. Equity theory
B. Expectancy theory
C. Goal-setting theory
D. ERG theory
E. Three-needs theory
 
84. _____ exists when a person's own outcome-input ratio is perceived to be less than that of a referent. 
 

A. Absolute equity
B. Instrumental equity
C. Terminal equity
D. Underpayment inequity
E. Overpayment inequity
 

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85. Tracy, an employee at Nationwide Cellular, perceives that her outcome-input ratio is higher than that of her
coworker Julia. This is an example of: 
 

A. overpayment inequity.
B. underpayment inequity.
C. absolute equity.
D. instrumental equity.
E. terminal equity.
 
86. Julia perceives that she is working harder than a number of her coworkers and being paid less when
compared to them. Julia is likely to be motivated to: 
 

A. improve her work attendance.

B. increase her working hours.
C. raise her work inputs.
D. ask for more work.
E. decline a promotion.
 
87. _____ considers how managers can ensure that organizational members focus their inputs in the direction of
high performance and the achievement of organizational targets. 
 

A. Goal-setting theory
B. ERG theory
C. Three-needs theory
D. Operant conditioning theory
E. Motivator-hygiene theory
 
88. The goal-setting theory: 
 

A. states that to stimulate high motivation and performance, goals must be generic.
B. suggests that underpayment inequity motivates employees to achieve organizational goals.
C. considers how managers can align the input of employees with organizational goals.
D. examines the different types of rewards and punishments that can be used to reinforce goal-oriented
behavior.
E. suggests that people are most motivated to achieve organizational goals when they have low levels of job
satisfaction.
 

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89. According to _____ employees will be motivated to perform at a high level and attain their work goals to
the extent that high performance and goal attainment allow them to obtain outcomes they desire. 
 

A. Clayton Alderfer's ERG theory

B. McClelland's three-needs theory
C. Herzberg's motivator-hygiene theory
D. Victor H. Vroom's expectancy theory
E. B.F. Skinner's operant condition theory
 
90. When _____ reinforcement is used, people are motivated to perform behaviors because they want to stop
receiving or avoid undesired outcomes. 
 

A. positive
B. absolute
C. intrinsic
D. negative
E. extrinsic
 
91. One way for managers to curtail the performance of dysfunctional behaviors is to eliminate whatever is
reinforcing the behaviors. This process is called _____. 
 

A. extinction
B. punishment
C. extraction
D. instrumentality
E. termination
 
92. _____ reinforcement gives people outcomes they desire when they perform organizationally functional
behaviors. 
 

A. Negative
B. Extrinsic
C. Positive
D. Intrinsic
E. Absolute
 

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93. When John violated the company's code of ethics, he was suspended for eight weeks without pay. This is an
example of _____. 
 

A. extinction
B. positive reinforcement
C. negative reinforcement
D. extraction
E. punishment
 
94. Why is organizational behavior modification criticized? 
 

A. It fails to give managers a technique to motivate the performance of organizationally functional

behaviors.
B. It has been unsuccessful when used to improve productivity, efficiency, attendance, and punctuality.
C. It can rob people of their individuality, freedom of choice, and creativity if used ineptly.
D. It does not work for behaviors that are specific, objective, and countable.
E. It is highly ineffective in promoting organizational efficiency amongst employees.
 
95. Which of the following theories proposes that motivation results not only from direct experience of rewards
and punishments but also from a person's thoughts and beliefs? 
 

A. Needs hierarchy theory

B. ERG theory
C. Equity theory
D. Operant conditioning theory
E. Social learning theory
 
96. _____ is a person’s belief about his or her ability to perform a behavior successfully. 
 

A. Self-enhancement
B. Self-efficacy
C. Self-actualization
D. Self-awarness
E. Self-respect
 

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97. As a reward for completing his assignment two weeks ahead of schedule, Scott rewarded himself with a
long vacation. The reward is a(n) _____. 
 

A. vicarious reinforcer
B. negative reinforcer
C. self-reinforcer
D. relative-reinforcer
E. absolute-reinforcer
 
98. Which of the following is true of employee stock options? 
 

A. They are used in lieu of payment for entry-level employees.

B. They are used in lieu of payment for high-level managers.
C. They are used to motivate employees to achieve organizational goals.
D. They are used to attract customers from different market segments.
E. They are used to decrease the value of stock options.
 
99. When an organization bases employees' pay on the number of units each employee produces, it is using a(n)
_____. 
 

A. equity plan
B. Scanlon plan
C. piece-rate plan
D. commission pay plan
E. stock option plan
 
100. The _____ plan motivates employees to propose and implement cost-cutting strategies because a percentage
of the cost savings achieved during the specified time is distributed to the employees. 
 

A. commission
B. equity
C. piece-rate
D. stock-option
E. Scanlon
 
 

Essay Questions
 

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101. Define motivation and describe the psychological factors that contribute to motivation.

 
102. Define intrinsic, extrinsic and prosocial motivation. With an example, show how a person can be motivated
by all three at the same time.

 
103. According to the expectancy theory, what are the different factors that determine a person's motivation?

 
104. What are the different types of needs according to Maslow?

 
105. Discuss Alderfer's ERG theory.

 
106. Discuss Herzberg's motivator-hygiene theory. Differentiate between motivator needs and hygiene needs.

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107. Discuss McClelland's theory of needs.

 
108. Explain the operant conditioning theory briefly.

 
109. What are the pros and cons of using punishment as a way to eliminate dysfunctional behaviors? How can
managers avoid the unintended side effects of punishment?

 
110.
How can pay be used as a source of motivation? How do need theories, the expectance theory, and learning
theories describe the importance of pay?

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 Chapter 13 Motivation and Performance Answer Key

Comp: Ignore bold and underline.

 

True / False Questions

 

1. The source of extrinsic motivation lies with actually performing the behavior and not with its
consequences. 
 
A. True
B. False
Answer: FALSE

Feedback: Intrinsically motivated behavior is behavior that is performed for its own sake; the source of
motivation is actually performing the behavior, and motivation comes from doing the work itself.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-01
Topic: Intrinsic Reward
2. Managers who derive a sense of accomplishment and achievement from helping the organization achieve
its goals and gain competitive advantages are extrinsically motivated. 
 
A. True
B. False
Answer: FALSE

Feedback: Managers who derive a sense of accomplishment and achievement from helping the
organization achieve its goals and gain competitive advantages are intrinsically motivated.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-01
Topic:
Intrinsic Reward

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3. Jobs that are interesting and challenging are more likely to lead to intrinsic motivation than jobs that are
boring or do not use a person’s skills and abilities. 
 
A. True
B. False
Answer: TRUE

Feedback: Jobs that are interesting and challenging are more likely to lead to intrinsic motivation than
are jobs that are boring or do not use a person’s skills and abilities.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Intrinsic Reward

4. Intrinsically motivated behavior is behavior that is performed to acquire material or social rewards or to
avoid punishment. 
 
A. True
B. False
Answer: FALSE

Feedback: Extrinsically motivated behavior is behavior that is performed to acquire material or social
rewards or to avoid punishment.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-01
Topic: Intrinsic Reward

5. Steve is a broker of a large financial company and is motivated by his sales commission. Steve is
therefore intrinsically motivated. 
 
A. True
B. False
Answer: FALSE

Feedback: Extrinsically motivated behavior is behavior that is performed to acquire material or social
rewards or to avoid punishment; the source of motivation is the consequences of the behavior, not the
behavior itself.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Intrinsic Reward

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6. Extrinsically motivated behavior is that which is performed out of a desire to work for the welfare of
society. 
 
