Building Management Skills An Action-First Approach 1st Edition Daft Test Bank 1

Building Management Skills An Action-First Approach 1st Edition
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CHAPTER 7- MOTIVATING FOR PERFORMANCE
TRUE/FALSE
1. Knowing how to motivate people is never a challenge for managers.
ANS: F PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic

LOC: DISC: Leadership Principles TOP: Discover Knowledge
KEY: Bloom's: Application
2. Numerous studies have shown that people are more motivated when they have specific objectives and
targets to work toward.
ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic

LOC: DISC: Motivation Concepts TOP: Establish Goals for High Performance
KEY: Bloom's: Comprehension
3. Managers often find that people are motivated by different types of rewards.

LOC: DISC: Individual Dynamics TOP: Establish Goals for High Performance
4. Many motivational ideas rest on a foundation of understanding the needs that motivate people.

LOC: DISC: Leadership Principles
TOP: The Foundations of Motivation: Recognizing Human Needs
KEY: Bloom's: Knowledge
5. External rewards do not lose their power as motivational tools do over time.

LOC: DISC: Operations Management
6. Managers can shower an employee with extrinsic rewards and still have an unmotivated employee if
the person finds the job boring or unfulfilling.
ANS: T PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic

LOC: DISC: HRM TOP: Shaping Behavior toward High Performance: Design Motivating Jobs
KEY: Bloom's: Synthesis
7. Employees do not need to believe that their efforts can lead to positive outcomes.

LOC: DISC: Individual Dynamics
TOP: Shaping Behavior toward High Performance: Use Awards Appropriately
KEY: Bloom's: Analysis
8. As a manager, strive to keep feelings of equity in balance to maintain an unmotivating atmosphere.
ANS: F PTS: 1 DIF: Easy NAT: BUSPROG: Analytic

9. One significant way managers meet higher motivational needs is to shift power down from the top of
the organization and share it with employees to enable them to achieve goals.
ANS: T PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic

LOC: DISC: Motivation Concepts TOP: Motivate by Empowering People
10. Engagement means being emotionally engaged at a personal level.

LOC: DISC: Ethical Responsibilities TOP: Give Meaning to Work through Engagement
MULTIPLE CHOICE
1. An early 20th century management thinker defined ___________ as “the art of getting things done
through people.”
a. work c. management
b. coaching d. none of these
ANS: C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic
LOC: DISC: Ethical Responsibilities TOP: Discover Knowledge
2. What is a key requirement of a manager who supervises a group?

a. innovative thinking
b. decision-making skills
c. ability to motivate others to accomplish goals
d. active listening
ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic
LOC: DISC: Operations Management TOP: Discover Knowledge
3. What is the first step in building an effective motivation program?

a. establish clear, specific, & appropriate goals
b. set rewards for work accomplished
c. designate an employee safety day
d. none of these
ANS: A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic
LOC: DISC: Motivation Concepts TOP: Establish Goals for High Performance
4. _________ for motivation means setting specific, challenging goals that are accepted as valid by
employees, and then helping people track their progress toward goals by providing timely feedback.
a. Goal setting c. Decision-making
b. Opportunities d. Importance
LOC: DISC: Creation of Value TOP: Establish Goals for High Performance
5. There is evidence that _______, where people are able to monitor their own progress toward a goal, is
an even stronger motivator than external feedback.
a. self-assurance c. self-feedback
b. self-motivation d. all of these
6. Shawna is a good manager. She routinely reminds her employees of the company’s priorities, provides
them with specific goals, and shows them exactly how to focus their energies in ways that will
contribute to accomplishing the goals and priorities. Shawna excels at exhibiting:
a. clarity c. empathy
b. disrespect d. commitment
LOC: DISC: Leadership Responsibilities TOP: Establish Goals for High Performance
7. What energizes people and compels them to develop ideas, plans, and strategies for achieving the
objective?
a. accomplishments c. challenge of the goal
b. communication d. none of these
LOC: DISC: Group Dynamics TOP: Establish Goals for High Performance
8. What occurs when people participate in setting goals so they feel a sense of control over their own
work and have a better understanding of the goals they are striving towards?
a. decreased motivation c. ethical standards

b. commitment to the goals d. increased complaining
ANS: B PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic
LOC: DISC: Strategy TOP: Establish Goals for High Performance
9. Why is feedback an important motivator for managers?

