Organizational Behavour Canadian 3rd Edition Colquitt Test Bank Download

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MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1) The set of energetic forces that originates both within and outside an employee is known as
A) motivation
B) job performance
C) job satisfaction
D) organizational commitment
E) leadership
Answer: A
2) Motivation determines which of the following about effort?

A) Perception
B) Feedback
C) Pushback
D) Persistence
E) None of the choices are correct
Answer: D
3) Job performance is largely a function of:

A) ability and expectations
B) expectations and emotions
C) motivation and ability
D) motivation and emotions
E) emotions and ability
Answer: C
4) Which theory focuses most specifically on describing the cognitive process that employees go
through to make choices among different voluntary responses?
A) Goal setting
B) Equity
C) Expectancy
D) Psychological empowerment
E) Extrinsic
1
Answer: C
5) The belief that exerting a high level of effort will result in the successful performance of some task
is known as
A) expectancy
B) valence
C) instrumentality
D) equity
E) none of these
Answer: A
2
6) Expectancy is a subjective probability ranging from
A) .5 to 1.5 B) 10 to 20 C) -1 to + 1 D) 0 to 1 E) 1 to 5
Answer: D
7) Expectancy is represented by which of these linkages?

A) P→ V B) E → P C) P→ E D) P→ O E) V→P
Answer: B
8) The belief that a person has the capabilities needed to execute the behaviours required for task
success is known as
A) complexity
B) instrumentality
C) self-efficacy
D) valence
E) equity
Answer: C
9) Sharon is considering her efficacy level for making Thanksgiving dinner for 12 people. Sharon
watched her Mother successfully make Thanksgiving dinner for 20 people for 10 years. This is
known as
A) emotional cues
B) verbal persuasion
C) vicarious experiences
D) instrumentality
E) past accomplishments
Answer: C
10) Maria is considering her efficacy level for making Thanksgiving dinner for 30 people. If she is
encouraged by friends and coworkers that she can complete the holiday meal successfully, that is
known as
A) instrumentality
B) vicarious experiences
C) past accomplishments
D) equity distress
E) verbal persuasion
Answer: E
3
11) Thomas is considering his efficacy level for making Christmas dinner for 24 people. Thomas takes
pride in his cooking skills and is always enthusiastic about cooking and entertaining dinner guests.
Thomas's efficacy is dictated by which of these?
A) Emotional cues
B) Verbal persuasion
C) Instrumentality
D) Vicarious experiences
E) Past accomplishments
Answer: A
12) The efficacy of an individual can be dictated by all of these except:

A) emotional cues
B) past accomplishments
C) verbal persuasion
D) vicarious experiences
E) the valence of rewards
Answer: E
13) The belief that successful performance will result in some outcome(s) is known as
A) expectancy
B) complexity
C) instrumentality
D) valence
E) self-efficacy
Answer: C
14) Kelly believes that if she successfully earns her MBA, she'll be promoted to a midlevel executive
manager position. She is therefore motivated to earn an MBA because of
A) instrumentality
B) vicarious experiences
D) past accomplishments
E) emotional cues
Answer: A
15) Kendra is more motivated when successful performance helps her attain attractive outcomes, such
as bonuses, while helping her avoid unattractive outcomes such as terminations. Kendra's
motivation is dependent on
A) past accomplishments
B) instrumentality
C) emotional cues
D) valence
E) expectancy
Answer: B
4
16) Instrumentality is represented by which of these linkages?
A) E → P B) V → P C) P→ O D) P→ E E) P→ V
Answer: C
17) According to a survey of more than 10,000 employees, percent viewed seniority as the key
determinant of pay and percent viewed successful performance as the key driver.
A) 40; 60 B) 60; 35 C) 90; 10 D) 25; 75 E) 20; 40
Answer: B
18) According to a survey of more than 10,000 employees, 60 percent viewed as the key
determinant of pay and 35 percent viewed as the key driver.
A) ability; emotional intelligence
B) performance; seniority
C) seniority; performance
D) knowledge; performance
E) ability; knowledge
Answer: C
19) The anticipated value of the outcomes associated with performance is known as
A) self-efficacy
B) equity
C) valence
D) instrumentality
E) expectancy
Answer: C
20) The cognitive groupings or clusters of outcomes that are viewed as having critical psychological or
physiological consequences are known as
A) expectancy
B) needs
C) equity
D) instrumentality
E) valence
Answer: B
21) Motivation that is controlled by some contingency that depends on task performance is known as
motivation.
A) extrinsic B) efficacious C) self D) intrinsic E) expectant
Answer: A
5
22) Motivation that is felt when task performance serves as its own reward is known as
motivation.
A) intrinsic B)
expectant C)
efficacious
D) extrinsic
E) instrumental
Answer: A
23) As described in the text, the meaning of money has which of the following facet(s)?
A) Freedom
B) Efficacy
C) Expectancy
D) Instrumentality
E) All of these
Answer: A
24) Scenario:TeachBusinessInternational
Wendy, Cindy, and Mindy work at Teach Business International (TBI), a for-profit educational instit
month, Mindy and Cindy, newly hired on temporary teaching position, were asked by their superviso
prepare material for teaching their courses online. Having never taught online, Mindy and Cindy are
considering their efficacy. Mindy has been talking to several individuals including Wendy who have
been teaching online for several years. Wendy takes pride in her teaching and always approaches her
teaching with total enthusiasm. Giving her tips for effective online teaching and other do's and
don'ts, Wendy suggests to Mindy that she strongly believes that exerting high level of effort will
result in the successful performance in her online teaching. Cindy believes that successfully teaching
the online courses will be her ticket to getting the permanent teaching position at TBI but is very
nervous about the online experiment. In the coffee room, colleagues gave her a lot of support and
backing that she can successfully complete the online teaching assignment. This support and
encouragement seems to have helped Cindy.
Wendy's self efficacy source appears to be

