Chap013 Test Bank

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Chap013 - Test bank
Principle of Management (King Fahd University of Petroleum and Minerals)
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Chapter 13 - Motivation and Performance
Chapter 13
Motivation and Performance
TEST PLANNING TABLE FOR CHAPTER 13
Learning Goal Easy Moderate Hard
1. Explain what motivation is and why 1, 2, 3, 4, 5, 6, 8, 11, 41, 102

managers need to be concerned about it. 7, 9, 10, 38, 43, 44, 45,
39, 40, 42, 46
47, 48
2. Describe from the perspectives of 12, 13, 14, 15, 16, 18, 53, 73, 74,
expectancy theory and equity theory what 17, 50, 52, 19, 49, 51, 103, 104,
managers should do to have a highly 54, 57, 58, 55, 56, 59, 105, 106, 107
motivated workforce. 61, 63, 65, 60, 62, 64,
66, 70, 71, 72 67, 68, 69
3. Explain how goals and needs motivate 20, 76, 77, 79 21, 22, 23, 108, 109
people and what kinds of goals are 75, 78
especially likely to result in high
performance.
4. Identify the motivation lessons that 24, 25, 27, 26, 28, 29, 85, 110, 111
managers can learn from operant 31, 32, 81, 30, 33, 34,
conditioning theory and social learning 82, 83, 86, 80, 84, 88,
theory. 87, 90, 91, 89
92, 93
5. Explain why and how managers can 35, 36, 37, 97, 98, 99, 95, 112, 113
use pay as a major motivation tool. 94, 96 100, 101
Total number of test items: 113
True/false questions are in plain text.

Multiple choice questions are in bold text.
Short answer questions are in bold underlined text.
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True / False Questions
1. The concept of motivation is concerned with the direction of behavior, the amount of effort,
and the level of persistence of the worker.
True False
2. Persistence refers to how hard an employee works within the organization.

True False
3. Effort refers to whether a worker keeps trying in the face of obstacles within the
organization.
True False
4. The concept of motivation can explain why employees behave the way they do.
True False
5. Behaviors that are performed "for their own sake" are known as extrinsically motivated.
True False
6. Jobs that score high on the five characteristics of the Job Characteristics Model are less
likely to lead to intrinsic motivation than jobs that are low on these characteristics.
True False
7. Employees at Enterprise Rent-A-Car are motivated only by intrinsic motivators.

True False
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8. In intrinsically motivated behavior, the source of motivation is in the consequences of the

behavior, and not in the behavior itself.
True False
9. Behavior that is performed in order to acquire either a material or a social reward or to

avoid punishment is called intrinsically motivated behavior.
True False
10. Jennifer volunteered to be chair of the United Way campaign for her department at work.
She could be said to be prosocial.
True False
11. A person cannot be both prosocial and extrinsically motivated.

True False
12. An employee's perception about the extent to which his effort will result in a given level
of performance is called an expectancy.
True False
13. According to Maslow's motivation theory, the lowest level of unmet needs in the needs
hierarchy is the prime motivator of an employee's behavior.
True False
14. ERG theory postulates that an employee can be motivated at the same time by needs that
occur at more than one level.
True False
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15. In Herzberg's theory, needs that are related to the physical and psychological context in
which the work is performed are known as motivator needs.
True False
16. In Herzberg's theory, needs that are related to the nature of the work itself and whether or
not it is challenging are known as hygiene needs.
True False
17. The extent to which a person has a strong desire to control or influence others is called
"need for achievement".
True False
18. Inequity exists when an employee's outcome/input ratio is perceived by the employee to
be equal to that of a referent.
True False
19. In equity theory, when an employee perceives that her own outcome/input ratio is greater
than that of a referent, underpayment inequity has occurred.
True False
20. The most motivating goals are those that are hard, but not impossible, to attain.
True False
21. In general, letting employees participate in goal setting has no effect on their motivation to
achieve goals.
True False
22. Once an appropriate goal is set and accepted by an employee, feedback is not necessary.
True False
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23. Specific, difficult goals may detract from performance when employees are learning
complex, difficult tasks.
True False
24. According to operant conditioning theory, all behavior is determined by its consequences.
True False
25. Negative reinforcement can create a very unpleasant work environment.

True False
26. Negative reinforcement is primarily used to remove the performance of functional

behaviors within the organization.
True False
27. When a subordinate performs a dysfunctional behavior and the manager administers an
undesired consequence for that behavior, punishment has occurred.
True False
28. Negative reinforcement is primarily used to present a negative consequence for behavior
when functional behaviors are performed.
True False
29. Punishment involves removing a negative consequence when dysfunctional behaviors

occur.
True False
30. Punishment is primarily used to promote the performance of dysfunctional behaviors

within the organization.
True False
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31. Social learning theory postulates that motivation can also occur from an employee's
beliefs.
True False
32. Vicarious learning is the same thing as "observational learning."

True False
33. Vicarious learning is a strong source of motivation in which people learn by watching
others.
True False
34. Self-efficacy influences motivation when workers provide their own reinforcement, but
not when managers provide reinforcement.
True False
35. A compensation plan of an organization that bases pay on performance levels is called a
merit pay plan.
True False
36. ABC Company bases a worker's pay on the "number of units of output of the worker."
ABC is using a piece-rate pay program.
True False
37. When an organization bases a sales representative's pay on the percentage of sales dollars
generated by the rep, the organization is using a commission pay program.
True False
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Multiple Choice Questions
38. How hard an employee works on the job is referred to as:

A. Persistence
B. Effort
C. Instrumentality
D. Valence
E. Equity
39. The degree to which an employee keeps trying when faced with obstacles to the
accomplishment of a goal is referred to as:
A. Instrumentality
B. Equity
C. Valence
D. Effort
E. Persistence
40. Behavior that is performed by an employee "for its own sake" (i.e., the motivation comes
from doing the work itself) is referred to as:
A. Extrinsically motivated behavior
B. An external locus of causality
C. Intrinsically motivated behavior
D. Equity behavior
E. Overpayment inequity
41. A computer programmer who does her job well because she enjoys solving complicated
computer problems is said to be:
A. Extrinsically motivated
B. Negatively reinforced
C. Experiencing extinction
D. Intrinsically motivated
E. Experiencing overpayment inequity
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42. Behavior that is performed by an employee to acquire a material reward, to acquire a

social reward, or to avoid punishment is referred to as:
B. Equity behavior
C. Underpayment inequity
D. Intrinsically motivated behavior
43. A car salesperson who chooses this occupation because he enjoys receiving a sales
commission on each car sold is said to be:
B. Experiencing extinction
C. Experiencing underpayment inequity
E. None of the above
44. A worker in an automobile assembly line who chooses this type of work because of the
job security it entails is said to be:
A. Intrinsically motivated
B. Experiencing overpayment inequity
D. Extrinsically motivated
45. All of the following are likely examples of intrinsic motivators EXCEPT:
A. Interesting work
B. A feeling of accomplishment
C. Praise
D. Autonomy
E. Responsibility
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46. All of the following are likely examples of extrinsic motivators EXCEPT:
A. Praise
B. Job security
C. Benefits
D. Vacation time
E. All of the above are extrinsic motivators
47. Which of the following is NOT an example of an employee's outcome from an

organization?
A. Effort
B. Feeling of accomplishment
C. Vacation time
D. Pleasure of performing interesting work
E. Autonomy
48. Which of the following is an example of an employee's input to the organization?

A. Education
B. Experience
C. Skills
D. Work behaviors
E. All of the above
49. One of the following theories specifically postulates that motivation of employees will be
high when employees believe that a high level of effort on their part will lead to high
performance on their part, but only when they believe that high performance leads to their
attainment of outcomes that they desire (e.g. higher pay, promotion, etc.). Which theory does
this?
A. Expectancy theory
B. Valence theory
C. Hierarchy of needs theory
D. Motivator-hygiene theory
E. Goal-setting theory
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50. An employee's perception about the extent to which her effort will result in a given level
of her performance is known as:
A. Valence
B. Expectancy
C. Instrumentality
D. Equity
E. Inequity
51. Managers can boost an employee's expectancy by:

A. Providing training
B. Expressing confidence in the employee
C. Setting reasonable goals
D. Building the employee's self-esteem
E. All of the above
52. An employee's perception of the extent to which his performance at a given level will
result in outcomes he desires is known as:
A. Instrumentality
B. Inequity
C. Valence
D. Expectancy
E. Punishment
53. Horace sends an email to his subordinates reminding them of the employee suggestion
system, through which workers can receive $100-$500. He is promoting
A. Expectancy
B. Instrumentality
C. Valence
D. Equity
E. Hygiene
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54. The desirability to an employee of each of the outcomes available from the employee's job
or organization is known as:
A. Instrumentality
B. Expectancy
C. Valence
D. Equity
E. Extinction
55. A manager makes sure the outcomes offered to subordinates for good performance are
rewards they value. The manager is working on:
A. Valence
B. Instrumentality
C. Expectancy
D. Self-Actualization
E. Goals
56. According to expectancy theory, high motivation will occur when:

A. Expectancy is high
B. Instrumentality is high
C. Valence is high
D. Any two of expectancy, instrumentality, or valence are high
E. Expectancy, instrumentality, and valance are all high.
57. According to Maslow's Hierarchy of Needs Theory, the highest level of needs of workers
is:
A. Physiological needs
B. Safety needs
C. Self-actualization needs
D. Esteem needs
E. Belongingness needs
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58. Which of the following motivators is the most basic need in Maslow's hierarchy?
A. Safety
B. Belonging
C. Physiological
D. Esteem
E. Self-actualization
59. An employer can attempt to meet employees' safety needs by providing:

A. Adequate pay
B. Company social events
C. Promotions
D. Medical benefits
E. Opportunity to grow
60. According to Alderfer's ERG theory, if an individual becomes frustrated at a certain level
of need, the person will then:
A. Skip a level
B. Continue to pursue the need, despite frustration
C. Focus more on satisfying a lower level
D. Quit trying to satisfying any need
E. Become self-actualizing
61. In Herzberg's Motivator-Hygiene Theory, needs that are related to the nature of the work
itself and the degree of challenge contained in the work are known as:
A. Motivator needs
B. Expectancy needs
C. Instrumentality needs
D. Hygiene needs
E. Valence needs
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62. In Herzberg's Motivator-Hygiene Theory, all of the following are examples of motivator
needs EXCEPT:
A. Interesting work
B. Responsibility
C. Pay
D. A sense of accomplishment
E. Autonomy
63. In Herzberg's Motivator-Hygiene Theory, needs that are related to the physical and
psychological context in which the work is performed are known as:
A. Motivator needs
B. Hygiene needs
C. Valence needs
D. Expectancy needs
E. Extinction needs
64. In Herzberg's Motivator-Hygiene Theory, all of the following are examples of hygiene
needs EXCEPT:
A. Pay
B. Responsibility
C. Job security
D. Good relationships with coworkers
E. Effective supervision
65. The theory that suggests that distinctions between needs related to work itself from those
related to the context of the work is:
A. Maslow's Hierarchy Theory
B. Alderfer's ERG Theory
C. Herzberg's Motivator-Hygiene Theory
D. McClelland's Needs Theory
E. Equity Theory
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66. Which of the following is NOT a need proposed in McClelland's work?