A. True
B. False
Answer: FALSE

Feedback: Extrinsically motivated behavior is behavior that is performed to acquire material or social
rewards or to avoid punishment; the source of motivation is the consequences of the behavior, not the
behavior itself.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Extrinsic Reward

7. Drew works by the company's code of conduct only because he knows that not doing so will get him
fired. Drew's motivation is intrinsic. 
 
A. True
B. False
Answer: FALSE

Feedback: Extrinsically motivated behavior is behavior that is performed to acquire material or social
rewards or to avoid punishment; the source of motivation is the consequences of the behavior, not the
behavior itself.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Extrinsic Reward
8. People can be both intrinsically and extrinsically motivated at the same time. 
 
A. True
B. False
Answer: TRUE

Feedback: People can be intrinsically motivated, extrinsically motivated, or both intrinsically and
extrinsically motivated.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Extrinsic Reward

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9. A person who is extrinsically motivated cannot be prosocially motivated at the same time. 
 
A. True
B. False
Answer: FALSE

Feedback: In addition to being intrinsically or extrinsically motivated, some people are prosocially
motivated by their work.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Extrinsic Reward

10. According to the expectancy theory, an employee's perception about the extent to which his effort will
result in a given level of performance is known as expectancy. 
 
A. True
B. False
Answer: TRUE

Feedback: According to the expectancy theory, expectancy is a person's perception about the extent to
which effort (an input) results in a certain level of performance.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-02
Topic: Expectancy Theory

11. According to the expectancy theory, members of an organization are motivated to put forth a high level
of effort only if they think that doing so leads to high performance. 
 
A. True
B. False
Answer: TRUE

Feedback: According to the expectancy theory, members of an organization are motivated to put forth a
high level of effort only if they think that doing so leads to high performance.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Expectancy Theory

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12. According to the expectancy theory, employees are motivated to perform at a high level only if they
think high performance will lead to outcomes such as pay, job security, interesting job assignments,
bonuses, or a feeling of accomplishment. 
 
A. True
B. False
Answer: TRUE

Feedback: According to expectancy theory, employees are motivated to perform at a high level only if
they think high performance will lead to outcomes such as pay, job security, interesting job assignments,
bonuses, or a feeling of accomplishment.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Expectancy Theory

13. According to the expectancy theory, the term instrumentality refers to how desirable each of the
outcomes available from a job or organization is to a person. 
 
A. True
B. False
Answer: FALSE

Feedback: According to the expectancy theory, the term valence refers to how desirable each of the
outcomes available from a job or organization is to a person.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-02
Topic: Expectancy Theory

14. Providing employees with highly valent outcomes has the potential to reduce turnover. 
 
A. True
B. False
Answer: TRUE

Feedback: Providing employees with highly valent outcomes not only can contribute to high levels of
motivation but also has the potential to reduce turnover.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Expectancy Theory

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15. According to Maslow's hierarchy of needs theory, higher level needs must be satisfied before lower level
needs. 
 
A. True
B. False
Answer: FALSE

Feedback: Maslow argued that the lowest-level needs must be met before a person strives to satisfy
needs higher up in the hierarchy, such as self-esteem needs.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hierarchy Of Needs Theory

16. According to Maslow's hierarchy of needs theory, the highest level of unmet needs in the hierarchy is the
prime motivator of behavior.  
 
A. True
B. False
Answer: FALSE

Feedback: According to Maslow's hierarchy of needs theory, the lowest level of unmet needs in the
hierarchy is the prime motivator of behavior; if and when this level is satisfied, needs at the next highest
level in the hierarchy motivate behavior. 

AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hierarchy Of Needs Theory

17. According to Alderfer’s ERG theory, as lower-level needs become satisfied, a person seeks to satisfy
higher-level needs. 
 
A. True
B. False
Answer: TRUE

Feedback: Alderfer agreed with Maslow that as lower-level needs become satisfied, a person seeks to
satisfy higher-level needs.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03

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 Topic: Alderfer’s ERG Theory

18. According to Herzberg, satisfying hygiene needs is a more efficient way to ensure high levels of job
satisfaction than satisfying motivator needs. 
 
A. True
B. False
Answer: FALSE

Feedback: According to Herzberg, satisfying hygiene needs does not result in high levels of motivation
or even high levels of job satisfaction. For motivation and job satisfaction to be high, motivator needs
must be met.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hertzberg’s motivator-hygiene theory

19. According to McClelland, the need for affiliation includes the extent to which an individual is concerned
about having the people around him or her get along with each other.  Author: I could imagine a
student saying this is false because the need for affiliation is not just being concerned with how
others get along. Thus, my revision.
 
A. True
B. False
Answer: TRUE

Feedback: According to McClelland, the need for affiliation is the extent to which an individual is
concerned about establishing and maintaining good interpersonal relations, being liked, and having the
people around him or her get along with each other.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Need for affiliation

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20. Equity exists when a person perceives his or her own outcome-input ratio to be equal to a referent's
outcome-input ratio. 
 
A. True
B. False
Answer: TRUE

Feedback: Equity exists when a person perceives his or her own outcome-input ratio to be equal to a
referent's outcome-input ratio.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-02
Topic: Equity Theory

21. Overpayment inequity exists when a person perceives that his or her own outcome-input ratio is less than
that of a referent. 
 
A. True
B. False
Answer: FALSE

Feedback: Overpayment inequity exists when a person perceives that his or her own outcome-input ratio
is greater than that of a referent.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-02
Topic: Equity Theory

22. Motivation is highest when as many people as possible in an organization perceive that they are being
equitably treated. 
 
A. True
B. False
Answer: TRUE

Feedback: Motivation is highest when as many people as possible in an organization perceive that they
are being equitably treated—their outcomes and inputs are in balance.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Equity Theory

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23. The equity theory focuses on identifying the types of goals that are most effective in producing high
levels of motivation and performance and explaining why goals have these effects. 
 
A. True
B. False
Answer: FALSE

Feedback: The goal-setting theory focuses on identifying the types of goals that are most effective in
producing high levels of motivation and performance and explaining why goals have these effects.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Goal-Setting Theory

24. Goal-setting theory suggests that to stimulate high motivation and performance, goals must be generic
and easy. 
 
A. True
B. False
Answer: FALSE

Feedback: Goal-setting theory suggests that to stimulate high motivation and performance, goals must be
specific and difficult.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Goal-Setting Theory

25. Both easy and moderate goals have less motivational power than difficult goals. 
 
A. True
B. False
Answer: TRUE

Feedback: Both easy and moderate goals have less motivational power than difficult goals.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Goal-Setting Theory

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26. Learning theory focuses on the linkage between performance and outcomes in the motivation equation. 
 
A. True
B. False
Answer: TRUE

Feedback: Learning theory focuses on the linkage between performance and outcomes in the motivation
equation.

 
AACSB: Analytic
Author: Did you want to have 2 Blooms categories? Blooms: Remember
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-04
Topic: Self-reinforcer

27. According to the operant conditioning theory, by linking the performance of specific behaviors to the
attainment of specific outcomes, managers can motivate organization members to perform in ways that
help an organization achieve its goals. 
 
A. True
B. False
Answer: TRUE

Feedback: According to the operant conditioning theory, by linking the performance of specific
behaviors to the attainment of specific outcomes, managers can motivate organization members to
perform in ways that help an organization achieve its goals.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-04
Topic: Reinforcement

28. By linking positive reinforcers to the performance of functional behaviors, managers motivate people to
perform the desired behaviors. 
 