a. provides guidance c. provides recognition
b. provides support d. all of these
ANS: D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic
LOC: DISC: Operations Management TOP: Establish Goals for High Performance
10. Providing _______ of some type is essential for motivation, but can differ widely.
a. numbers c. rewards
b. values d. all of these
LOC: DISC: Creation of Value TOP: Establish Goals for High Performance
11. What critical skill should managers exhibit in regards to rewards?

a. recognize and adhere to ethical values
b. acknowledge the importance of human quality
c. understanding the link between individual needs and individual motivation
d. all of these
12. Suzanne, a single mother of two children, has been out of work for six months. She has used up a good
portion of her savings. Right now, her priority is to find a job that will pay enough for her to provide a
safe home with adequate food and clothing for her family. Suzanne is focused on what type of needs?
a. direct c. higher-level
b. lower-level d. none of these
ANS: B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic
LOC: DISC: Ethical Responsibilities
13. Which of the following are examples of higher-level needs?

a. friendship c. accomplishment
b. recognition d. all of these
LOC: DISC: Environmental Influence
14. You can be a better _____ if you understand the type of motives that compel people to alter or
continue a desired behavior.
a. employee c. motivator
b. organization d. all of these
15. Using fear to motivate people almost always has ______ for employee development and long-term
performance.
a. negative consequences c. no consequence
b. positive consequences d. none of these
LOC: DISC: Strategy
16. What type of rewards are pay increases, bonuses, promotions, and praise controlled by someone
outside the person?
a. motivational c. effective
b. extrinsic d. incentive
ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic
17. The _________ indicates that people are motivated by five general types of needs: physiological,
safety, belongingness, esteem, and self-actualization.
a. intrinsic rewards c. hierarchy of needs
b. open communication d. none of these
18. What does the term “hygiene factors” refer to?

a. work relationships
b. characteristics that influence job dissatisfaction
c. personal cleanliness
d. work environment
19. To increase satisfaction, motivation, and commitment, managers have to incorporate ______ into the
work environment.
a. hygiene factors c. motivators
b. interpersonal relationships d. incentives
LOC: DISC: Motivation Concepts
20. What type of needs do motivators focus on in the work environment?
a. higher level c. both of these
b. lower level d. neither of these
21. As each level of needs is satisfied, it declines in importance and the next higher level of needs is
_______.
a. not necessary c. met
b. activated d. all of these
22. What term refers to structuring jobs in a way to meet higher level needs and increase motivation
toward the accomplishment of goals?
a. extrinsic rewards c. job design
b. performance d. all of these
TOP: Shaping Behavior toward High Performance: Design Motivating Jobs
23. Matching job characteristics to an employee’s interests, personality, and abilities, so that work is done
by people who are well-suited to their jobs is known as ________.
a. person-job fit c. universal standards
b. ethical behavior d. none of these
ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic
24. Work redesign involves altering jobs to increase both the _____ of employees’ work experience and
their ______.
a. ethics, motivators c. quality, productivity
b. tasks, assignments d. none of these
25. The ______ model proposes that certain core job dimensions create positive psychological reactions
within employees that lead to higher motivation and better performance.
a. coach enhancing c. core job
b. reactions d. job characteristics
26. What term means the job has a recognizable beginning and ending?
a. diversity c. skill variety
b. task identity d. job scheduling
LOC: DISC: Strategy
27. Katie is a very motivated employee. When her boss gives her a project to do, he usually explains the
goals and purpose of the project, and then asks for her input in determining how to complete the
project. Once she’s started on the project, he allows her to decide what tasks to do in what order and to
make important decisions on her own, using her experience and good judgement. Which of these
factors contribute to Katie’s motivation?
a. freedom c. self-determination
b. discretion d. all of these
ANS: D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic
28. Why are options such as flexible work hours, telecommuting, and job sharing highly valued by
employees?
a. It enables them to balance their work and personal responsibilities.
b. It motivates them to have flexible schedules.
c. It creates a sense of importance.
d. none of these
ANS: A PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic
KEY: Bloom's: Evaluation
29. What leads to greater intrinsic satisfaction, higher motivation, better work performance, and lower
absenteeism and turnover?
a. meaningfulness c. knowledge of results
b. positive psychological reactions d. all of these
30. To channel motivation toward appropriate goals, people have to understand that their ______ is
directly related to the outcomes they receive.
a. behavior c. both of these
b. performance d. neither of these
ANS: C PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic
31. What term refers to anything that causes a certain behavior to be repeated or inhibited?
a. improvement c. avoidance
b. reinforcement d. none of these
LOC: DISC: Creation of Value
32. What is an example(s) of nonfinancial reinforcers?