A. Power
B. Self-actualization
C. Achievement
D. Affiliation
E. All of the above were proposed by McClelland
67. What need(s) has (have) research found to be assets for first line and middle managers to
possess?
A. Power
B. Affiliation
C. Achievement
D. Both power and achievement
E. Power, affiliation, and achievement are all assets
68. What need(s) has (have) research found to be especially important for upper managers to
possess?
A. Power
B. Affiliation
C. Achievement
69. Research suggests that ________________________ are assets for first-line and middle
managers.
A. Need for affiliation and need for power.
B. Esteem and belongingness needs
C. Growth and relatedness needs
D. Need for power and need for self-actualization
E. Need for power and need for achievement
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70. The theory of motivation that focuses on the perceptions of workers of the fairness of their
work outcomes relative to their work inputs is known as:
A. Equity theory
B. Valence theory
C. Instrumentality theory
D. The needs hierarchy theory
E. Motivator-hygiene theory
71. Dale, an employee of ABC Company, perceives that his outcome/input ratio is less than
that of his coworker Sam. This is known as:
A. Overpayment inequity
B. Underpayment inequity
C. The valence effect
D. Positive reinforcement
E. Extinction
72. Johanna perceives that she is working harder than her coworker, but being paid less. This
is known as:
A. The valence effect
B. Extinction
C. Negative reinforcement
D. Underpayment inequity
73. People experiencing underpayment inequity are most likely to:

A. Raise their perceptions of their own inputs
B. Lower their perceptions of others' outcomes
C. Work harder
D. Be absent more
E. Ask for more work
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74. People experiencing overpayment inequity are most likely to:

B. Ask for a raise
C. Work slower
D. Be absent more
E. Raise their perceptions of others' inputs
75. The most motivating goals are:

A. Specific and easy
B. General and easy
C. Specific and difficult
D. General and difficult
E. Specific and out of reach
76. Which of the following is an example of a quantitative goal?

A. To achieve a ten percent return on investment
B. To reduce debt by twenty percent
C. To launch three new products in the next six months
D. To increase profits by eight percent
E. All of the above
77. All of the following are examples of quantitative goals EXCEPT:

A. To sell $500 worth of TVs every working day
B. To increase profits by $40,000
C. To increase return on investment by five percent
D. To sell as much as we can every day
E. All of the above
78. Specific, difficult goals can detract from performance when:

A. The employee is learning simple, easy tasks
B. The employee is learning complex, difficult tasks
C. The employee is performing routine tasks
D. The employee has been on the job a significant amount of time
E. The employee provides his own feedback
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79. Which of the following theories describes how employees learn to perform behaviors that
lead to desired consequences, and to avoid behaviors that lead to undesired consequences?
A. Needs hierarchy theory
B. ERG theory
C. Equity theory
D. Operant conditioning theory
80. A subordinate changes his behavior from a dysfunctional to a functional behavior, and his
manager then removes an undesired outcome. This is known as:
A. Positive reinforcement
B. Extinction
D. Inequity
E. Instrumentality
81. For most people, pay is considered to be:

A. A negative reinforcer
B. A positive reinforcer
C. A negative valence
D. Vicarious learning
E. Self-efficacy
82. For most people, a promotion is considered to be:

A. A negative valence
B. Self-efficacy
C. Vicarious learning
D. A positive reinforcer
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83. For most people, praise from their superior is considered to be:
A. A positive reinforcer
B. A negative reinforcer
C. Extinction
D. Self-efficacy
E. A negative valence
84. A manager removes a positive reinforcement in order to change the behavior of a

subordinate. This is called:
A. Extinction
B. Positive reinforcement
D. Instrumentality
E. Valence
85. Negative reinforcement involves __________ negative consequences when functional

behaviors are performed and punishment involves __________ negative consequences when
dysfunctional behaviors are performed.
A. Removing; removing
B. Administering; administering
C. Removing; administering
D. Administering; removing
86. A subordinate performs a dysfunctional behavior, and her manager administers an

undesirable consequence to the subordinate. This is known as:
A. Extinction
D. Equity
E. Punishment
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87. OB Modification is based on the principles of:

A. Learning Theory
B. Maslow's Hierarchy
D. Equity Theory
E. Operant Conditioning
88. OB Modification programs work best for:

A. Morale problems
B. Improving attendance
C. Improving workers' satisfaction
D. Increasing workers' dignity
E. Improving subjective aspects of performance
89. Juanita, a manager, learns what not to do by watching what Shaifeez, another manager,
does and what happens to him. This is an example of which type of learning?
A. Operant
B. Reinforced
C. OBMod
D. Vicarious
E. Self-reinforced
90. Another name for observational learning is:

A. Self-efficacy
B. Operant learning
D. Equity learning
E. Contingent learning
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91. Jose controls his own behavior without the need for outside control of that behavior by
another manager. This is an example of:
A. Vicarious learning
B. Self-efficacy
C. Self-reinforcement
D. Observational learning
92. Anything that an employee can give to himself or herself as a reward for "good"
performance on the job is known as a(n):
A. Vicarious reinforcer
B. Negative reinforcer
C. Self-reinforcer
D. Expectancy
E. Valence
93. Researchers study how an employee's beliefs about his ability to perform a complex task
on the job affects his motivation to do the job. This is the study of:
A. Self-reinforcement
B. Vicarious learning
C. Observational learning
D. Self-efficacy
E. Equity theory
94. Of the following theories of motivation, which does NOT discuss the importance of pay,
and also suggests that pay should be based on performance rather than on other factors?
A. Equity theory
B. Learning theories
C. Need theories
D. Expectancy theory
E. All of the above discuss the importance of pay and paying for performance
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95. Terry was recently hired by Acme Explosives. As part of her hiring, she was given stock
options that she can purchase after she has been employed a year. The price she will pay is
called the ___________ and the constraints on when she can purchase is called a _________.
A. Exercise price; market condition
B. Vesting price; exercise condition
C. Contingent price; market condition
D. Market price; vesting condition
E. Exercise price; vesting condition
96. An organization focuses on cost-savings techniques and shares a percentage of the cost-
savings resulting from these techniques with its employees. This is the idea behind:
A. A profit-sharing plan
B. A Scanlon plan
C. Expectancy theory
D. Inequity theory
E. Valence theory
97. A worker who is paid on the basis of the number of computer components produced per
day is said to be paid on:
A. An organization-based plan
B. A group-based plan
C. A commission basis
D. An equity basis
E. A piece-rate basis
98. A real-estate agent who is paid on the basis of a percentage of the sale price of a home is
said to be paid on:
A. A piece-rate basis
B. An equity basis
D. An underpayment inequity basis
E. An overpayment inequity basis
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99. A department store that pays its salespeople in the shoe department as a percentage of the
dollar value of shoes sold in the department is said to be using:
A. A commission basis
B. An equity basis
C. A piece-rate basis
D. A group-based basis
E. An organization-based basis
100. According to a recent study, about what percentage of medium- or large-size