A. True
B. False
Answer: TRUE

Feedback: By linking positive reinforcers to the performance of functional behaviors, managers motivate
people to perform the desired behaviors.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-04

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 Topic: MotivationReinforcement

29. Identifying the right behavior for positive reinforcement is a straightforward and easy task. 
 
A. True
B. False
Answer: FALSE

Feedback: Managers who use positive reinforcement (and refrain from using negative reinforcement) can
get into trouble if they are not careful to identify the right behaviors to reinforce—behaviors that are
truly functional for the organization. Doing this is not always as straightforward as it might seem.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-04
Topic: Reinforcement

30. Whenever possible, managers should try to use negative reinforcement. 

 
A. True
B. False
Answer: FALSE

Feedback: The use of negative reinforcement sometimes causes subordinates to resent managers and try
to get back at them. Whenever possible, managers should try to use positive reinforcement.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-04
Topic: Reinforcement
31. Organizational behavior modification works best for behaviors that are specific, objective, and
countable. 
 
A. True
B. False
Answer: TRUE

Feedback: Organizational behavior modification works best for behaviors that are specific, objective,
and countable, such as attendance and punctuality, making sales, or putting telephones together, all of
which lend themselves to careful scrutiny and control.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-04
Topic: Reinforcement

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32. Vicarious learning occurs when a person becomes motivated to perform a behavior by watching another
person performing the behavior and being positively reinforced for doing so.  
 
A. True
B. False
Answer: TRUE

Feedback: Vicarious learning, often called observational learning, occurs when a person (the learner)
becomes motivated to perform a behavior by watching another person (the model) performing the
behavior and being positively reinforced for doing so. 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-04
Topic: Self-reinforcer
33. Vicarious learning is also known as observational learning. 
 
A. True
B. False
Answer: TRUE

Feedback: Vicarious learning, often called observational learning, occurs when a person (the learner)
becomes motivated to perform a behavior by watching another person (the model) performing the
behavior and being positively reinforced for doing so.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-04
Topic: Self-reinforcer
34. From a motivation standpoint, stock options are used not so much to motivate employees to work in the
future for the good of the company but to reward them for past performance. 
 
A. True
B. False
Answer: FALSE

Feedback: From a motivation standpoint, stock options are used not so much to reward past individual
performance but, rather, to motivate employees to work in the future for the good of the company as a
whole.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-05
Topic: Extrinsic Reward

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35. Using piece-rate pay, an individual-based merit plan, managers base employees’ pay on the number of
units each employee produces. 
 
A. True
B. False
Answer: TRUE

Feedback: Using piece-rate pay, an individual-based merit plan, managers base employees’ pay on the
number of units each employee produces.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-05
Topic: Extrinsic Reward
36. Advances in information technology have dramatically complicated the administration of piece-rate pay. 
 
A. True
B. False
Answer: FALSE

Feedback: Advances in information technology have dramatically simplified the administration of piece-
rate pay in a variety of industries.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-05
Topic: Extrinsic Reward  Motivation

37. A compensation plan that bases pay on performance is called a merit pay plan. 
 
A. True
B. False
Answer: TRUE

Feedback: A compensation plan basing pay on performance is often called a merit pay plan.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-05
Topic: Extrinsic Reward  Motivation

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38. Using equity pay, another individual-based merit pay plan, managers base pay on a percentage of sales. 
 
A. True
B. False
Answer: FALSE

Feedback: Using commission pay, another individual-based merit pay plan, managers base pay on a
percentage of sales.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-05
Topic: Extrinsic Reward  Motivation

39. Under profit sharing, managers receive a share of their employees' profits.  
 
A. True
B. False
Answer: FALSE

Feedback: Under profit sharing, employees receive a share of an organization’s profits.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-05
Topic: Extrinsic Reward  Motivation

40. The Scanlon plan motivates employees to propose and implement cost-cutting strategies because a
percentage of the cost savings achieved during a specified time is distributed to the employees.  
 
A. True
B. False
Answer: TRUE

Feedback: The Scanlon plan focuses on reducing expenses or cutting costs; members of an organization
are motivated to propose and implement cost-cutting strategies because a percentage of the cost savings
achieved during a specified time is distributed to the employees. 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-05
Topic: Extrinsic Reward  Motivation

13-35
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Multiple Choice Questions
 

41. _____ is central to management because it explains what drives or will drive people to achieve
organizational goals. 
 

A. Determinism
B. Motivation
C. Ethnocentrism
D. Structuralism
E. Positivism

Answer: B

Feedback: Motivation may be defined as psychological forces that determine the direction of a person’s
behavior in an organization, a person’s level of effort, and a person’s level of persistence in the face of
obstacles. Motivation is central to management because it explains why people behave the way they do
in organizations.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-01
Topic: Motivation Intrinsic reward

42. Fletcher met all the goals his manager set him, despite being faced with several obstacles. He won the
Employee of the Year award for his diligence. Fletcher is: 
 

A. high on defeatism.
B. low on achievement.
C. low on motivation.
D. low on effort.
E. high on persistence.

Answer: E

Feedback: Persistence refers to whether, when faced with roadblocks and obstacles, people keep trying
or give up.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Self-Determination Theory

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43. Which of the following is true of Michael, a manager of stellar performance, who is driven by intrinsic
motivation? 
 

A. The source of his motivation lies with the bonus paycheck he receives with each accomplishment.
B. The source of his motivation lies with performing his role well and achieving organizational goals.
C. He is motivated by the societal recognition and fame his achievements bring him.
D. The source of his motivation lies with the censure that failure would bring him.
E. He is motivated by the promotion his performance will necessitate.

Answer: B

Feedback: Intrinsically motivated behavior is performed for its own sake; the source of motivation is
actually performing the behavior, and motivation comes from doing the work itself. Many managers are
intrinsically motivated; they derive a sense of accomplishment and achievement from helping the
organization achieve its goals and gain competitive advantages.

 
AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Intrinsic Reward

44. The source of _____ motivation lies with actually performing the behavior, and motivation comes from
doing the work itself. 
 

A. extrinsic
B. ethnocentric
C. xenocentric
D. intrinsic
E. operational

Answer: D

Feedback: Intrinsically motivated behavior is behavior that is performed for its own sake; the source of
motivation is actually performing the behavior, and motivation comes from doing the work itself.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-01
Topic: Intrinsic Reward

13-37
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45. The source of _____ motivation lies with the acquisition of material or social rewards. 
 

A. extrinsic
B. operational
C. intrinsic
D. ethnocentric
E. experiential

Answer: A

Feedback: Extrinsically motivated behavior is behavior that is performed to acquire material or social
rewards or to avoid punishment; the source of motivation is the consequences of the behavior, not the
behavior itself.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-01
Topic: Extrinsic Reward
46. Which of the following is true of extrinsic motivation? 
 

A. The source of motivation is the consequences of the behavior, not the behavior itself.
B. The source of motivation lies with executing the tasks with maximum efficiency and efficacy.
C. The motivation is fueled by a person's need for achievement and self-actualization.
D. The motivation is fueled by a person's desire to ensure the welfare of other people.
E. The source of motivation lies with the sense of satisfaction that performing well brings.

Answer: A

Feedback: Extrinsically motivated behavior is behavior that is performed to acquire material or social
rewards or to avoid punishment; the source of motivation is the consequences of the behavior, not the
behavior itself.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Extrinsic Reward

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47. Which of the following managers is driven by intrinsic motivation? 
 