A) instrumentality
B) verbal persuasion
C) vicarious experiences
E) emotional cues
Answer: E
6
Mindy's self efficacy source appears to be

A) vicarious experiences
B) emotional cues
C) instrumentality
Answer: A
Wendy's belief about exerting high level of effort describes which of these?
A) Instrumentality
B) Equity
C) Expectancy
D) Valence
E) None of these
Answer: C
7
Cindy's self efficacy source appears to be

B) instrumentality
D) emotional cues
E) past accomplishments
Answer: C
Cindy's belief about successful online teaching describes which of these?

A) Valence
B) Instrumentality
C) Equity
D) Expectancy
E) None of these
Answer: B
7
29) Scenario:ToddlerToys
Aaron and Tom work for Toddler Toys, Inc. (TTI). Both have been at TTI for about five years and w
same level of management doing similar type of work. Tom has been feeling lately that he puts in a l
work effort compare to Aaron but is underrewarded. Aaron on the other hand has been focusing on s
specific and difficult goals and believes that exerting a high level of effort will result in the successfu
performance in his job and that is what he should focus on. When Tom compares himself to other ma
such as Jim at ABC Toys who is in a similar work position, he feels even worse because he feels he i
significantly underrewarded at TTI.
From the expectancy theory viewpoint, Tom's feeling of being underrewarded most closely describes
which of these?
A) Valence
B) Expectancy
C) Instrumentality
D) Empowerment
E) None of these
Answer: C
Aaron's belief about effort and performance describes which of these?

A) Valence
B) Instrumentality
C) Expectancy
D) Equity
E) None of these
Answer: C
31) Which theory argues that employee behaviour is directed toward pleasure and away from pain or,
more generally, toward certain outcomes and away from others?
A) Psychological empowerment
B) Extrinsic
C) Goal setting
D) Expectancy
E) Equity
Answer: D
8
32) When employees consider efficacy levels for a given task, they first consider their:
A) vicarious experiences.
B) past accomplishments.
C) instrumentality.
D) current projects.
E) extrinsic motivators.
Answer: B
33) Employees consider _ by taking into account their observations and discussions with others
who have performed such tasks.
B) instrumentality
C) past accomplishments
D) emotional cues
Answer: A
34) Efficacy is dictated by , where feelings of fear or anxiety can create doubts about task
accomplishment, while pride and enthusiasm can bolster confidence levels.
A) past accomplishments
B) emotional cues
D) instrumentality
E) vicarious experiences
Answer: B
35) Technically, is a set of subjective probabilities, each ranging from 0 to 1, that successful
performance will bring a set of outcomes.
A) complexity
B) valence
C) expectancy
D) instrumentality
E) self-efficacy
Answer: D
36) The need for the food, shelter, safety, and protection required for human existence is a need.
A) self-regard
B) self-actualization
C) physiological
D) relatedness
E) control
Answer: C
9
37) The need to be able to predict and control one's future is a(n):
A) self-regard need.
B) relatedness need.
C) autonomy need.
D) self-actualization need.
E) esteem need.
Answer: C
38) The need to hold a high evaluation of oneself and to feel effective and respected by others is a(n):
A) autonomy need.
B) control need.
C) relatedness need.
D) self-regard need.
E) self-actualization need.
Answer: D
39) The need to perform tasks that one cares about and that appeal to one's ideals and sense of purpose
is a(n):
A) control need.
B) relatedness need.
C) self-actualization need.
D) self-regard need.
E) responsibility need.
Answer: C
40) Concepts like difficulty and

specificity are key aspects of which of the following theories?
B) Goal setting
C) Equity
D) Expectancy
E) Extrinsic
Answer: B
41) The internalized goals that people use to monitor their own task progress are known as
goals.
A) management-set
B) extrinsic
C) comparison other
D) self-set
E) organizational
Answer: D
10
42) Which of these refers to the learning plans and problem-solving approaches used to achieve
successful performance?
A) Task strategies
B) Expectancy
C) Emotional cues
D) Goal setting
E) Vicarious experiences
Answer: A
43) Which of the following factors alter the strength of the relationship between goal setting and task
performance?
A) Task simplicity, Goal commitment, Feedback
B) Task complexity, Goal complexity, Feedback
C) Task complexity, Goal commitment, Pushback
D) Task complexity, Goal commitment, Feedback
E) Task simplicity, Goal complexity, Feedback
Answer: D
44) Philip is looking to beat the top scorer in his organizational behaviour class. However, the instructor
would not reveal the points Philip has attained so far including the tests, class participation, and peer
evaluation. Which of the following moderator may help Philip?
A) Goal commitment
B) Feedback
C) Task complexity
D) Goal Complexity
E) None of the choices is correct
Answer: B
45) Samantha has no idea how complicated the information and actions are in taking the Graduate
Management Admissions Test. Samantha is looking to understand
A) Task complexity
B) Goal Complexity
C) Goal commitment
D) Feedback
E) None of the choices is correct
Answer: A
46) S in the S.M.A.R.T. goals stands for