organizations use profit-sharing plans with their employees?
A. 3 percent
B. 7 percent
C. 10 percent
D. 16 percent
E. 25 percent
101. According to a recent study, about what percentage of small-size organizations use
profit-sharing plans with their employees?
A. 5 percent
B. 10 percent
C. 15 percent
D. 20 percent
E. 25 percent
Essay Questions
102. Explain how an employee can be intrinsically motivated, extrinsically motivated,

prosocial, or any combination, depending on the factors in his job situation. Give one example
of an employee who exhibits each of these in work situations.
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103. Discuss the three major factors in expectancy theory and explain their possible impact on
the motivation of a manager. Give an example of a time in your life when you were very
motivated and explain it, using expectancy theory.
104. Explain how a manager can build an employee's expectancy. Give an organizational
example of this, and give an example from your own life.
105. Abraham Maslow developed a needs hierarchy model of motivation. Discuss the
different needs in this model and give one specific example of each of these that applies to
you.
106. Alderfer's ERG theory collapses Maslow's needs hierarchy into a smaller group of
categories of motivation. Discuss these categories in ERG theory and explain, according to
this theory, whether or not an employee can be motivated by more than one of these needs at
the same time.
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107. Explain equity theory. What does equity theory suggest people do when they feel they
are not being treated fairly?
108. Specific, difficult goals have been found to increase both motivation and performance in
some types of work situations, but they have also been found to decrease both motivation and
performance in some other types of work situations. Discuss both of these possibilities, and
explain the factors that are likely to produce each of these two results.
109. Operant conditioning theory presents four major techniques that managers can use to
influence the behavior of subordinates. Discuss each of these techniques and give a specific
example of how a college professor could use each of these techniques in attempting to
change a student's behavior.
110. Discuss the pros and cons of using punishment. If managers use punishment, how should
they minimize the negative side effects?
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111. Vicarious learning is one of the most important concepts in social learning theory.
Discuss what is meant by this concept and give both a positive and a negative example of how
this concept would be useful to a new manager in terms of "trying to learn the ropes" of a new
job.
112. Explain what is meant by a "merit pay plan" and discuss its possible advantages and
disadvantages within an organization.
113. Which is more motivational, a salary increase or a bonus? Explain your answer, referring
to the theories discussed in the chapter.
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Chapter 13 Motivation and Performance Answer Key
True / False Questions
1. (p. 464) The concept of motivation is concerned with the direction of behavior, the amount of
effort, and the level of persistence of the worker.
TRUE
AACSB: Group/Individual Dynamics (10)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1
2. (p. 464) Persistence refers to how hard an employee works within the organization.
FALSE

Bloom's: Knowledge
Difficulty: Easy
3. (p. 464) Effort refers to whether a worker keeps trying in the face of obstacles within the
organization.
FALSE

Bloom's: Knowledge
Difficulty: Easy
4. (p. 464) The concept of motivation can explain why employees behave the way they do.
TRUE

Bloom's: Comprehension
Difficulty: Easy
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5. (p. 464) Behaviors that are performed "for their own sake" are known as extrinsically
motivated.
FALSE

Bloom's: Knowledge
Difficulty: Easy
6. (p. 464) Jobs that score high on the five characteristics of the Job Characteristics Model are
less likely to lead to intrinsic motivation than jobs that are low on these characteristics.
FALSE

Difficulty: Moderate
7. (p. 464) Employees at Enterprise Rent-A-Car are motivated only by intrinsic motivators.
FALSE

Bloom's: Knowledge
Difficulty: Easy
8. (p. 464) In intrinsically motivated behavior, the source of motivation is in the consequences of
the behavior, and not in the behavior itself.
FALSE

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9. (p. 464) Behavior that is performed in order to acquire either a material or a social reward or
to avoid punishment is called intrinsically motivated behavior.
FALSE

Bloom's: Knowledge
Difficulty: Easy
10. (p. 465) Jennifer volunteered to be chair of the United Way campaign for her department at
work. She could be said to be prosocial.
TRUE

Bloom's: Knowledge
Difficulty: Easy
11. (p. 465) A person cannot be both prosocial and extrinsically motivated.
FALSE

12. (p. 467) An employee's perception about the extent to which his effort will result in a given
level of performance is called an expectancy.
TRUE

Bloom's: Knowledge
Difficulty: Easy
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13. (p. 472) According to Maslow's motivation theory, the lowest level of unmet needs in the
needs hierarchy is the prime motivator of an employee's behavior.
TRUE

Bloom's: Knowledge
Difficulty: Easy
14. (p. 473) ERG theory postulates that an employee can be motivated at the same time by needs
that occur at more than one level.
TRUE

Bloom's: Knowledge
Difficulty: Easy
15. (p. 474) In Herzberg's theory, needs that are related to the physical and psychological context
in which the work is performed are known as motivator needs.
FALSE

Bloom's: Knowledge
16. (p. 474) In Herzberg's theory, needs that are related to the nature of the work itself and
whether or not it is challenging are known as hygiene needs.
FALSE

Bloom's: Knowledge
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17. (p. 474) The extent to which a person has a strong desire to control or influence others is
called "need for achievement".
FALSE

Bloom's: Knowledge
Difficulty: Easy
18. (p. 476) Inequity exists when an employee's outcome/input ratio is perceived by the
employee to be equal to that of a referent.
FALSE

Bloom's: Knowledge
19. (p. 477) In equity theory, when an employee perceives that her own outcome/input ratio is
greater than that of a referent, underpayment inequity has occurred.
FALSE

20. (p. 479) The most motivating goals are those that are hard, but not impossible, to attain.
TRUE

Difficulty: Easy
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21. (p. 479) In general, letting employees participate in goal setting has no effect on their
motivation to achieve goals.
FALSE

22. (p. 479) Once an appropriate goal is set and accepted by an employee, feedback is not
necessary.
FALSE

23. (p. 480) Specific, difficult goals may detract from performance when employees are learning
complex, difficult tasks.
TRUE

24. (p. 480) According to operant conditioning theory, all behavior is determined by its
consequences.
TRUE