A. Manuela, who works hard because of the sense of satisfaction that doing so gives her
B. Derek, who works hard because of the incentives he receives each quarter
C. Jolie, who works hard because she knows that by doing so, she will be promoted
D. Luca, who works hard because of the recognition his achievements bring him
E. Diane, who works hard because she knows that if she doesn't do so, she will be fired

Answer: A

Feedback: Intrinsically motivated behavior is behavior that is performed for its own sake; the source of
motivation is actually performing the behavior, and motivation comes from doing the work itself. Many
managers are intrinsically motivated; they derive a sense of accomplishment and achievement from
helping the organization achieve its goals and gain competitive advantages.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Intrinsic Reward

48. Which of the following managers is extrinsically motivated? 

 

A. Manuela, who works hard because of the sense of satisfaction that doing so gives her
B. Patrick, who works hard because his job is interesting and enjoyable
C. Kate, who works hard because her job gives her an opportunity to fulfill her potential
D. Marco, who works hard because he wants to see his organization achieve its goals
E. Jolie, who works hard because she knows that doing so will bring her a promotion

Answer: E

Feedback: Extrinsically motivated behavior is behavior that is performed to acquire material or social
rewards or to avoid punishment; the source of motivation is the consequences of the behavior, not the
behavior itself.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Extrinsic Reward

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49. Which of the following is true of prosocially motivated behavior?  
 

A. It is performed to avoid censure or punishment.

B. It is performed for social recognition and respect.
C. The source of motivation lies with the desire to conform to the norms of society.
D. The source of motivation lies with the fear of punishment.
E. It seeks to improve the well-being of other people.

Answer: E

Feedback: Prosocially motivated behavior is performed to create outcomes such as improving the lives
or well-being of other people and doing good by helping others. Author: The outcomes do not result
in the behavior.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Intrinsic Reward

50. Which of the following managers displays prosocially motivated behavior? 

 

A. Derek, who works hard because of the incentives he receives each quarter
B. Jolie, who works hard because she knows that by doing so, she will be promoted
C. Luca, who works hard because of the recognition his achievements bring him
D. Diane, who works hard because she knows that if she doesn't do so, she will be fired
E. Brett, who works hard because he knows that what he does improves the welfare of many people

Answer: E

Feedback: Prosocially motivated behavior is performed to create outcomes such as improving the lives
or well-being of other people and doing good by helping others.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Intrinsic Reward

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any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
51. According to the expectancy theory, motivation is high when people: 
 

A. believe that high levels of effort lead to high performance and, ultimately, to the attainment of the
desired goals.
B. perceive that they can satisfy their need for affiliation and need for achievement with minimum
effort.
C. perceive that their own outcome-input ratio is less than that of referents.
D. are set specific and challenging goals which help them focus their inputs in the right direction.
E. learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that
lead to undesired consequences.

Answer: A

Feedback: Expectancy theory posits that motivation is high when workers believe that high levels of
effort lead to high performance and high performance leads to the attainment of desired outcomes.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-02
Topic: Expectancy Theory

52. Which of the following is true of the expectancy theory formulated by Victor H. Vroom? 
 

A. It states that people are motivated to put effort into their work only if they think that their effort will
pay off in high performance.
B. It states that once a need has been satisfied, it ceases to be a source of motivation.
C. It states that people are most motivated when they perceive that their own outcome-input ratio is less
than that of referents.
D. It drew attention to the important distinction between intrinsic motivation and extrinsic motivation.
E. It suggests that to stimulate high motivation and performance, goals must be specific and difficult.

Answer: A

Feedback: Expectancy is a person's perception about the extent to which effort (an input) results in a
certain level of performance. A person’s level of expectancy determines whether he or she believes that a
high level of effort results in a high level of performance.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Expectancy Theory

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any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
53. According to the expectancy theory, in what way can a manager boost the expectancy levels and
motivation of employees? 
 

A. By setting them tasks for which they are overqualified

B. By expressing confidence in their competence and capability
C. By not putting them through intensive, routine training programs
D. By lowering their levels of autonomy and responsibility as they gain experience
E. By giving them advice frequently and monitoring their performance constantly

Answer: B

Feedback: Managers can boost subordinates’ expectancy levels and motivation by expressing
confidence in them, by providing training so they have the expertise needed for high performance, and
by increasing their levels of autonomy and responsibility as they gain experience so they have the
freedom to do what it takes to perform at a high level.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Expectancy Theory

54. According to the expectancy theory, _____ is a person’s perception about the extent to which
performance at a certain level results in the attainment of outcome. 
 

A. instrumentality
B. determinism
C. positivism
D. valence
E. ethnocentrism

Answer: A

Feedback: Instrumentality, the second major concept in expectancy theory, is a person's perception
about the extent to which performance at a certain level results in the attainment of outcomes.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-02
Topic: Instrumentality

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any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
55. Sandy announces at the morning staff meeting that any employee who increases sales by 15% will
receive a 15% commission. According to the expectancy theory, Sandy is promoting _____. 
 

A. positivism
B. instrumentality
C. autonomy
D. equity
E. self-actualization

Answer: B

Feedback: Instrumentality, the second major concept in expectancy theory, is a person's perception
about the extent to which performance at a certain level results in the attainment of outcomes. Managers
promote high levels of instrumentality when they link performance to desired outcomes.

 
AACSB: Analytic
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Instrumentality
56. According to the expectancy theory, which of the following is true of instrumentality? 
 

A. Managers promote high levels of instrumentality when they link performance to desired outcomes.
B. Managers promote instrumentality by ensuring that rewards are distributed to employees on the basis
of their rank.
C. Managers create low levels instrumentality when the distribution of outcomes available in an
organization is performance-based.
D. Managers create low levels of instrumentality when they link effort to performance.
E. Managers promote low levels of instrumentality when they communicate to employees that high
performance will lead to a pay raise in the future.

Answer: A

Feedback: Instrumentality, the second major concept in expectancy theory, is a person’s perception
about the extent to which performance at a certain level results in the attainment of outcomes. According
to expectancy theory, employees are motivated to perform at a high level only if they think high
performance will lead to (or is instrumental for attaining) outcomes such as pay, job security, interesting
job assignments, bonuses, or a feeling of accomplishment.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 13-02
Topic: Instrumentality

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57. According to the expectancy theory, the term _____ refers to how desirable each of the outcomes
available from a job or organization is to a person. 
 

A. instrumentality
B. self-actualization
C. valence
D. equity
E. autonomy

Answer: C

Feedback: The term valence refers to how desirable each of the outcomes available from a job or
organization is to a person. According to the expectancy theory, to motivate organization members,
managers need to determine which outcomes have high valence for them—are highly desired—and make
sure that those outcomes are provided when members perform at a high level.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-02
Topic: Expectancy Theory
58. A manager provides outcomes to his subordinates for good performance in the form of rewards that they
value. According to the expectancy theory, the manager is working on: 
 

A. valence.
B. instrumentality.
C. determinism.
D. self-actualization.
E. positivism.

Answer: A

Feedback: According to the expectancy theory, the term valence refers to how desirable each of the
outcomes available from a job or organization is to a person.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Expectancy Theory

13-44
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any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
59. Which of the following is true of valence, according to the expectancy theory? 
 

A. High motivation results from low valence and low instrumentality.

B. Valence refers to how instrumental an employee is to the organization.
C. High levels of valency and instrumentality result in low expectancy.
D. Outcomes considered to have high valence are identical across all employees.
E. Providing employees with highly valent outcomes can reduce turnover.

