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Organizational Behaviour: An Introduction to Your Life in Organizations
Chapter 06: Motivating Yourself and Others
1. Brandon is in sales for a major dry goods company. He is paid a salary and also receives bonuses
depending on how much product he sells each quarter. If discipline is necessary, Brandon's
supervisor calls him in for a chat. Brandon's motivation comes from ______.
emotional goals
performance expectations
intrinsic motivators
extrinsic motivators
Difficulty: 2
QuestionID: 06-01
Page-Reference: 151
Topic: What makes people work harder, smarter, and more positively?
Skill: comprehension
Answer: extrinsic motivators
2. Research determined that what people actually do is ________.
fulfill both physiological and safety needs first and simultaneously

make themselves safe from physical and mental harm first
take care of their hunger and shelter and sexual needs before worrying about any other needs
worry about feeling loved and accepted first
Difficulty: 2
QuestionID: 06-02
Page-Reference: 153
Skill: knowledge
Answer: fulfill both physiological and safety needs first and simultaneously
3. Research shows that Maslow's "higher order needs" ________.
are fulfilled before the "lower order needs"

are physiological needs and safety needs
are satisfied one at a time
have no particular priority
Difficulty: 2
QuestionID: 06-03
Page-Reference: 153
Skill: knowledge
Answer: have no particular priority
Copyright © 2014 Pearson Canada Inc. 1

4. Money, because it can be exchanged for so many things, is called ______.
an environmental motivator
an instinctual motivator
a universal motivator
a predominant motivator
Difficulty: 1
QuestionID: 06-04
Page-Reference: 153
Skill: knowledge
Answer: a universal motivator
5. Personality emotions, needs, and expectations are all examples of intrinsic motivators.
a True
b False
Difficulty: 2
QuestionID: 06-05
Page-Reference: 151
Skill: knowledge
Answer: a. True
6. Briefly explain Abraham Maslow's classic theory of motivation. What has subsequent research shown
with respect to people fulfilling needs?
Difficulty: 2
QuestionID: 06-06
Page-Reference: 153
Skill: knowledge
Answer: Maslow proposed (too simplistically, as it turned out) that people prioritize their needs in this order: (1)
physiological needs, (2) safety needs, (3) social needs, (4) esteem needs, and (5) self-actualization needs. In
other words, people take care of (1) their thirst, hunger, and other physiological needs before they worry about
(2) making themselves safe from physical, emotional, and mental harm; and after these two needs are fulfilled
they go on to worry about what are known as "higher order needs," which are (3) feeling loved and accepted,
(4) achieving self-respect, achievement, and autonomy, and (5) achieving their full potential (called self-
actualization).
Subsequent research determined that what people actually do is fulfill both physiological and safety needs first
and simultaneously, and that, among the remaining needs, none has a particular priority. Also, people often
attempt to satisfy more than one need at once, and, when their attempts to satisfy the higher order needs, such
as autonomy and self-actualization, are frustrated, they then put more emphasis on lower order needs.

7. _____ are grounded in our physiology.
Goals
Beliefs
Expectations
Personality and emotions
Difficulty: 1
QuestionID: 06-07
Page-Reference: 154
Topic: How can you tap an employee's intrinsic motivation?
Skill: knowledge
Answer: Personality and emotions
8. Brenda is not involved in her job, or particularly satisfied with it. She is neither reinforced by success
nor punished by failure because she believes these things are a product of chance or fate. Brenda has
_______.
an internal locus of control
an external locus of control
a collectivistic outlook
an individualistic outlook
Difficulty: 3
QuestionID: 06-08
Page-Reference: 154-155
Answer: an external locus of control
9. Individuals who have a tendency to attribute outcomes to their own actions ________.
are more satisfied with their jobs

do not change their expectations for future performance
tend to be less involved with their jobs
tend to have more absenteeism
Difficulty: 2
QuestionID: 06-09
Skill: knowledge
Answer: are more satisfied with their jobs

10. What is a characteristic of independents?
They are likely to live in countries that value collectivism.

They are motivated to help their groups.
They focus on the stability and harmonious functioning of their group.
They have an image of themselves as autonomous individuals.
Difficulty: 1
QuestionID: 06-10
Page-Reference: 156
Skill: knowledge
Answer: They have an image of themselves as autonomous individuals.
11. Grant is the sort of individual who believes he is linked to others through status and social roles. In
a group situation, he is more likely to focus on the stability and harmony of the group. Grant is
______.
an internalizer
an externalizer
an independent
an interdependent
Difficulty: 2
QuestionID: 06-11
Page-Reference: 156
Answer: an interdependent
12. "Negative emotions" like anxiety and stress, when not extreme, actually motivate people to do
better in situations where ________ are important.
confidence and perseverance
creativity and flexibility
precision and thoroughness
productivity and innovativeness
Difficulty: 2
QuestionID: 06-12
Page-Reference: 157
Skill: knowledge
Answer: precision and thoroughness