a. positive feedback c. attention
b. social recognition d. all of these
ANS: D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic
33. What is highly effective for helping people learn new behaviors?
a. continuous reinforcement c. meetings
b. ignoring actions d. none of these
34. ________ is more effective for maintaining appropriate behaviors and actions over the long term.
a. Continuous reinforcement c. No reinforcement
b. Partial reinforcement d. High visibility reinforcement
35. What theory suggests that high motivation depends on an individual’s belief, or expectation, that he or
she has the ability to perform tasks and receive desired awards.
a. Principles theory c. Expectancy theory
b. Personal gain theory d. Confidence theory
36. What theory proposes that people are motivated to seek social equity in the rewards they receive for
performance?
a. Equity theory c. Personal theory
b. Expectancy theory d. Motivation theory
LOC: DISC: HRM TOP: Shaping Behavior toward High Performance: Use Awards Appropriately
37. The idea of _____ suggests that people evaluate equity by a ration of inputs to outcomes.
a. courage c. equity
b. behaviors d. income
LOC: DISC: Strategy
38. Treating people inequitably can have a devastating effect on ______.

a. motivation c. finances
b. fear d. morale
LOC: DISC: Creation of Value
39. The part of the brain associated with reward processing and pleasure is _______ when people have to
work to accomplish a reward than if they simply have the reward given to them.
a. more stimulated and active c. less active
b. not affected d. not changed
ANS: A PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic
40. At the Sunny Day Cafe, the owner has told her servers to do whatever they need to do to please their
customers without needing to consult her first. They routinely customize orders at no extra charge, and
if a customer is really unhappy with a meal, the server has the authority to remove the charge from the
bill. Sunny Day’s owner clearly believes in:
a. Variation c. Empowerment
b. Achievement d. Downsizing
LOC: DISC: HRM TOP: Motivate by Empowering People KEY: Bloom's: Application
41. Increasing employee _____ heightens motivation for task accomplishment because people improve
their own effectiveness.
a. power c. change
b. boundaries d. none of these
LOC: DISC: Individual Dynamics TOP: Motivate by Empowering People
42. When employees are _______, they are involved in defining mission and goals, as well as in
determining how to achieve them.
a. mid or high level managers c. fully empowered
b. insubordinate d. engaged
LOC: DISC: Environmental Influence TOP: Motivate by Empowering People
43. At Healthy Body Fitness Center, employees enjoy their jobs, are satisfied with their work conditions,
contribute enthusiastically to meeting team or organizational goals, and feel a sense of belonging and
commitment to the organization. Healthy Body is a great example of employee __________.
a. satisfaction c. engagement
b. partnership d. morale
LOC: DISC: Group Dynamics TOP: Give Meaning to Work through Engagement
44. ______ employees care deeply about the organization and actively seek ways to serve the mission.
a. Fully engaged c. Good
b. Vulnerable d. Leader
LOC: DISC: Leadership Principles TOP: Give Meaning to Work through Engagement
45. When people in the workplace have a _____, they have pride and dignity.
a. presentation c. feeling
b. purpose d. none of these
LOC: DISC: Ethical Responsibilities TOP: Give Meaning to Work through Engagement
46. Engaged employees feel connected to ________.

a. the company c. their managers
b. one another d. all of these
LOC: DISC: Leadership Principles TOP: Give Meaning to Work through Engagement
47. What characteristic makes the biggest difference in whether people feel engaged at work?
a. paychecks c. driving distance
b. managers’ behavior d. volume of work
LOC: DISC: Environmental Influence TOP: Give Meaning to Work through Engagement
48. To be engaged, people need to:

a. feel competent to handle what is asked of them
b. feel like outsiders looking in
c. feel that they have the chance to learn, grow, and advance
d. be friends with their supervisors
LOC: DISC: Creation of Value TOP: Give Meaning to Work through Engagement
49. Studies suggest that organizations with engaged employees __________.