Answer: E

Feedback: According to the expectancy theory, the term valence refers to how desirable each of the
outcomes available from a job or organization is to a person. Providing employees with highly valent
outcomes not only can contribute to high levels of motivation but also has the potential to reduce to
turnover.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Expectancy Theory

60. _____ proposes that all people seek to satisfy five basic kinds of needs: physiological needs, safety
needs, belongingness needs, esteem needs, and self-actualization needs. 
 

A. Victor H. Vroom's expectancy theory

B. B. F. Skinner's operant conditioning theory
C. Abraham Maslow's hierarchy of needs theory
D. Frederick Herzberg's motivator-hygiene theory
E. David McClelland's theory of needs

Answer: C

Feedback: Maslow proposed that all people seek to satisfy five basic kinds of needs: physiological
needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. He suggested that
these needs constitute a hierarchy of needs, with the most basic or compelling needs—physiological and
safety needs—at the bottom.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Hierarchy of Needs Theory 

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61. Which of the following forms the base of Maslow's hierarchy of needs? 
 

A. Esteem needs
B. Belongingness needs
C. Physiological needs
D. Social needs
E. Self-actualization needs

Answer: C

Feedback: According to Maslow's hierarchy of needs, the most basic or compelling needs are
physiological needs. They are the basic needs for things such as food, water, and shelter that must be met
in order for a person to survive.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Hierarchy of Needs Theory

62. Which of the following forms the pinnacle of Maslow's hierarchy of needs? 
 

A. Safety needs
B. Belongingness needs
C. Physiological needs
D. Social needs
E. Self-actualization needs

Answer: E

Feedback: Psychologist Abraham Maslow proposed that all people seek to satisfy five basic kinds of
needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization
needs. According to Maslow's hierarchy, self-actualization—the need to realize one’s full potential as a
human being—is a person's highest level need.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Hierarchy of Needs Theory

13-46
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any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
63. According to Maslow's hierarchy of needs, which of the following needs does a company satisfy when it
organizes a picnic or holiday party for its employees? 
 

A. Physiological needs
B. Safety needs
C. Self-awareness needs
D. Belongingness needs
E. Self-actualization needs

Answer: D

Feedback: Psychologist Abraham Maslow proposed that all people seek to satisfy five basic kinds of
needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization
needs. Belongingness can be satisfied by promoting good interpersonal relations and organizing social
functions such as company picnics and holiday parties.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hierarchy of Needs Theory

64. Which of the following is true according to Maslow's hierarchy of needs? 

 

A. The highest-level needs must be met before trying to satisfy the lower-level needs.
B. Once a need is satisfied, it ceases to be a source of motivation.
C. The five basic needs can be satisfied in any order.
D. A person can be motivated by needs at more than one level at the same time.
E. If unable to satisfy needs at a certain level, people will focus more intently on satisfying the needs at
the next highest level.

Answer: B

Feedback: Maslow argued that lowest-level needs must be met before a person strives to satisfy needs
higher up in the hierarchy. According to his hierarchy of needs, once a need is satisfied, it ceases to
operate as a source of motivation.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hierarchy of Needs Theory

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any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
65. According to Maslow's hierarchy of needs, by providing adequate medical benefits and safe working
conditions, managers satisfy their employees' _____. 
 

A. need for self-actualization

B. need for safety
C. need for affiliation
D. need for recognition
E. need for power

Answer: B

Feedback: Psychologist Abraham Maslow proposed that all people seek to satisfy five basic kinds of
needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization
needs. By providing adequate medical benefits and safe working conditions, managers satisfy their
employees' need for safety.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hierarchy of Needs Theory

66. According Maslow's hierarchy of needs, as countries become wealthier and have higher standards of
living, _____ needs are likely to be the prime motivators of behavior. 
 

A. physiological
B. safety
C. self-actualization
D. operational
E. experiential

Answer: C

Feedback: As countries become wealthier and have higher standards of living, needs related to personal
growth and accomplishment (such as esteem and self-actualization) become important motivators of
behavior.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hierarchy of Needs Theory

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67. According Maslow's hierarchy of needs, by giving his/her employees the opportunity to use their skills
and abilities to the fullest extent possible, a manager satisfies their _____. 
 

A. physiological needs
B. safety needs
C. self-actualization needs
D. operational needs
E. terminal needs

Answer: C

Feedback: According to Maslow's hierarchy of needs, self-actualization needs are the needs to realize
one’s full potential as a human being. By giving his/her employees the opportunity to use their skills and
abilities to the fullest extent possible, a manager satisfies their self-actualization needs.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hierarchy of Needs Theory

68. _____ collapsed the five categories of needs in Maslow’s hierarchy into three universal categories:
existence, relatedness, and growth. 
 

A. David McClelland's three-needs theory

B. Clayton Alderfer's ERG theory
C. Herzberg's hygiene-motivator theory
D. B. F. Skinner's operant conditioning
E. Victor H. Vroom's expectancy theory

Answer: B

Feedback: Clayton Alderfer's ERG theory collapsed the five categories of needs in Maslow’s hierarchy
into three universal categories—existence, relatedness, and growth. Unlike Maslow, he believed that a
person can be motivated by needs at more than one level at the same time.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Alderfer’s ERG Theory

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69. Which of the following is true of Alderfer's ERG theory? 
 

A. It states that when people experience need frustration, they focus upon a lower-level need.
B. It states that a person can be motivated by only one need from any given level at a time.
C. It states that needs which have already been satisfied are the strongest motivators.
D. It states that the need for self-actualization is more important than the need for affiliation.
E. It states that the need for personal growth is the lowest-level need.

Answer: A

Feedback: Alderfer agreed with Maslow that as lower-level needs become satisfied, a person seeks to
satisfy higher-level needs. He suggested that when people experience need frustration or are unable to
satisfy needs at a certain level, they will focus more intently on satisfying the needs at the next lower
level in the hierarchy.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Alderfer’s ERG Theory

70. In what way do the theories of Maslow and Alderfer resemble each other? 
 

A. Both theories agree that self-actualization forms the base of the needs hierarchy.
B. Both theories agree that a person can only be motivated by one need at a time.
C. Both theories agree that as lower-level needs become satisfied, people seek to satisfy higher-level
needs.
D. Both theories agree that when people experience need frustration, they focus upon satisfying higher-
level needs.
E. Both theories agree that physiological needs form the pinnacle of the needs hierarchy.

Answer: C

Feedback: Alderfer agreed with Maslow that as lower-level needs become satisfied, a person seeks to
satisfy higher-level needs. Unlike Maslow, however, Alderfer believed that a person can be motivated by
needs at more than one level at the same time.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Alderfer’s ERG Theory

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71. In what way do the theories of Maslow and Alderfer differ? 
 

A. Unlike Alderfer, Maslow believed that self-actualization forms the base of the needs-hierarchy.
B. Unlike Maslow, Alderfer believed that a person can be motivated by needs from multiple levels at a
time.
C. Unlike Maslow, Alderfer believed that as lower-level needs become satisfied, people seek to satisfy
higher-level needs.
D. Unlike Alderfer, Maslow believed that when people experience need frustration, they focus upon
satisfying higher-level needs.
E. Unlike Maslow, Alderfer believed that physiological needs form the pinnacle of the needs-hierarchy.

Answer: B

Feedback: Alderfer agreed with Maslow that as lower-level needs become satisfied, a person seeks to
satisfy higher-level needs. Unlike Maslow, however, Alderfer believed that a person can be motivated by
needs at more than one level at the same time.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Alderfer’s ERG Theory

72. According to Herzberg's motivator-hygiene theory, _____ needs are related to the nature of the work
itself and how challenging it is. 
 