13. _____ are unconscious patterns, some developed early in life and some perhaps instinctive, that lead
to emotional and behavioural preferences.
Emotions
Goals
Motives
Needs
Difficulty: 1
QuestionID: 06-13
Page-Reference: 157
Skill: knowledge
Answer: Needs
14. Individuals with a high need for achievement ________.
are motivated by merit-based pay systems

are motivated most strongly by tasks that are neither too easy nor too hard
can maintain a positive self-image if they succeed
prefer very easy or really hard tasks
Difficulty: 2
QuestionID: 06-14
Page-Reference: 157
Skill: knowledge
Answer: are motivated most strongly by tasks that are neither too easy nor too hard
15. Individuals with a high need for achievement ________.
are more likely to be motivated by merit-based reward systems

are likely to take more time to earn their business degrees
are more likely to turn to alcohol or drugs when faced with downsizing
are more likely to be motivated by seniority-based reward systems
Difficulty: 2
QuestionID: 06-15
Page-Reference: 157
Skill: knowledge
Answer: are more likely to be motivated by merit-based reward systems

16. When companies foster humane behaviour and the appreciation and preservation of human
achievements, they are displaying ________.
collectivism
humanistic capitalism
individualism
sociobiological needs
Difficulty: 1
QuestionID: 06-16
Page-Reference: 158
Skill: knowledge
Answer: humanistic capitalism
17. People with extrinsic aspirations have motives like enhancing their ________.
self-acceptance and community contribution

personal affiliations
wealth, image, and popularity
humanistic capitalism
Difficulty: 3
QuestionID: 06-17
Page-Reference: 158
Skill: knowledge
Answer: wealth, image, and popularity
18. Ling is a manager who believes his employees prefer to be directed and have little ambition. He
thinks their dislike of work is so strong that generally no reward is enough to overcome it. Ling is
classified as ______.
an optimistic manager
a Theory Y Manager
a pessimistic manager
a Theory X Manager
Difficulty: 3
QuestionID: 06-18
Page-Reference: 158
Answer: a Theory X Manager

19. People who set performance goals are likely to ________.
alter sales approaches depending on the situation

avoid a new challenge if they don't think they can succeed at it
develop the confidence to use a variety of sales approaches
create learning goals
Difficulty: 2
QuestionID: 06-19
Page-Reference: 159
Skill: knowledge
Answer: avoid a new challenge if they don't think they can succeed at it
20. In a laboratory setting that protected anonymity, people who had established specific goals, but had
not met them, were ________.
likely to lie about having achieved them only if the individuals did not expect to receive a reward for
achieving their goals
likely to lie about having achieved them only if the individuals expected to receive a monetary
reward for achieving their goals
less likely to lie about having achieved them if they fell just short of achieving their goals
more likely to lie about having achieved them than those who told themselves they were just "doing
their best"
Difficulty: 2
QuestionID: 06-20
Page-Reference: 160
Skill: knowledge
Answer: more likely to lie about having achieved them than those who told themselves they were just "doing
their best"
21. According to the expectancy theory, ________ is the belief that the performance level one achieves
will result in specific positive and/or negative outcomes.
equity
expectancy
instrumentality
valence
Difficulty: 1
QuestionID: 06-21
Page-Reference: 160
Skill: knowledge

Answer: instrumentality
22. People with internal locus of control are more likely to accept responsibility for their failures.
a True
b False
Difficulty: 2
QuestionID: 06-22
Page-Reference: 154
Skill: knowledge
Answer: b. False
23. Having a high sense of self-efficacy is highly motivating.
a True
b False
Difficulty: 1
QuestionID: 06-23
Page-Reference: 156
Skill: knowledge
Answer: a. True
24. Learning goals are concerned with developing competence in an activity.
a True
b False
Difficulty: 2
QuestionID: 06-24
Page-Reference: 159
Skill: knowledge
Answer: a. True
25. How do our core emotions influence motivation?
Difficulty: 3
QuestionID: 06-25
Page-Reference: 157
Skill: knowledge