A) self-set B) serious C) systematic D) scientific E) specific
Answer: E
47) M in the S.M.A.R.T. goals stands for

A) measurable B) model C) monetary D) methodical E) major
Answer: A
11
48) A in the S.M.A.R.T. goals stands for
A) aspire B) affordable C) achievable D) assess E) ability
Answer: C
49) R in the S.M.A.R.T. goals stands for

A) requirements
B) robust
C) results-based
D) resolved
E) realist
Answer: C
50) T in the S.M.A.R.T. goals stands for

A) team-oriented
B) tempered
C) tenacious
D) task-driven
E) time-sensitive
Answer: E
51) According to the OB Internationally section in the text, employees in which continent prefer to be
given individual goals?
A) Europe
B) North America
C) South America
D) Asia
E) Africa
Answer: B
12
Aaron's focus on concepts such as difficulty and specificity are key aspects of which of the following
theories?
B) Expectancy
C) Extrinsic
D) Equity
E) Goal setting
Answer: E
53) are defined as the objective or aim of an action and typically refer to attaining a specific
standard of proficiency, often within a specified time limit.
A) Internal comparisons
B) Goals
C) Strategies
D) Values
E) External comparisons
Answer: B
54) consists of updates on employee progress toward goal attainment.

A) Goal commitment
B) Task complexity
C) Self-efficacy
D) Feedback
E) Instrumentality
Answer: D
55) reflects how complicated the information and actions involved in a task are, as well as how
much the task changes.
A) Instrumentality
B) Self-efficacy
C) Feedback
D) Goal commitment
E) Task complexity
Answer: E
13
56) is defined as the degree to which a person accepts a goal and is determined to try to reach it.
A) Feedback
B) Self-efficacy
C) Goal commitment
D) Instrumentality
E) Task complexity
Answer: C
57) Which theory acknowledges that motivation doesn't just depend on your own beliefs and
circumstances, but also what happens to other people?
A) Equity
B) Extrinsic
C) Goal setting
D) Psychological empowerment
E) Expectancy
Answer: A
58) The person who seems to provide an intuitive frame of reference for judging equity is known as
A) Cognitive distortion creator
B) Equity resolver
C) Comparison other
D) Goals monitor
E) None of these
Answer: C
59) Don feels an internal tension that he is not getting the same rewards as his colleague. He believes
that this situation can only be alleviated by restoring balance to the comparison ratios. This is known
as
A) expectancy
B) equity distress
C) comparison other
D) goal commitment
E) cognitive distortion
Answer: B
60) Laurie feels she is being underrewarded relative to her peers and could take which of the following
actions to reduce her equity distress?
A) Shrink inputs by lowering persistence of effort
B) Change the comparison other
C) Shrink inputs by lowering intensity of effort
D) Grow outcomes by stealing from company
E) All of the choices are potential responses
Answer: E
14
61) Sara feels she is being overrewarded relative to her peers and could take which of the following
actions to reduce her equity distress?
A) Grow inputs through more quality work
B) Give something back
C) Change her comparison other
D) Grow inputs through some "cognitive distortion"
E) All of these
Answer: E
62) In equity theory, rethinking your inputs to restore mental balance without altering your behaviour in
any way is known as
A) instrumentality
B) internal comparisons
C) cognitive distortion
D) equity distress
E) external comparisons
Answer: C
63) Comparing ourself "lot in life" to someone in the same company is known as using a(n)
A) cognitive distortion
B) emotional cue
C) internal comparisons
D) external comparisons
E) equity distress
Answer: C
64) According to research, equity is the most powerful driver of citizenship behaviours.
A) job
B) company
C) age
D) educational
E) occupational
Answer: A
65) Which of the following is not a comparison type from which to judge equity with different
comparison others?
A) educational
B) company
C) experience
D) occupational
E) age
Answer: C
15
Aaron for Tom in the above situation is a(n)

A) cognitive distorter
B) external comparison
C) valence generator
D) internal comparison
E) empowerment evaluator
Answer: D
Jim for Tom in the above situation is a(n)

A) internal comparison
B) external comparison
C) cognitive distorter
D) valence generator
E) empowerment evaluator
Answer: B
16
Tom could take which of the following actions to reduce his sense of inequity?
A) Shrink inputs by lowering persistence of effort
B) Shrink inputs by lowering intensity of effort
C) Grow outcomes by stealing from company
D) Change his comparison other
E) All of the choices are potential actions
Answer: E
69) Which theory suggests that employees create a "mental ledger" of the outcomes they get from their
job duties?
A) Psychological empowerment theory
B) Extrinsic theory
C) Equity theory
D) Goal-setting theory
E) Expectancy theory
Answer: C
70) Any imbalance in ratios triggers an internal tension that can only be alleviated by restoring balance
to the ratios. This is called:
A) comparison other.
B) cognitive distortion.
C) equity distress.
D) expectancy.
E) goal commitment.
Answer: C
71) Comparison with others in the same organization doing substantially different jobs is:
A) age equity.
B) company equity.
C) educational equity.
D) job equity.
E) occupational equity.
Answer: B
17
72) A form of intrinsic motivation rooted in the belief that work tasks contribute to some larger purpose
is known as
A) psychological empowerment
B) goal setting
C) vicarious experience
D) goal commitment
E) self efficacy
Answer: A
73) The dimensions of psychological empowerment include all of these except