A. motivator
B. expectancy
C. instrumental
D. hygiene
E. terminal

Answer: A

Feedback: According to Herzberg’s motivator-hygiene theory, people have two sets of needs or
requirements: motivator needs and hygiene needs. Motivator needs are related to the nature of the work
itself and how challenging it is.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Hertzberg’s motivator-hygiene theory

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any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
73. According to Herzberg's motivator-hygiene theory, _____ needs are related to the physical and
psychological context in which the work is performed. 
 

A. motivator
B. expectancy
C. instrumental
D. hygiene
E. terminal

Answer: D

Feedback: According to Herzberg’s motivator-hygiene theory, people have two sets of needs or
requirements: motivator needs and hygiene needs. Hygiene needs are related to the physical and
psychological context in which the work is performed.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Hertzberg’s motivator-hygiene theory

74. According to Herzberg's motivator-hygiene theory, which of the following outcomes helps to satisfy
motivator needs? 
 

A. Job security
B. Good relationships with coworkers
C. Good pay
D. A sense of accomplishment
E. Effective supervision

Answer: D

Feedback: Outcomes such as interesting work, autonomy, responsibility, being able to grow and
develop on the job, and a sense of accomplishment and achievement help to satisfy motivator needs.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hertzberg’s motivator-hygiene theory

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any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
75. According to Herzberg's motivator-hygiene theory, which of the following outcomes satisfies hygiene
needs? 
 

A. Job security
B. Responsibility
C. Autonomy
D. A sense of accomplishment
E. Interesting work

Answer: A

Feedback: Hygiene needs are satisfied by outcomes such as pleasant and comfortable working
conditions, pay, job security, good relationships with coworkers, and effective supervision.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hertzberg’s motivator-hygiene theory

76. _____ drew attention to the important distinction between intrinsic motivation and extrinsic motivation. 
 

A. Maslow's hierarchy of needs

B. Alderfer's ERG theory
C. Herzberg's motivator-hygiene theory
D. McClelland's theory of needs
E. Equity theory

Answer: C

Feedback: Herzberg helped to focus researchers' and managers' attention on the important distinction
between intrinsic motivation (related to motivator needs) and extrinsic motivation (related to hygiene
needs).

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hertzberg’s motivator-hygiene theory

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any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
77. According to McClelland, the need for _____ is the extent to which an individual has a strong desire to
perform challenging tasks well and to meet personal standards for excellence.  
 

A. affiliation
B. belongingness
C. achievement
D. self-awareness
E. relatedness

Answer: C

Feedback: According to David McClelland, the need for achievement is the extent to which an
individual has a strong desire to perform challenging tasks well and to meet personal standards for
excellence.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Need for Achievement
78. According to McClelland, the need for _____ is the extent to which an individual desires to control or
influence others. 
 

A. power
B. affiliation
C. belongingness
D. self-awareness
E. equity

Answer: A

Feedback: According to McClelland, the need for power is the extent to which an individual desires to
control or influence others.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Need for Power

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79. According to McClelland, the need for affiliation is the extent to which an individual:  
 

A. desires to perform challenging tasks well.

B. wants to meet personal standards for excellence.
C. is concerned about maintaining good interpersonal relations.
D. desires to control other people.
E. wishes to receive performance feedback.

Answer: C

Feedback: According to McClelland, the need for affiliation is the extent to which an individual is
concerned about establishing and maintaining good interpersonal relations, being liked, and having the
people around him or her get along with each other.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Need for Affiiliation

80. Michelle has a strong desire to perform challenging tasks well and to meet personal standards for
excellence. However, she does not wish do to so at the expense of maintaining good interpersonal
relationships with her employees. According to McClelland's three-needs theory, Michelle has a: 
 

A. high need for affiliation and high need for achievement.

B. low need for affiliation and low need for power.
C. low need for achievement and low need for affiliation.
D. high need for power and low need for affiliation
E. low need for achievement and high need for power

Answer: A

Feedback: According to McClelland's three needs theory, the need for achievement is the extent to
which an individual has a strong desire to perform challenging tasks well and to meet personal standards
for excellence. The need for affiliation is the extent to which an individual is concerned about
establishing and maintaining good interpersonal relations, being liked, and having the people around him
or her get along with each other.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Need for Affiliiation

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81. Harry has a strong desire to perform challenging tasks well and to meet personal standards for
excellence, even at the expense of maintaining good interpersonal relationships with his employees.
According to McClelland's three-needs theory, Harry has a: 
 

A. high need for affiliation and high need for achievement.

B. low need for affiliation and high need for achievement.
C. high need for affiliation and low need for power.
D. high need for power and high need for affiliation
E. low need for achievement and low need for power

Answer: B

Feedback: According to McClelland's three needs theory, the need for achievement is the extent to
which an individual has a strong desire to perform challenging tasks well and to meet personal standards
for excellence. The need for affiliation is the extent to which an individual is concerned about
establishing and maintaining good interpersonal relations, being liked, and having the people around him
or her get along with each other.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Need for Achievement

82. Carrow is a manager who believes that maintaining control over his employees is more important than
maintaining cordial relationships with them. According to McClelland's three-needs theory, Carrow has
a: 
 

A. high need for power and low need for affiliation.

B. high need for power and high need for affiliation.
C. low need for power and low need for achievement.
D. low need for achievement and high need for affiliation
E. low need for power and low need for affiliation

Answer: A

Feedback: According to McClelland, the need for affiliation is the extent to which an individual is
concerned about establishing and maintaining good interpersonal relations, being liked, and having the
people around him or her get along with each other. The need for power is the extent to which an
individual desires to control or influence others.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03

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 Topic: Need for Power

83. _____ is a theory of motivation that concentrates on people’s perceptions of the fairness of their work
outcomes relative to, or in proportion to, their work inputs. 
 

A. Equity theory
B. Expectancy theory
C. Goal-setting theory
D. ERG theory
E. Three-needs theory

Answer: A

Feedback: Equity theory is a theory of motivation that concentrates on people’s perceptions of the
fairness of their work outcomes relative to, or in proportion to, their work inputs. Equity exists when a
person perceives his or her own outcome-input ratio to be equal to a referent’s outcome-input ratio.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-02
Topic: Equity Theory

84. _____ exists when a person's own outcome-input ratio is perceived to be less than that of a referent. 
 

A. Absolute equity
B. Instrumental equity
C. Terminal equity
D. Underpayment inequity
E. Overpayment inequity

Answer: D

Feedback: Equity exists when a person perceives his or her own outcome-input ratio to be equal to a
referent’s outcome-input ratio. Underpayment inequity exists when a person's own outcome-input ratio is
perceived to be less than that of a referent.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-02
Topic: Equity Theory

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85. Tracy, an employee at Nationwide Cellular, perceives that her outcome-input ratio is higher than that of
her coworker Julia. This is an example of: 
 

A. overpayment inequity.
B. underpayment inequity.
C. absolute equity.
D. instrumental equity.
E. terminal equity.

Answer: A

Feedback: Equity exists when a person perceives his or her own outcome-input ratio to be equal to a
referent’s outcome-input ratio. Overpayment inequity exists when a person perceives that his or her own
outcome-input ratio is greater than that of a referent.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Equity Theory
86. Julia perceives that she is working harder than a number of her coworkers and being paid less
when compared to them. Julia is likely to be motivated to: 
 

A. improve her work attendance.

B. increase her working hours.

C. lower her work inputs. Author: Answer was incorrect. See

feedback

D. ask for more work.

E. decline a promotion.

Answer: C

Feedback: When people experience underpayment inequity, they may be motivated to lower
their inputs by reducing their working hours, putting forth less effort on the job, or being
absent; or they may be motivated to increase their outcomes by asking for a raise or a
promotion.