Difficulty: Easy
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25. (p. 481) Negative reinforcement can create a very unpleasant work environment.
TRUE

Difficulty: Easy
26. (p. 481) Negative reinforcement is primarily used to remove the performance of functional
behaviors within the organization.
FALSE

27. (p. 482) When a subordinate performs a dysfunctional behavior and the manager administers
an undesired consequence for that behavior, punishment has occurred.
TRUE

Difficulty: Easy
28. (p. 482) Negative reinforcement is primarily used to present a negative consequence for
behavior when functional behaviors are performed.
FALSE

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29. (p. 482) Punishment involves removing a negative consequence when dysfunctional
behaviors occur.
FALSE

30. (p. 482) Punishment is primarily used to promote the performance of dysfunctional behaviors
within the organization.
FALSE

31. (p. 483) Social learning theory postulates that motivation can also occur from an employee's
beliefs.
TRUE

Difficulty: Easy
32. (p. 483) Vicarious learning is the same thing as "observational learning."
TRUE

Bloom's: Knowledge
Difficulty: Easy
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33. (p. 483) Vicarious learning is a strong source of motivation in which people learn by
watching others.
TRUE

Bloom's: Knowledge
34. (p. 484) Self-efficacy influences motivation when workers provide their own reinforcement,
but not when managers provide reinforcement.
FALSE

35. (p. 485) A compensation plan of an organization that bases pay on performance levels is
called a merit pay plan.
TRUE

Bloom's: Knowledge
Difficulty: Easy
36. (p. 487) ABC Company bases a worker's pay on the "number of units of output of the
worker." ABC is using a piece-rate pay program.
TRUE

Bloom's: Application
Difficulty: Easy
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37. (p. 487) When an organization bases a sales representative's pay on the percentage of sales
dollars generated by the rep, the organization is using a commission pay program.
TRUE

Difficulty: Easy
Multiple Choice Questions
38. (p. 464) How hard an employee works on the job is referred to as:
A. Persistence
B. Effort
C. Instrumentality
D. Valence
E. Equity

Bloom's: Knowledge
Difficulty: Easy
39. (p. 464) The degree to which an employee keeps trying when faced with obstacles to the
accomplishment of a goal is referred to as:
A. Instrumentality
B. Equity
C. Valence
D. Effort
E. Persistence

Bloom's: Knowledge
Difficulty: Easy
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40. (p. 464) Behavior that is performed by an employee "for its own sake" (i.e., the motivation
comes from doing the work itself) is referred to as:
B. An external locus of causality
C. Intrinsically motivated behavior
D. Equity behavior

Bloom's: Knowledge
Difficulty: Easy
41. (p. 464) A computer programmer who does her job well because she enjoys solving
complicated computer problems is said to be:
B. Negatively reinforced
C. Experiencing extinction
E. Experiencing overpayment inequity

42. (p. 464) Behavior that is performed by an employee to acquire a material reward, to acquire a
social reward, or to avoid punishment is referred to as:
B. Equity behavior
C. Underpayment inequity
D. Intrinsically motivated behavior

Bloom's: Knowledge
Difficulty: Easy
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43. (p. 464) A car salesperson who chooses this occupation because he enjoys receiving a sales
commission on each car sold is said to be:
B. Experiencing extinction

44. (p. 464) A worker in an automobile assembly line who chooses this type of work because of
the job security it entails is said to be:
A. Intrinsically motivated
B. Experiencing overpayment inequity
D. Extrinsically motivated

45. (p. 466) All of the following are likely examples of intrinsic motivators EXCEPT:
A. Interesting work
B. A feeling of accomplishment
C. Praise
D. Autonomy
E. Responsibility

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46. (p. 464) All of the following are likely examples of extrinsic motivators EXCEPT:
A. Praise
B. Job security
C. Benefits
D. Vacation time
E. All of the above are extrinsic motivators

47. (p. 466) Which of the following is NOT an example of an employee's outcome from an
organization?
A. Effort
B. Feeling of accomplishment
C. Vacation time
D. Pleasure of performing interesting work
E. Autonomy

Difficulty: Easy
48. (p. 466) Which of the following is an example of an employee's input to the organization?
A. Education
B. Experience
C. Skills
D. Work behaviors
E. All of the above

Difficulty: Easy
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49. (p. 467) One of the following theories specifically postulates that motivation of employees
will be high when employees believe that a high level of effort on their part will lead to high
performance on their part, but only when they believe that high performance leads to their
attainment of outcomes that they desire (e.g. higher pay, promotion, etc.). Which theory does
this?
A. Expectancy theory
B. Valence theory
C. Hierarchy of needs theory
D. Motivator-hygiene theory
E. Goal-setting theory

50. (p. 467) An employee's perception about the extent to which her effort will result in a given
level of her performance is known as:
A. Valence
B. Expectancy
C. Instrumentality
D. Equity
E. Inequity

Bloom's: Knowledge
Difficulty: Easy
51. (p. 468) Managers can boost an employee's expectancy by:

A. Providing training
B. Expressing confidence in the employee
C. Setting reasonable goals
D. Building the employee's self-esteem
E. All of the above

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52. (p. 468) An employee's perception of the extent to which his performance at a given level
will result in outcomes he desires is known as:
A. Instrumentality
B. Inequity
C. Valence
D. Expectancy
E. Punishment

Bloom's: Knowledge
Difficulty: Easy
53. (p. 468) Horace sends an email to his subordinates reminding them of the employee
suggestion system, through which workers can receive $100-$500. He is promoting
A. Expectancy
B. Instrumentality
C. Valence
D. Equity
E. Hygiene
Instrumentality is the perception of the extent to which performance results in the attainment
of outcomes.

Difficulty: Hard
54. (p. 469) The desirability to an employee of each of the outcomes available from the
employee's job or organization is known as:
A. Instrumentality
B. Expectancy
C. Valence
D. Equity
E. Extinction

Bloom's: Knowledge
Difficulty: Easy
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55. (p. 469) A manager makes sure the outcomes offered to subordinates for good performance
are rewards they value. The manager is working on:
A. Valence
B. Instrumentality
C. Expectancy
D. Self-Actualization
E. Goals

56. (p. 470) According to expectancy theory, high motivation will occur when:
A. Expectancy is high
B. Instrumentality is high
C. Valence is high
D. Any two of expectancy, instrumentality, or valence are high
E. Expectancy, instrumentality, and valance are all high.