A) self-determination
B) needs
C) meaningfulness
D) impact
E) competence
Answer: B
74) Stefana has loved working with the local Red Cross chapter for the last four summers. Because of
its charitable nature, she probably views the job as high in
A) competence.
B) self-determination.
C) expectancy.
D) meaningfulness.
E) all of the choices are correct.
Answer: D
75) April delegates work tasks to her employees rather than micromanaging them and she trusts her
employees to come up with their own approach to certain tasks. April is attempting to instill a sense
of in her employees.
A) self-determination
B) competence
C) meaningfulness
D) expectancy
E) all of the choices are correct
Answer: A
76) David is a commercial financial analyst but wants to become a commercial lender, so he engages in
self-directed learning, seeks out feedback from his managers, and manages his own workload. David
is attempting to build his own at his job.
A) impact
B) meaningfulness
C) valence
D) competence
Answer: D
18
77) Allan, the new Business School Dean, has done a good job moving the Business School forward
toward accreditation of its program. Allan has had in school.
A) competence
B) impact
C) self-determination
D) meaningfulness
Answer: B
78) captures the value of a work goal or purpose, relative to a person's own ideals and passions.
A) Competence
B) Impact
C) Self-determination
D) Integrity
E) Meaningfulness
Answer: E
79) Which of the following reflects the sense that a person's actions "make a difference," indicating that
progress is being made toward fulfilling some important purpose?
A) Impact
B) Competence
C) Self-determination
D) Meaningfulness
E) Integrity
Answer: A
80) In a worldwide survey of 3,332 teens, what factor was revealed by 78% as a key motivator?
A) pay
B) personal fulfillment
C) workplace perks
D) vacation
E) status symbols
Answer: B
81) Motivation has a effect on job performance.

A) moderate negative
B) weak positive
C) strong positive
D) moderate positive
E) strong negative
Answer: C
19
82) Equity has a effect on citizenship behaviour and a effect on counterproductive
behaviour.
A) strong positive; strong negative
B) strong negative; moderate positive
C) no; moderate positive
D) moderate negative; strong negative
E) moderate positive; moderate negative
Answer: E
83) Equity has a effect on organizational commitment.

A) weak positive
B) strong negative
C) moderate positive
D) strong positive
E) moderate negative
Answer: C
84) Which of the following is the motivating force with the strongest performance effect?
A) High levels of expectancy
B) Self-efficacy/competence
C) Perceptions of equity
D) Difficult goals
E) High levels of valence and instrumentality
Answer: B
85) Which of the following is not considered to be an individual-focused compensation plan?

A) piece-rate
B) lump-sum bonus
C) gain sharing
D) recognition award
E) merit pay
Answer: C
86) Which of the following managerial techniques provide a forum for assigning difficult and specific
goals?
A) Gainsharing and Merit Pay
B) Lump sum bonuses and Merit Pay
C) Furloughs and Gainsharing
D) Merit pay and Furloughs
E) Gainsharing and Lump sum bonuses
Answer: E
20
87) When a manager is lenient in their performance evaluations so everyone "goes home happy," this
manager is reducing
A) departmentation and instrumentality
B) instrumentality and self-efficacy
C) equity and self-efficacy
D) self-efficacy and departmentation
E) instrumentality and equity
Answer: E
88) Which of the following is a unit-focused compensation plan element?

A) Merit pay
B) Profit sharing
C) Gainsharing
D) Lump-sum bonuses
E) Piece-rate
Answer: C
TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement is false.
89) Motivation is a critical consideration because job performance is a function of motivation and
ability.
Answer: True False
90) Motivation is not one thing but rather a set of distinct forces.
Answer: True False
91) Instrumentality represents the belief that exerting a high level of effort will result in the successful
performance of some task.
Answer: True False
92) Valences can be positive, negative, or zero.