 
AACSB: Analytic
Blooms: Understand

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 Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Equity Theory
87. _____ considers how managers can ensure that organization members focus their inputs in the direction
of high performance and the achievement of organizational targets. 
 

A. Goal-setting theory
B. ERG theory
C. Three-needs theory
D. Operant conditioning theory
E. Motivator-hygiene theory

Answer: A

Feedback: Goal-setting theory focuses on motivating workers to contribute their inputs to their jobs and
organizations; in this way it is similar to expectancy theory and equity theory. It considers how managers
can ensure that organization members focus their inputs in the direction of high performance and the
achievement of organizational targets.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-03
Topic: Goal-Setting Theory

88. The goal-setting theory: 

 

A. states that to stimulate high motivation and performance, goals must be generic.
B. suggests that underpayment inequity motivates employees to achieve organizational goals.
C. considers how managers can align the input of employees with organizational goals.
D. examines the different types of rewards and punishments that can be used to reinforce goal-oriented
behavior.
E. suggests that people are most motivated to achieve organizational goals when they have low levels of
job satisfaction.

Answer: C

Feedback: The goal-setting theory considers how managers can ensure that organization members focus
their inputs in the direction of high performance and the achievement of organizational goals.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Goal-Setting Theory

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89. According to _____, employees will be motivated to perform at a high level and attain their work goals
to the extent that high performance and goal attainment allow them to obtain outcomes they desire. 
 

A. Clayton Alderfer's ERG theory

B. McClelland's three-needs theory
C. Herzberg's motivator-hygiene theory
D. Victor H. Vroom's expectancy theory
E. B. F. Skinner's operant conditioning theory

Answer: E

Feedback: According to operant conditioning theory, developed by psychologist B. F. Skinner, people

learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead
to undesired consequences.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-04
Topic: Reinforcement
90. When _____ reinforcement is used, people are motivated to perform behaviors because they want to stop
receiving or avoid undesired outcomes. 
 

A. positive
B. absolute
C. intrinsic
D. negative
E. extrinsic

Answer: D

Feedback: When negative reinforcement is used, people are motivated to perform behaviors because
they want to stop receiving or avoid undesired outcomes.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-04
Topic: Reinforcement

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91. One way for managers to curtail the performance of dysfunctional behaviors is to eliminate whatever is
reinforcing the behaviors. This process is called _____. 
 

A. extinction
B. punishment
C. extraction
D. instrumentality
E. termination

Answer: A

Feedback: One way for managers to curtail the performance of dysfunctional behaviors is to eliminate
whatever is reinforcing the behaviors. This process is called extinction.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-04
Topic: Reinforcement

92. _____ reinforcement gives people outcomes they desire when they perform organizationally functional
behaviors. 
 

A. Negative
B. Extrinsic
C. Positive
D. Intrinsic
E. Absolute

Answer: C

Feedback: Positive reinforcement gives people outcomes they desire when they perform
organizationally functional behaviors. These desired outcomes, called positive reinforcers, include any
outcomes that a person desires, such as pay, praise, or a promotion.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-04
Topic: Reinforcement

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93. When John violated the company's code of ethics, he was suspended for eight weeks without pay. This is
an example of _____. 
 

A. extinction
B. positive reinforcement
C. negative reinforcement
D. extraction
E. punishment

Answer: E

Feedback: Punishment involves administering an undesired or negative consequence to subordinates

when they perform the dysfunctional behavior.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-04
Topic: Reinforcement

94. Why is organizational behavior modification criticized? 

 

A. It fails to give managers a technique to motivate the performance of organizationally functional

behaviors.
B. It has been unsuccessful when used to improve productivity, efficiency, attendance, and punctuality.
C. It can rob people of their individuality, freedom of choice, and creativity if used ineptly.
D. It does not work for behaviors that are specific, objective, and countable.
E. It is highly ineffective in promoting organizational efficiency among employees.

Answer: C

Feedback: When managers systematically apply operant conditioning techniques to promote the
performance of organizationally functional behaviors and discourage the performance of dysfunctional
behaviors, they are engaging in organizational behavior modification. Critics of organizational behavior
modification suggest that it is overly controlling and robs workers of their dignity, individuality, freedom
of choice, and even creativity.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-04
Topic: Reinforcement

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95. Which of the following theories proposes that motivation results not only from direct experience of
rewards and punishments but also from a person's thoughts and beliefs? 
 

A. Needs hierarchy theory

B. ERG theory
C. Equity theory
D. Operant conditioning theory
E. Social learning theory

Answer: E

Feedback: Social learning theory takes into account how learning and motivation are influenced by
people’s thoughts and beliefs and their observations of other people’s behavior.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-04
Topic: Self-reinforcer

96. _____ is a person’s belief about his or her ability to perform a behavior successfully. 
 

A. Self-enhancement
B. Self-efficacy
C. Self-actualization
D. Self-awareness
E. Self-respect

Answer: B

Feedback: Self-efficacy is a person’s belief about his or her ability to perform a behavior successfully.
It influences motivation both when managers provide reinforcement and when workers themselves
provide it.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-04
Topic: Self-efficacy

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97. As a reward for completing his assignment two weeks ahead of schedule, Scott rewarded himself with a
long vacation. The reward is a(n) _____. 
 

A. vicarious reinforcer
B. negative reinforcer
C. self-reinforcer
D. relative reinforcer
E. absolute reinforcer

Answer: C

Feedback: Self-reinforcers are any desired or attractive outcomes or rewards that people can give to
themselves for good performance, such as a feeling of accomplishment, going to a movie, having dinner
out, buying a new CD, or taking time out for a golf game.

 
AACSB: Analytic
Blooms: Apply
Difficulty: 1 Easy
Learning Objective: 13-04
Topic: Self-reinforcer

98. Which of the following is true of employee stock options? 

 

A. They are used in lieu of payment for entry-level employees.

B. They are used in lieu of payment for high-level managers.
C. They are used to motivate employees to achieve organizational goals.
D. They are used to attract customers from different market segments.
E. They are used to decrease the value of stock options.

Answer: C

Feedback: Employee stock options are financial instruments that entitle the bearer to buy shares of an
organization’s stock at a certain price during a certain period or under certain conditions. From a
motivation standpoint, stock options are used not so much to reward past individual performance but,
rather, to motivate employees to work in the future for the good of the company as a whole.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-05
Topic: Extrinsic Reward

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99. When an organization bases employees' pay on the number of units each employee produces, it is using
a(n) _____. 
 

A. equity plan
B. Scanlon plan
C. piece-rate plan
D. commission pay plan
E. stock option plan

Answer: C

Feedback: Using piece-rate pay, an individual-based merit plan, managers base employees' pay on the
number of units each employee produces.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-05
Topic: Extrinsic Reward

100. The _____ plan motivates employees to propose and implement cost-cutting strategies because a
percentage of the cost savings achieved during the specified time is distributed to the employees. 
 