57. (p. 472) According to Maslow's Hierarchy of Needs Theory, the highest level of needs of
workers is:
A. Physiological needs
B. Safety needs
C. Self-actualization needs
D. Esteem needs
E. Belongingness needs

Bloom's: Knowledge
Difficulty: Easy
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58. (p. 472) Which of the following motivators is the most basic need in Maslow's hierarchy?
A. Safety
B. Belonging
C. Physiological
D. Esteem
E. Self-actualization

Bloom's: Knowledge
Difficulty: Easy
59. (p. 472) An employer can attempt to meet employees' safety needs by providing:
A. Adequate pay
B. Company social events
C. Promotions
D. Medical benefits
E. Opportunity to grow

60. (p. 473-474) According to Alderfer's ERG theory, if an individual becomes frustrated at a
certain level of need, the person will then:
A. Skip a level
B. Continue to pursue the need, despite frustration
C. Focus more on satisfying a lower level
D. Quit trying to satisfying any need
E. Become self-actualizing

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61. (p. 474) In Herzberg's Motivator-Hygiene Theory, needs that are related to the nature of the
work itself and the degree of challenge contained in the work are known as:
A. Motivator needs
B. Expectancy needs
C. Instrumentality needs
D. Hygiene needs
E. Valence needs

Bloom's: Knowledge
Difficulty: Easy
62. (p. 474) In Herzberg's Motivator-Hygiene Theory, all of the following are examples of
motivator needs EXCEPT:
A. Interesting work
B. Responsibility
C. Pay
D. A sense of accomplishment
E. Autonomy

63. (p. 474) In Herzberg's Motivator-Hygiene Theory, needs that are related to the physical and
psychological context in which the work is performed are known as:
A. Motivator needs
B. Hygiene needs
C. Valence needs
D. Expectancy needs
E. Extinction needs

Bloom's: Knowledge
Difficulty: Easy
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64. (p. 474) In Herzberg's Motivator-Hygiene Theory, all of the following are examples of
hygiene needs EXCEPT:
A. Pay
B. Responsibility
C. Job security
D. Good relationships with coworkers
E. Effective supervision

65. (p. 474) The theory that suggests that distinctions between needs related to work itself from
those related to the context of the work is:
A. Maslow's Hierarchy Theory
B. Alderfer's ERG Theory
D. McClelland's Needs Theory
E. Equity Theory

Bloom's: Knowledge
Difficulty: Easy
66. (p. 474) Which of the following is NOT a need proposed in McClelland's work?
A. Power
B. Self-actualization
C. Achievement
D. Affiliation
E. All of the above were proposed by McClelland

Bloom's: Knowledge
Difficulty: Easy
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67. (p. 474) What need(s) has (have) research found to be assets for first line and middle
managers to possess?
A. Power
B. Affiliation
C. Achievement

Bloom's: Knowledge
68. (p. 474) What need(s) has (have) research found to be especially important for upper
managers to possess?
A. Power
B. Affiliation
C. Achievement

Bloom's: Knowledge
69. (p. 474) Research suggests that ________________________ are assets for first-line and
middle managers.
A. Need for affiliation and need for power.
B. Esteem and belongingness needs
C. Growth and relatedness needs
D. Need for power and need for self-actualization
E. Need for power and need for achievement

Bloom's: Knowledge
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70. (p. 476) The theory of motivation that focuses on the perceptions of workers of the fairness
of their work outcomes relative to their work inputs is known as:
A. Equity theory
B. Valence theory
C. Instrumentality theory
D. The needs hierarchy theory

Bloom's: Knowledge
Difficulty: Easy
71. (p. 477) Dale, an employee of ABC Company, perceives that his outcome/input ratio is less
than that of his coworker Sam. This is known as:
A. Overpayment inequity
B. Underpayment inequity
C. The valence effect
D. Positive reinforcement
E. Extinction

Difficulty: Easy
72. (p. 477) Johanna perceives that she is working harder than her coworker, but being paid less.
This is known as:
A. The valence effect
B. Extinction
D. Underpayment inequity

Difficulty: Easy
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73. (p. 477) People experiencing underpayment inequity are most likely to:
B. Lower their perceptions of others' outcomes
C. Work harder
D. Be absent more
E. Ask for more work
The responses to underpayment inequity are discussed on the page indicated.

Difficulty: Hard
74. (p. 478) People experiencing overpayment inequity are most likely to:
B. Ask for a raise
C. Work slower
D. Be absent more
E. Raise their perceptions of others' inputs
This response to overpayment inequity will restore the balance perceived.

Difficulty: Hard
75. (p. 479) The most motivating goals are:

A. Specific and easy
B. General and easy
C. Specific and difficult
D. General and difficult
E. Specific and out of reach

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76. (p. 479) Which of the following is an example of a quantitative goal?

A. To achieve a ten percent return on investment
B. To reduce debt by twenty percent
C. To launch three new products in the next six months
D. To increase profits by eight percent
E. All of the above

Difficulty: Easy
77. (p. 479) All of the following are examples of quantitative goals EXCEPT:
A. To sell $500 worth of TVs every working day
B. To increase profits by $40,000
C. To increase return on investment by five percent
D. To sell as much as we can every day
E. All of the above

Difficulty: Easy
78. (p. 480) Specific, difficult goals can detract from performance when:
A. The employee is learning simple, easy tasks
B. The employee is learning complex, difficult tasks
C. The employee is performing routine tasks
D. The employee has been on the job a significant amount of time
E. The employee provides his own feedback

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79. (p. 480) Which of the following theories describes how employees learn to perform
behaviors that lead to desired consequences, and to avoid behaviors that lead to undesired
consequences?
A. Needs hierarchy theory
B. ERG theory
C. Equity theory
D. Operant conditioning theory