Answer: True False
93) Research suggests that women are more likely than men to view money as representing
achievement, respect, and freedom.
Answer: True False
94) Self-actualization is defined as the belief that a person has the capabilities needed to execute the
behaviours required for task success.
Answer: True False
95) Expectancy represents the belief that successful performance will result in some outcome.
Answer: True False
21
96) Valence can be defined as cognitive groupings or clusters of outcomes that are viewed as having
critical psychological or physiological consequences.
Answer: True False
97) Motivation that is controlled by some contingency that depends on task performance is intrinsic
motivation.
Answer: True False
98) Instrumentality represents the belief that successful performance will result in some outcome.
Answer: True False
99) The symbolic value of money can be summarized in at least four dimensions.
Answer: True False
100) The effects of specific and difficult goals are almost twice as strong on simple tasks as on complex
tasks.
Answer: True False
101) Goal-setting theory argues that employee behaviour is directed toward certain outcomes and away
from others.
Answer: True False
102) A difficult goal is one that stretches an employee to perform at his/her maximum level while still
staying within the boundaries of his/her ability.
Answer: True False
103) Self-determination in goal setting theory refers to progress updates on work goals.
Answer: True False
104) When goal commitment is high, assigning specific and difficult goals will have significant benefits
for task performance.
Answer: True False
105) According to the text, one study showed that occupational equity is the most powerful driver of
citizenship behaviours and job equity is the most powerful driver of employee withdrawal.
Answer: True False
106) Research shows that feelings of underreward inequity are among the strongest predictors of
constructive behaviours.
Answer: True False
107) Cognitive distortion allows you to restore balance mentally by altering your behaviour in certain
ways.
Answer: True False
22
108) A sense of self-determination is a strong driver of extrinsic motivation.
Answer: True False
109) Meaningfulness reflects energy rooted in the belief that work tasks contribute to some larger
purpose.
Answer: True False
110) Self-determination captures the value of a work goal or purpose, relative to a person's own ideals
and passions.
Answer: True False
111) Competence brings with it a sense of pride and mastery that is itself intrinsically motivating.
Answer: True False
112) Learned helplessness reflects the sense that it does not matter what a person does, nothing will make
a difference.
Answer: True False
113) People who feel a sense of internal self-confidence tend to outperform those who doubt their
capabilities.
Answer: True False
114) Employees who feel a sense of equity are more emotionally attached to their firms and feel a
stronger sense of obligation to remain.
Answer: True False
115) The motivating force with the strongest performance effect is perceptions of equity.
Answer: True False
116) Profit sharing tends to have a stronger motivational effect on employee effort than individual
incentives.
Answer: True False
117) Merit pay and profit sharing offer little in the way of difficult and specific goals.
Answer: True False
118) Merit pay represents the most common element of organizational compensation plans, yet the pay
increase for top performers is only modestly greater than the pay increase for poor performers.
Answer: True False
23
ESSAY. Write your answer in the space provided or on a separate sheet of paper.
119) Define motivation. Explain the forces of motivation and the number of facets of an employee's work
effort.
Answer: Motivation is a defined set of energetic forces that originates both within and outside an
employee, initiates work-related effort, and determines its direction, intensity, and persistence.
Motivation is a critical consideration because job performance is largely a function of two
factors: motivation and ability. Motivation is not one thing, but rather a set of distinct forces.
Some of those forces are internal to the employee, such as a sense of self-confidence, whereas
others are external to the employee, such as the goals an employee is given. Motivation also
determines a number of facets of an employee's work effort. Motivation determines what
employees do at a given moment. Once the direction of effort has been decided, motivation
goes on to determine how hard an employee works and for how long.
120) What is expectancy theory? Describe the three specific beliefs that the theory suggests our choices
depend on.
Answer: The expectancy theory describes the cognitive process that employees go through to make
choices among different voluntary responses. The theory suggests that our choices depend on
three specific beliefs that are based in our past learning and experience: expectancy,
instrumentality, and valence. Expectancy represents the belief that exerting a high level of
effort will result in the successful performance of some task. Instrumentality represents the
belief that successful performance will result in some outcomes. It is a set of subjective
probabilities, each ranging from 0 (no chance!) to 1 (a mortal lock!) that successful
performance will bring a set of outcomes. Valence reflects the anticipated value of the
outcomes associated with performance. Salary increases bonuses, and more informal rewards
are typical examples of "positively valenced" outcomes, whereas disciplinary actions,
demotions, and terminations are typical examples of "negatively valenced" outcomes.
121) Define self-efficacy and identify and explain its determinants.

Answer: • Self-efficacy: the belief that a person has the capabilities needed to execute the behaviours re
for task success.
• Self-efficacy determinants are
◦ Past accomplishments: degree to which they have succeeded or failed in similar sorts of tasks
past.
◦ Vicarious experiences: observations and discussions with others who have performed such ta
◦ Verbal persuasion: friends, coworkers, and leaders persuasion that someone can "get the job d
◦ Emotional cues: feelings or pride or fear that can create doubt about task accomplishment, wh
pride and enthusiasm can bolster confidence levels.
24
122) What is the difference between extrinsic and intrinsic motivation? Give some examples of outcomes
associated with each of these. Are you more motivated by extrinsic or intrinsic outcomes?
Answer: Extrinsic motivation is motivation that is controlled be some contingency that depends on task
performance. Intrinsic motivation is felt when task performance serves as its own reward.
Extrinsic and intrinsic motivation together represents an employee's "total motivation" level.
Some examples of extrinsic outcomes include pay, bonuses, promotions, benefits and perks,
spot awards, praise, job security, etc. Intrinsic outcomes include enjoyment, interestingness,
accomplishment, knowledge gain, skill development, and personal expression. Student
responses will vary to last portion.
123) Identify and explain the mathematical formula for expectancy theory.
Answer: • Motivational force = E → P* Σ [(P→ O) * V]
◦ E → Pis expectancy; P → O is instrumentality; V is valence.
◦ Σ signifies that instrumentalities and valences are judged with various outcomes in mind.
◦ Motivation increases as successful performance is linked to more and more attractive outcom
◦ Motivational forces equals zero if performance doesn't result in any outcomes.
124) Identify and explain some factors that alter the effects of goal setting on task performance.
Answer: • updates on employee progress toward goal attainment
• Task complexity: reflects how complicated the information and actions involved in a task are
as how much the task changes.
• Goal commitment: the degree to which a person accepts a goal and is determined to try to rea
125) Identify and explain the acronym for goals in goal setting theory.
Answer: • S.M.A.R.T. goals
◦ S = Specific
◦ M = Measurable
◦ A = Achievable
◦ R = Results-based
◦ T = Time-sensitive
126) Describe the strategies for fostering goal commitment.