A. commission
B. equity
C. piece-rate
D. stock-option
E. Scanlon

Answer: E

Feedback: The Scanlon plan focuses on reducing expenses or cutting costs; members of an organization
are motivated to come up with and implement cost-cutting strategies because a percentage of the cost
savings achieved during a specified time is distributed to the employees.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 13-05
Topic: Extrinsic Reward

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Essay Questions
 

101. Define motivation and describe the psychological factors that contribute to motivation. 
 

Answer:

Feedback: Motivation may be defined as psychological forces that determine the direction of a person's
behavior in an organization, a person's level of effort, and a person's level of persistence in the face of
obstacles. The direction of a person's behavior refers to the many possible behaviors a person could
engage in. Effort refers to how hard people work. Persistence refers to whether, when faced with
roadblocks and obstacles, people keep trying or give up.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-01
Topic: Intrinsic Reward Motivation

102. Define intrinsic, extrinsic, and prosocial motivation. With an example, show how a person can be
motivated by all three at the same time.  
 

Answer:

Feedback: An employee may be intrinsically motivated when he or she works hard and long at a job
because it is interesting or challenging. An employee may be extrinsically motivated when he or she
works hard at a job because of some external reward, such as money or promotion. An employee may be
prosocially motivated when a behavior is performed to benefit others. Students' examples will vary. 
AACSB: Analytic
Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 13-01
Topic: Intrinsic RewardMotivation

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103. According to the expectancy theory, what are the different factors that determine a person's motivation? 
 

Answer:

Feedback: The expectancy theory identifies three major factors that determine a person’s motivation:
expectancy, instrumentality, and valence. Expectancy is a person’s perception about the extent to which
effort (an input) results in a certain level of performance. A person’s level of expectancy determines
whether he or she believes that a high level of effort results in a high level of performance.
Instrumentality, the second major concept in expectancy theory, is a person’s perception about the extent
to which performance at a certain level results in the attainment of outcomes. The third factor, valence,
refers to how desirable each of the outcomes available from a job or organization is to a person.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-02
Topic: Expectancy Theory

104. What are the different types of needs according to Maslow? 

 

Answer:

Feedback: Psychologist Abraham Maslow proposed that all people seek to satisfy five basic kinds of
needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization
needs. Physiological needs are basic needs for things such as food, water, and shelter that must be met in
order for a person to survive. Safety needs are needs for security, stability, and a safe environment.
Belongingness needs are needs for social interaction, friendship, affection, and love. Esteem needs are
the needs to feel good about oneself and one's capabilities, to be respected by others, and to receive
recognition and appreciation. Self-actualization needs are the needs to realize one's full potential as a
human being.

 
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hierarchy of Needs Theory

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105. Discuss Alderfer's ERG theory. 
 

Answer:

Feedback: Alderfer's ERG theory collapsed the five categories of needs in Maslow's hierarchy into three
universal categories—existence, relatedness, and growth—also arranged in a hierarchy. Alderfer agreed
with Maslow that as lower-level needs become satisfied, a person seeks to satisfy higher-level needs.
Unlike Maslow, however, Alderfer believed that a person can be motivated by needs at more than one
level at the same time. Alderfer also suggested that when people experience need frustration or are
unable to satisfy needs at a certain level, they will focus more intently on satisfying the needs at the next
lower level in the hierarchy.

 
AACSB: Reflective Thinking
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Alderfer’s ERG Theory

106. Discuss Herzberg's motivator-hygiene theory. Differentiate between motivator needs and hygiene needs. 
 

Answer:

Feedback: Frederick Herzberg focused on two factors: (1) outcomes that can lead to high levels of
motivation and job satisfaction and (2) outcomes that can prevent people from being dissatisfied.
According to Herzberg's motivator-hygiene theory, people have two sets of needs or requirements:
motivator needs and hygiene needs. Motivator needs are related to the nature of the work itself and how
challenging it is. Outcomes such as interesting work, autonomy, responsibility, being able to grow and
develop on the job, and a sense of accomplishment and achievement help to satisfy motivator needs. To
have a highly motivated and satisfied workforce, Herzberg suggested, managers should take steps to
ensure that employees' motivator needs are being met. Hygiene needs are related to the physical and
psychological context in which the work is performed. Hygiene needs are satisfied by outcomes such as
pleasant and comfortable working conditions, pay, job security, good relationships with coworkers, and
effective supervision. According to Herzberg, when hygiene needs are not met, workers are dissatisfied,
and when hygiene needs are met, workers are not dissatisfied. Satisfying hygiene needs, however, does
not result in high levels of motivation or even high levels of job satisfaction. For motivation and job
satisfaction to be high, motivator needs must be met.

 
AACSB: Reflective Thinking
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Hertzberg’s motivator-hygiene theory

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any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
107. Discuss McClelland's theory of needs. 
 

Answer:

Feedback: The need for achievement is the extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence. People with a high need for
achievement often set clear goals for themselves and like to receive performance feedback. The need for
affiliation is the extent to which an individual is concerned about establishing and maintaining good
interpersonal relations, being liked, and having the people around him or her get along with each other.
The need for power is the extent to which an individual desires to control or influence others.

 
AACSB: Reflective Thinking
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-03
Topic: Need for Power

108. Explain the operant conditioning theory briefly. 

 

Answer:

Feedback: According to operant conditioning theory, people learn to perform behaviors that lead to
desired consequences and learn not to perform behaviors that lead to undesired consequences. Operant
conditioning theory provides four tools that managers can use to motivate high performance and prevent
workers from engaging in absenteeism and other behaviors that detract from organizational
effectiveness. Positive reinforcement gives people outcomes they desire when they perform
organizationally functional behaviors. Negative reinforcement also can encourage members of an
organization to perform desired or organizationally functional behaviors. According to operant
conditioning theory, all behavior is controlled or determined by its consequences; one way for managers
to curtail the performance of dysfunctional behaviors is to eliminate whatever is reinforcing the
behaviors. This process is called extinction. Administering an undesired or negative consequence when
dysfunctional behavior occurs is called punishment.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-04
Topic: Reinforcement

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any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
109. What are the pros and cons of using punishment as a way to eliminate dysfunctional behaviors? How can
managers avoid the unintended side effects of punishment? 
 

Answer:

Feedback: Administering an undesired or negative consequence when dysfunctional behavior occurs is

referred to as punishment. Punishments used by organizations range from verbal reprimands to pay cuts,
temporary suspensions, demotions, and firings. However, it can have some unintended side effects—
resentment, loss of self-respect, a desire for retaliation—and should be used only when necessary. To
avoid negative side effects, managers should: (1) downplay the emotional element involved in
punishment; (2) try to punish dysfunctional behaviors as soon as possible and make sure that people
know why they are being punished; (3) do not punish in front of others, but do let people know that
offenders are punished.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 13-04
Topic: Reinforcement

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110. How can pay be used as a source of motivation? How do need theories, the expectance theory, and
learning theories describe the importance of pay? 
 

Answer:

Feedback: Pay is used to motivate entry-level workers, first-line and middle managers, and even top
managers such as CEOs. Pay can be used to motivate people to perform behaviors that help an
organization achieve its goals, and it can be used to motivate people to join and remain with an
organization.

Need theories, the expectance theory, and learning theories describe the importance of pay and
suggest that pay should be based on performance:

Need theories: People should be able to satisfy their needs by performing at a high level; pay can
be used to satisfy several different kinds of needs.

Expectancy theory: Instrumentality, the association between performance and outcomes such as
pay, must be high for motivation to be high. In addition, pay is an outcome that has high valence
for many people.

Learning theories: The distribution of outcomes such as pay should be contingent on the
performance of organizationally functional behaviors.

 
AACSB: Analytic
Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 13-05
Topic: Extrinsic Reward

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