Difficulty: Easy
80. (p. 481) A subordinate changes his behavior from a dysfunctional to a functional behavior,
and his manager then removes an undesired outcome. This is known as:
A. Positive reinforcement
B. Extinction
D. Inequity
E. Instrumentality

81. (p. 481) For most people, pay is considered to be:

A. A negative reinforcer
B. A positive reinforcer
C. A negative valence
D. Vicarious learning
E. Self-efficacy

Difficulty: Easy
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82. (p. 481) For most people, a promotion is considered to be:

A. A negative valence
B. Self-efficacy
D. A positive reinforcer

Difficulty: Easy
83. (p. 481) For most people, praise from their superior is considered to be:
A. A positive reinforcer
B. A negative reinforcer
C. Extinction
D. Self-efficacy
E. A negative valence

Difficulty: Easy
84. (p. 481) A manager removes a positive reinforcement in order to change the behavior of a
subordinate. This is called:
A. Extinction
D. Instrumentality
E. Valence

Bloom's: Knowledge
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85. (p. 482) Negative reinforcement involves __________ negative consequences when
functional behaviors are performed and punishment involves __________ negative
consequences when dysfunctional behaviors are performed.
A. Removing; removing
B. Administering; administering
C. Removing; administering
D. Administering; removing
This is stated on the page indicated.

Difficulty: Hard
86. (p. 482) A subordinate performs a dysfunctional behavior, and her manager administers an
undesirable consequence to the subordinate. This is known as:
A. Extinction
D. Equity
E. Punishment

Bloom's: Knowledge
Difficulty: Easy
87. (p. 482) OB Modification is based on the principles of:

A. Learning Theory
B. Maslow's Hierarchy
D. Equity Theory
E. Operant Conditioning

Bloom's: Knowledge
Difficulty: Easy
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88. (p. 482) OB Modification programs work best for:

A. Morale problems
B. Improving attendance
C. Improving workers' satisfaction
D. Increasing workers' dignity
E. Improving subjective aspects of performance

89. (p. 483) Juanita, a manager, learns what not to do by watching what Shaifeez, another
manager, does and what happens to him. This is an example of which type of learning?
A. Operant
B. Reinforced
C. OBMod
D. Vicarious
E. Self-reinforced

90. (p. 483) Another name for observational learning is:

A. Self-efficacy
B. Operant learning
D. Equity learning
E. Contingent learning

Bloom's: Knowledge
Difficulty: Easy
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91. (p. 484) Jose controls his own behavior without the need for outside control of that behavior
by another manager. This is an example of:
A. Vicarious learning
B. Self-efficacy
C. Self-reinforcement
D. Observational learning

Difficulty: Easy
92. (p. 484) Anything that an employee can give to himself or herself as a reward for "good"
performance on the job is known as a(n):
A. Vicarious reinforcer
B. Negative reinforcer
C. Self-reinforcer
D. Expectancy
E. Valence

Bloom's: Knowledge
Difficulty: Easy
93. (p. 484) Researchers study how an employee's beliefs about his ability to perform a complex
task on the job affects his motivation to do the job. This is the study of:
A. Self-reinforcement
B. Vicarious learning
C. Observational learning
D. Self-efficacy
E. Equity theory

Bloom's: Knowledge
Difficulty: Easy
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94. (p. 485) Of the following theories of motivation, which does NOT discuss the importance of
pay, and also suggests that pay should be based on performance rather than on other factors?
A. Equity theory
B. Learning theories
C. Need theories
D. Expectancy theory
E. All of the above discuss the importance of pay and paying for performance

Difficulty: Easy
95. (p. 486) Terry was recently hired by Acme Explosives. As part of her hiring, she was given
stock options that she can purchase after she has been employed a year. The price she will pay
is called the ___________ and the constraints on when she can purchase is called a
_________.
A. Exercise price; market condition
B. Vesting price; exercise condition
C. Contingent price; market condition
D. Market price; vesting condition
E. Exercise price; vesting condition
These definitions are given on the page indicated.

Bloom's: Knowledge
Difficulty: Hard
96. (p. 487) An organization focuses on cost-savings techniques and shares a percentage of the
cost-savings resulting from these techniques with its employees. This is the idea behind:
A. A profit-sharing plan
B. A Scanlon plan
C. Expectancy theory
D. Inequity theory
E. Valence theory

Difficulty: Easy
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97. (p. 487) A worker who is paid on the basis of the number of computer components produced
per day is said to be paid on:
A. An organization-based plan
B. A group-based plan
D. An equity basis
E. A piece-rate basis

98. (p. 487) A real-estate agent who is paid on the basis of a percentage of the sale price of a
home is said to be paid on:
A. A piece-rate basis
B. An equity basis
D. An underpayment inequity basis
E. An overpayment inequity basis

99. (p. 487) A department store that pays its salespeople in the shoe department as a percentage
of the dollar value of shoes sold in the department is said to be using:
A. A commission basis
B. An equity basis
C. A piece-rate basis
D. A group-based basis
E. An organization-based basis

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100. (p. 487) According to a recent study, about what percentage of medium- or large-size
organizations use profit-sharing plans with their employees?
A. 3 percent
B. 7 percent
C. 10 percent
D. 16 percent
E. 25 percent

Bloom's: Knowledge
101. (p. 487) According to a recent study, about what percentage of small-size organizations use
profit-sharing plans with their employees?
A. 5 percent
B. 10 percent
C. 15 percent
D. 20 percent
E. 25 percent

Bloom's: Knowledge
Essay Questions
102. (p. 464-465) Explain how an employee can be intrinsically motivated, extrinsically
motivated, prosocial, or any combination, depending on the factors in his job situation. Give
one example of an employee who exhibits each of these in work situations.
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.

Difficulty: Hard
13-56

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103. (p. 467-469) Discuss the three major factors in expectancy theory and explain their possible
impact on the motivation of a manager. Give an example of a time in your life when you were
very motivated and explain it, using expectancy theory.
The three major factors of expectancy theory are expectancy (the extent to which an employee
feels that her effort will result in a certain performance level), instrumentality (the extent to
which a certain level of performance will result in the attainment of certain outcomes), and
valence (the desirability of each of the outcomes available to an employee).