Answer: Refer to Table 7-4. There are five strategies for fostering goal commitment. The first strategy is
rewards which ties goal achievement to the receipt of monetary or nonmonetary rewards.
Publicity is another strategy and it publicizes the goal to significant others and coworkers to
create some social pressure to attain it. Support provides supportive supervision to aid
employees if they struggle to attain the goal. Participation is a strategy that collaborates on
setting the specific proficiency level and due date for a goal, so that the employee feels a sense
of ownership over the goal. A resource strategy is one that provides the resources needed to
attain the goal and remove any constraints that could hold back task efforts.
25
127) Describe equity theory. What are the three general possibilities that can result from the comparison
of the ratio of outcomes and inputs to the ratio of some comparison other? Describe a situation and
your response to it when you experienced a sense of inequity.
Answer: Equity theory acknowledges that motivation doesn't just depend on your own beliefs and
circumstances but also on what happens to other people. It suggests that employees create a
"mental ledger" of the outcomes (or rewards) they get from their job duties and further
suggests that employees create a mental ledger of the inputs (or contributions and
investments) they put into their job duties. The first possibility is that the ratio of outcomes to
inputs is balanced between you and your comparison other. The second possibility is that your
ratio of outcomes to inputs is less than your comparison other's ratio. According to the equity
theory, any imbalance in ratios triggers equity distress. The third possibility is that your ratio
of outcomes to inputs is greater than your comparison other's ratio. Equity distress is
experienced again, and the tension likely creates negative emotions such as guilt or anxiety.
Student answers will vary in response to the last portion of the question.
128) Identify and explain the possible outcomes of equity theory comparisons and ways to restore the
balance for each outcome.
Answer: • Equity: when the comparison of a person's "mental ledger" of the inputs (contributions and
investments) to the outcomes (rewards) they get from their job duties to another person is in ba
◦ Ways to restore balance: No actions are needed to restore balance.
Underreward Inequity: when the comparison of a person's "mental ledger" of the inputs (contri
and investments) to the outcomes (rewards) they get from their job duties to another person is o
balance in favor of the other person.
◦ Ways to restore balance include: Grow your outcomes by talking to your boss or by stealing f
company; Shrink your inputs by lowering the intensity or persistence of effort.
Overreward inequity: when the comparison of a person's "mental ledger" of the inputs (contrib
and investments) to the outcomes (rewards) they get from their job duties to another person is o
balance in favor of you.
◦ Ways to restore balance include: Shrink your outcomes; Grow your inputs through more high
work or through some cognitive distortion".
129) What is psychological empowerment? Identify the four concepts that can make work tasks
intrinsically motivating? Explain each concept.
Answer: Psychological empowerment represents a form of intrinsic motivation, in that merely
performing the work tasks serves as its own reward and supplies many of the intrinsic
outcomes. The four concepts that are particularly important are meaningfulness,
self-determination, competence, and impact. Meaningfulness captures the value of a work goal
or purpose, relative to a person's own ideals and passions. Self-determination reflects a sense
of choice in the initiation and continuation of work tasks. Competence captures a person's
belief in his or her capability to perform work tasks successfully. Impact reflects the sense that
a person's actions "make a difference"; that progress is being made toward fulfilling some
important purpose.
26
130) Explain how motivation relates to job performance and organizational commitment.
Answer: • Task performance
◦ Self-efficacy/competence: people who feel a sense of internal self-confidence tend to outperfo
those who doubt their capabilities.
◦ Difficult goals: people who receive difficult goals outperform the recipients of easy goals.
◦ Expectancy theory: the motivational force crated by high levels of valence, instrumentality an
expectancy is a powerful motivational variable on task performance.
Organizational commitment
◦ Equity: employees who feel a sense of equity are more emotionally attached to their firms and
stronger sense of obligation to remain.
131) Identify and explain individual-, unit-, and organization-focused compensation plan elements.
Answer: • Individual-focused elements
◦ Piece-rate: a specified rate is paid for each unit produced, each unit sold, or each service prov
◦ Merit pay: an increase to base salary is made in accordance with performance evaluation ratin
◦ Lump-sum bonuses: a bonus is received for meeting individual goals but no change is made t
salary. The potential bonus represents "at risk" pay that must be re-earned each year. Base salar
be lower in cases in which potential bonuses may be large.
◦ Recognition awards: tangible awards (gift cards, merchandise, trips, special events, time off,
or intangible awards (praise) are given on an impromptu basis to recognize achievement.
Unit-focused elements
◦ Gainsharing: a bonus received for meeting unit goals (department goals, plant goals, business
goals) for criteria controllable by employees (labour costs use of materials, quality). No change
to base salary. The potential bonus represents "at risk" pay that must be re-earned each year. Ba
salary may be lower in cases in which potential bonuses may be large.
Organization-focused elements
◦ Profit Sharing: A bonus received when the publicly reported earnings of a company exceed so
minimum level, with the magnitude of the bonus contingent on the magnitude of the profits. N
is made to base salary. The potential bonus represents "at risk" pay that must be re-earned each
Base salary may be lower in cases in which potential bonuses may be large.
27
Answer Key
Testname: UNTITLED19
1) A
2) D
3) C
4) C
5) A
6) D
7) B
8) C
9) C
10) E
11) A
12) E
13) C
14) A
15) B
16) C
17) B
18) C
19) C
20) B
21) A
22) A
23) A
24) E
25) A
26) C
27) C
28) B
29) C
30) C
31) D
32) B
33) A
34) B
35) D
36) C
37) C
38) D
39) C
40) B
41) D
42) A
43) D
44) B
45) A
46) E
47) A
48) C
49) C
50) E
28
Answer Key
51) B
52) E
53) B
54) D
55) E
56) C
57) A
58) C
59) B
60) E
61) E
62) C
63) C
64) A
65) C
66) D
67) B
68) E
69) C
70) C
71) B
72) A
73) B
74) D
75) A
76) D
77) B
78) E
79) A
80) B
81) C
82) E
83) C
84) B
85) C
86) E
87) E
88) C
89) TRUE
90) TRUE
91) FALSE
92) TRUE
93) FALSE
94) FALSE
95) FALSE
96) FALSE
97) FALSE
98) TRUE
99) FALSE
100) TRUE
29
Answer Key
101) FALSE
102) TRUE
103) FALSE
104) TRUE
105) FALSE
106) FALSE
107) FALSE
108) FALSE
109) FALSE
110) FALSE
111) TRUE
112) TRUE
113) TRUE
114) TRUE
115) FALSE
116) FALSE
117) TRUE
118) TRUE
119) Motivation is a defined set of energetic forces that originates both within and outside an employee,
initiates work-related effort, and determines its direction, intensity, and persistence. Motivation is a critical
consideration because job performance is largely a function of two factors: motivation and ability.
Motivation is not one thing, but rather a set of distinct forces. Some of those forces are internal to the