a. have less turnover
b. are more productive and profitable
c. enjoy greater employee and customer loyalty
d. all of these
LOC: DISC: Strategy TOP: Give Meaning to Work through Engagement
50. As a manager, you can help reverse the slide toward disengagement by enabling people to find
_______ at work.
a. meaning c. challenge
b. connection d. all of these
LOC: DISC: Strategy TOP: Give Meaning to Work through Engagement
SHORT ANSWER
1. What are four key points to remember for setting goals? Briefly describe.
ANS:
1. Clarity - Providing goals that are specific and measurable.
2. Challenge - Asking people to stretch their abilities.
3. Commitment - To let people participate in setting goals.
4. Feedback - Provide it regularly so people know how they are progressing.
PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic

LOC: DISC: Leadership Principles TOP: Establish Goals for High Performance
2. What are the four categories of motives manager can use? Explain and provide an example of each
one.
ANS:
1. Negative Approach - Threats and punishments
2. Negative Approach - Tap into self-doubts
3. Positive Approach - Rewards such as pay raises, bonuses, praise
4. Positive Approach - Help people enjoy their work and get a sense of accomplishment
PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic

LOC: DISC: Strategy
3. What are four elements that enable and empower employees to accomplish their jobs?
ANS:
1. Information
2. Knowledge
3. Power
4. Rewards
PTS: 1 DIF: Easy NAT: BUSPROG: Analytic

LOC: DISC: Group Dynamics TOP: Motivate by Empowering People
ESSAY
1. Explain the differences between the horizontal and vertical dimensions of the four motives managers
can use to motivate people.
ANS:
The horizontal dimension contrasts motives that are driven by fear or pain versus those driven by
growth or pleasure. The vertical dimension contrasts motives that are triggered from within the
individual (intrinsic) versus those triggered from outside the individual (extrinsic) such as by a
manager.
PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic

2. List the five core job dimensions managers can make alterations to in order to increase motivation.
Choose the one you think would be most effective and explain your choice.
ANS:
1. Increase skill variety - requires more skills and are more motivating
2. Structure jobs so that an employee can perform a complete task from beginning to end.
3. Incorporate task significance into the job.
4. Give people autonomy for choosing how and when to perform specific tasks.
5. To the extent possible, design jobs to provide feedback and let employees see the outcomes of their
efforts.
Students’ choices and reasoning will vary.
PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic

KEY: Bloom's: Evaluation
3. Current approaches to empowerment can be classified based on two dimensions. Describe what they
are.
ANS:
1. The extent to which employees are involved in defining desired outcomes.
2. The extent to which they participate in determining how to achieve outcomes.
PTS: 1 DIF: Easy NAT: BUSPROG: Analytic

LOC: DISC: Creation of Value TOP: Motivate by Empowering People

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Building Management Skills An Action-First Approach 1st Edition Daft Test Bank 1

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Building Management Skills An Action-First Approach 1st Edition

CHAPTER 7- MOTIVATING FOR PERFORMANCE

1. Knowing how to motivate people is never a challenge for managers.

ANS: F PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic

ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic

ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic

ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic

ANS: F PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic

ANS: T PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic

ANS: F PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic

8. As a manager, strive to keep feelings of equity in balance to maintain an unmotivating atmosphere.

ANS: F PTS: 1 DIF: Easy NAT: BUSPROG: Analytic

ANS: T PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic

10. Engagement means being emotionally engaged at a personal level.

ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic

2. What is a key requirement of a manager who supervises a group?

3. What is the first step in building an effective motivation program?

a. decreased motivation c. ethical standards

9. Why is feedback an important motivator for managers?

11. What critical skill should managers exhibit in regards to rewards?

13. Which of the following are examples of higher-level needs?

18. What does the term “hygiene factors” refer to?

32. What is an example(s) of nonfinancial reinforcers?

38. Treating people inequitably can have a devastating effect on ______.

46. Engaged employees feel connected to ________.

48. To be engaged, people need to:

49. Studies suggest that organizations with engaged employees __________.

PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic

PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic

PTS: 1 DIF: Easy NAT: BUSPROG: Analytic

PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic

Students’ choices and reasoning will vary.

PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic

PTS: 1 DIF: Easy NAT: BUSPROG: Analytic

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