Difficulty: Hard
104. (p. 468) Explain how a manager can build an employee's expectancy. Give an
organizational example of this, and give an example from your own life.
A manager can build a subordinate's expectancy by: Expressing confidence; providing

training, giving more responsibility and autonomy.

Difficulty: Hard
105. (p. 472-473) Abraham Maslow developed a needs hierarchy model of motivation. Discuss the
different needs in this model and give one specific example of each of these that applies to
you.
Maslow's needs hierarchy includes physiological needs, safety needs, belongingness needs,
self-esteem needs, and self-actualization needs.

Difficulty: Hard
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106. (p. 473-474) Alderfer's ERG theory collapses Maslow's needs hierarchy into a smaller group
of categories of motivation. Discuss these categories in ERG theory and explain, according to
this theory, whether or not an employee can be motivated by more than one of these needs at
the same time.
ERG theory discusses existence, relatedness, and growth needs of employees.

Bloom's: Synthesis
Difficulty: Hard
107. (p. 476-479) Explain equity theory. What does equity theory suggest people do when they
feel they are not being treated fairly?
Equity theory suggests when people perceive underpayment inequity that they: (a) change
their "referent"; (b) change their perceptions of their own and their referents' inputs and
outcomes; and/or (c) reduce their inputs or decrease their outputs.

Difficulty: Hard
108. (p. 479-480) Specific, difficult goals have been found to increase both motivation and
performance in some types of work situations, but they have also been found to decrease both
motivation and performance in some other types of work situations. Discuss both of these
possibilities, and explain the factors that are likely to produce each of these two results.
Specific, difficult goals tend to increase performance except when individuals are learning
complex, challenging tasks.

Difficulty: Hard
13-58

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109. (p. 480-482) Operant conditioning theory presents four major techniques that managers can
use to influence the behavior of subordinates. Discuss each of these techniques and give a
specific example of how a college professor could use each of these techniques in attempting
to change a student's behavior.
Managers can use positive reinforcement, negative reinforcement, punishment, and extinction
in an attempt to influence the behavior of subordinates in the work setting.

Difficulty: Hard
110. (p. 481-482) Discuss the pros and cons of using punishment. If managers use punishment,
how should they minimize the negative side effects?
Punishment is good at stopping an undesired behavior quickly. However, it may cause

resentment, loss of self-respect, and retaliation. To avoid negative side effects, managers
should: (1) downplay the emotional element by focusing on the performance, not the problem;
(2) try to punish as soon as possible, and 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.

Difficulty: Hard
111. (p. 483-484) Vicarious learning is one of the most important concepts in social learning
theory. Discuss what is meant by this concept and give both a positive and a negative example
of how this concept would be useful to a new manager in terms of "trying to learn the ropes"
of a new job.
Vicarious learning (also called observational learning) occurs whenever a manager learns by
observing the behavior and its positive or negative consequences of another manager in the
organization.

Difficulty: Hard
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112. (p. 485-486) Explain what is meant by a "merit pay plan" and discuss its possible advantages
and disadvantages within an organization.
A merit pay plan is one that is based on performance. Advantages include high motivation, if
pay is a motivator and the appropriate choice of individual, group, or organizational system is
chosen. Disadvantages include the need to establish reasonable measures of performance and
to deal with factors outside the employees' control.

Difficulty: Hard
113. (p. 486-487) Which is more motivational, a salary increase or a bonus? Explain your answer,
referring to the theories discussed in the chapter.
Bonuses tend to have more motivational impact because salary is based largely on factors
unrelated to current performance, salary is affected by other factors, such as cost-of-living
increases, and salaries tend to vary less than performance levels do.

Difficulty: Hard
13-60

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Chap013 - Test bank

Principle of Management (King Fahd University of Petroleum and Minerals)

Studocu is not sponsored or endorsed by any college or university

Chapter 13 - Motivation and Performance

Learning Goal Easy Moderate Hard

1. Explain what motivation is and why 1, 2, 3, 4, 5, 6, 8, 11, 41, 102

Total number of test items: 113

True/false questions are in plain text.

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Chapter 13 - Motivation and Performance

True / False Questions

2. Persistence refers to how hard an employee works within the organization.

7. Employees at Enterprise Rent-A-Car are motivated only by intrinsic motivators.

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Chapter 13 - Motivation and Performance

8. In intrinsically motivated behavior, the source of motivation is in the consequences of the

9. Behavior that is performed in order to acquire either a material or a social reward or to

11. A person cannot be both prosocial and extrinsically motivated.

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Chapter 13 - Motivation and Performance

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Chapter 13 - Motivation and Performance

25. Negative reinforcement can create a very unpleasant work environment.

26. Negative reinforcement is primarily used to remove the performance of functional

29. Punishment involves removing a negative consequence when dysfunctional behaviors

30. Punishment is primarily used to promote the performance of dysfunctional behaviors

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Chapter 13 - Motivation and Performance

32. Vicarious learning is the same thing as "observational learning."

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Chapter 13 - Motivation and Performance

Multiple Choice Questions

38. How hard an employee works on the job is referred to as:

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Chapter 13 - Motivation and Performance

42. Behavior that is performed by an employee to acquire a material reward, to acquire a

Downloaded by Dung ?inh Th? Thùy (dungdtt20@uef.edu.vn)

Chapter 13 - Motivation and Performance

47. Which of the following is NOT an example of an employee's outcome from an

48. Which of the following is an example of an employee's input to the organization?

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Chapter 13 - Motivation and Performance

51. Managers can boost an employee's expectancy by:

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Chapter 13 - Motivation and Performance

56. According to expectancy theory, high motivation will occur when:

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Chapter 13 - Motivation and Performance

59. An employer can attempt to meet employees' safety needs by providing:

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Chapter 13 - Motivation and Performance

Downloaded by Dung ?inh Th? Thùy (dungdtt20@uef.edu.vn)

Chapter 13 - Motivation and Performance

66. Which of the following is NOT a need proposed in McClelland's work?

Downloaded by Dung ?inh Th? Thùy (dungdtt20@uef.edu.vn)

Chapter 13 - Motivation and Performance