employee, such as a sense of self-confidence, whereas others are external to the employee, such as the
goals an employee is given. Motivation also determines a number of facets of an employee's work effort.
Motivation determines what employees do at a given moment. Once the direction of effort has been
decided, motivation goes on to determine how hard an employee works and for how long.
120) The expectancy theory describes the cognitive process that employees go through to make choices among
different voluntary responses. The theory suggests that our choices depend on three specific beliefs that are
based in our past learning and experience: expectancy, instrumentality, and valence. Expectancy represents
the belief that exerting a high level of effort will result in the successful performance of some task.
Instrumentality represents the belief that successful performance will result in some outcomes. It is a set of
subjective probabilities, each ranging from 0 (no chance!) to 1 (a mortal lock!) that successful
performance will bring a set of outcomes. Valence reflects the anticipated value of the outcomes
associated with performance. Salary increases bonuses, and more informal rewards are typical examples of
"positively valenced" outcomes, whereas disciplinary actions, demotions, and terminations are typical
examples of "negatively valenced" outcomes.
121) • Self-efficacy: the belief that a person has the capabilities needed to execute the behaviours required for ta
success.
• Self-efficacy determinants are
◦ Past accomplishments: degree to which they have succeeded or failed in similar sorts of tasks in the past.
◦ Vicarious experiences: observations and discussions with others who have performed such tasks.
◦ Verbal persuasion: friends, coworkers, and leaders persuasion that someone can "get the job done".
◦ Emotional cues: feelings or pride or fear that can create doubt about task accomplishment, whereas pride
enthusiasm can bolster confidence levels.
30
Answer Key
122) Extrinsic motivation is motivation that is controlled be some contingency that depends on task
performance. Intrinsic motivation is felt when task performance serves as its own reward. Extrinsic and
intrinsic motivation together represents an employee's "total motivation" level. Some examples of
extrinsic outcomes include pay, bonuses, promotions, benefits and perks, spot awards, praise, job security,
etc. Intrinsic outcomes include enjoyment, interestingness, accomplishment, knowledge gain, skill
development, and personal expression. Student responses will vary to last portion.
123) • Motivational force = E → P* Σ [(P→ O) * V]
◦ E → Pis expectancy; P → O is instrumentality; Vis valence.
◦ Σ signifies that instrumentalities and valences are judged with various outcomes in mind.
◦ Motivation increases as successful performance is linked to more and more attractive outcomes.
◦ Motivational forces equals zero if performance doesn't result in any outcomes.
124) • updates on employee progress toward goal attainment
• Task complexity: reflects how complicated the information and actions involved in a task are, as well as h
the task changes.
• Goal commitment: the degree to which a person accepts a goal and is determined to try to reach it.
125) • S.M.A.R.T. goals
◦ S = Specific
◦ M = Measurable
◦ A = Achievable
◦ R = Results-based
◦ T = Time-sensitive
126) Refer to Table 7-4. There are five strategies for fostering goal commitment. The first strategy is rewards
which ties goal achievement to the receipt of monetary or nonmonetary rewards. Publicity is another
strategy and it publicizes the goal to significant others and coworkers to create some social pressure to
attain it. Support provides supportive supervision to aid employees if they struggle to attain the goal.
Participation is a strategy that collaborates on setting the specific proficiency level and due date for a goal,
so that the employee feels a sense of ownership over the goal. A resource strategy is one that provides the
resources needed to attain the goal and remove any constraints that could hold back task efforts.
127) Equity theory acknowledges that motivation doesn't just depend on your own beliefs and circumstances but
also on what happens to other people. It suggests that employees create a "mental ledger" of the outcomes
(or rewards) they get from their job duties and further suggests that employees create a mental ledger of the
inputs (or contributions and investments) they put into their job duties. The first possibility is that the ratio
of outcomes to inputs is balanced between you and your comparison other. The second possibility is that
your ratio of outcomes to inputs is less than your comparison other's ratio. According to the equity theory,
any imbalance in ratios triggers equity distress. The third possibility is that your ratio of outcomes to inputs
is greater than your comparison other's ratio. Equity distress is experienced again, and the tension likely
creates negative emotions such as guilt or anxiety. Student answers will vary in response to the last portion
of the question.
31
Answer Key
128) • Equity: when the comparison of a person's "mental ledger" of the inputs (contributions and investments) t
outcomes (rewards) they get from their job duties to another person is in balance.
◦ Ways to restore balance: No actions are needed to restore balance.
Underreward Inequity: when the comparison of a person's "mental ledger" of the inputs (contributions and
investments) to the outcomes (rewards) they get from their job duties to another person is out of balance in
the other person.
◦ Ways to restore balance include: Grow your outcomes by talking to your boss or by stealing from the com
Shrink your inputs by lowering the intensity or persistence of effort.
Overreward inequity: when the comparison of a person's "mental ledger" of the inputs (contributions and
investments) to the outcomes (rewards) they get from their job duties to another person is out of balance in
you.
◦ Ways to restore balance include: Shrink your outcomes; Grow your inputs through more high quality wor
through some cognitive distortion".
129) Psychological empowerment represents a form of intrinsic motivation, in that merely performing the work
tasks serves as its own reward and supplies many of the intrinsic outcomes. The four concepts that are
particularly important are meaningfulness, self-determination, competence, and impact. Meaningfulness
captures the value of a work goal or purpose, relative to a person's own ideals and passions.
Self-determination reflects a sense of choice in the initiation and continuation of work tasks. Competence
captures a person's belief in his or her capability to perform work tasks successfully. Impact reflects the
sense that a person's actions "make a difference"; that progress is being made toward fulfilling some
important purpose.
130) • Task performance
◦ Self-efficacy/competence: people who feel a sense of internal self-confidence tend to outperform those w
their capabilities.
◦ Difficult goals: people who receive difficult goals outperform the recipients of easy goals.
◦ Expectancy theory: the motivational force crated by high levels of valence, instrumentality and, expectanc
powerful motivational variable on task performance.
Organizational commitment
◦ Equity: employees who feel a sense of equity are more emotionally attached to their firms and feel a stron
of obligation to remain.
32
Answer Key
131) • Individual-focused elements

◦ Piece-rate: a specified rate is paid for each unit produced, each unit sold, or each service provided.
◦ Merit pay: an increase to base salary is made in accordance with performance evaluation ratings.
◦ Lump-sum bonuses: a bonus is received for meeting individual goals but no change is made to base salary
potential bonus represents "at risk" pay that must be re-earned each year. Base salary may be lower in cases
potential bonuses may be large.
◦ Recognition awards: tangible awards (gift cards, merchandise, trips, special events, time off, plaques) or i
awards (praise) are given on an impromptu basis to recognize achievement.
Unit-focused elements
◦ Gainsharing: a bonus received for meeting unit goals (department goals, plant goals, business unit goals) f
controllable by employees (labour costs use of materials, quality). No change is made to base salary. The p
bonus represents "at risk" pay that must be re-earned each year. Base salary may be lower in cases in which
bonuses may be large.
Organization-focused elements
◦ Profit Sharing: A bonus received when the publicly reported earnings of a company exceed some minimu
with the magnitude of the bonus contingent on the magnitude of the profits. No change is made to base sala
potential bonus represents "at risk" pay that must be re-earned each year. Base salary may be lower in cases
which potential bonuses may be large.
33

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2) Motivation determines which of the following about effort?

3) Job performance is largely a function of:

7) Expectancy is represented by which of these linkages?

12) The efficacy of an individual can be dictated by all of these except:

Wendy's self efficacy source appears to be

Mindy's self efficacy source appears to be

Cindy's self efficacy source appears to be

Cindy's belief about successful online teaching describes which of these?

Aaron's belief about effort and performance describes which of these?

40) Concepts like difficulty and

46) S in the S.M.A.R.T. goals stands for

47) M in the S.M.A.R.T. goals stands for

49) R in the S.M.A.R.T. goals stands for

50) T in the S.M.A.R.T. goals stands for

54) consists of updates on employee progress toward goal attainment.

Aaron for Tom in the above situation is a(n)

Jim for Tom in the above situation is a(n)

73) The dimensions of psychological empowerment include all of these except

81) Motivation has a effect on job performance.

83) Equity has a effect on organizational commitment.

85) Which of the following is not considered to be an individual-focused compensation plan?

88) Which of the following is a unit-focused compensation plan element?

92) Valences can be positive, negative, or zero.

121) Define self-efficacy and identify and explain its determinants.

126) Describe the strategies for fostering goal commitment.

131) • Individual-focused elements

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