Answer: For one thing, it seems that we humans automatically and continually evaluate our ongoing
experiences relative to our goals, and our emotions act as a barometer of how well we "feel" we are doing.
For example, our emotions suggest to us whether our current situation is safe or not. Emotions are also a
primary driver of where we focus our conscious attention, affecting how we set goals and make decisions.
They can even motivate in and of themselves because they may create a state of disequilibrium that we find
uncomfortable.
Whether you are experiencing positive or negative core emotions also affects how you make decisions.
People feeling positive emotions tend to have higher expectations that their chosen courses of action will lead
to successful outcomes, suggesting they are more likely than people in negative-feeling states to persevere in
their course of action.
Finally, emotions can be activated outside of our conscious awareness, leaving us vulnerable to a variety of
environmental influences. Even exposure to an emotion-evoking stimulus as short as 1/250 of a second, so
fast as to be outside of our awareness, can affect our attitudes and motivation.
26. Name and describe the three needs David McClelland identified in his theory and explain how they
are especially important in organizational life.
Difficulty: 3
QuestionID: 06-26
Page-Reference: 157
Answer: David McClelland identified three needs that are especially important in organizational life: the need
for achievement, the need for power, and the need for affiliation.
The need for achievement is the desire to succeed by setting and reaching goals. People who have a high
need for achievement focus on their accomplishments. The need for power is the desire for dominance and
social control. Individuals with a high need for power focus on building power through influencing others. The
need for affiliation is the desire to establish and deepen social relationships. People with a high need for
affiliation focus on improving their personal popularity.
The need for achievement has received much research attention. People with a high need for achievement
are motivated most strongly by tasks that are neither too easy nor too hard because, while they appreciate a
challenge, they also do not want to fail. In contrast, those with a low need for achievement prefer really easy
or really hard tasks. If they succeed, they maintain a positive self-image, and if they fail, they can rationalize
that the task was so difficult the failure did not reflect on them personally.
It follows that people with a high need for achievement are motivated by merit-based pay systems, where pay
is based on performance, rather than seniority-based pay systems, where pay is based on years of service
with the company. When faced with downsizing, they are more likely than those with low need for
achievement to choose positive, problem-focused coping strategies such as taking a lateral transfer or
working on a special project, and less likely to turn to alcohol or drugs.
27. Discuss the key components of expectancy theory and explain how each affects motivation.

Difficulty: 3
QuestionID: 06-27
Page-Reference: 160
Answer: The expectancy theory of motivation proposes that an individual's effort is determined primarily by
his/her beliefs in three key areas.
First is the belief, known as expectancy, that one's effort will lead to an acceptable level of performance.
Although in general effort does improve performance, you can likely imagine circumstances where it might
not. Hard workers might find their work sabotaged by jealous co-workers, for example. So individuals weigh
whether or not they expect their performance to pay off.
Second is instrumentality, the belief that the performance level one achieves will result in specific positive
and/or negative outcomes. This belief depends on one's previous experience with similar tasks.
Third is valence, the belief that the outcome attained will be personally valued. When individuals are uncertain
about what might happen after their performance improves, their motivation is reduced.
Expectancy theory asserts that a person's motivation can be measured by assigning weights to each of these
beliefs and then multiplying them together. The implication is that, if any one of the beliefs is very low, the
person's motivation will be very low.
28. In organizations, what is the goal of an OB mod program?
To change observable behaviours

To change social behaviours
To eliminate all negative behaviours
To solve tacit problems
Difficulty: 1
QuestionID: 06-28
Page-Reference: 161
Topic: How do you motivate using rewards and punishments?
Skill: knowledge
Answer: To change observable behaviours

29. Scenario: Application of the 5-Step OB Mod Approach
When Adam received his midterm grades, he realized that playing video games was interfering with
his schoolwork. He decided that he would try the 5-Step OB Mod approach that his professor had
discussed in class.
Adam must first ________.

analyze antecedents and consequences of playing video games
choose a reinforcement plan to discourage playing video games and encourage studying
identify the target behaviour as the number of minutes playing video games per week
keep a log of when and how much time he spends playing video games
Difficulty: 2
QuestionID: 06-29
Page-Reference: 161
Skill: application
Answer: identify the target behaviour as the number of minutes playing video games per week
discussed in class.
The second step of the approach says that Adam must ________.
choose a reinforcement plan to discourage playing video games and encourage studying
Difficulty: 2
QuestionID: 06-30
Page-Reference: 162
Skill: application
Answer: keep a log of when and how much time he spends playing video games

discussed in class.
Based on Adam's log, he realizes that he plays video games mostly when he returns home from
class. He discovers that he often forgets the details of the lectures. In the long term, Adam does
poorly on quizzes and tests. Adam is _______.
establishing a baseline for the target behaviour
analyzing the antecedents and consequences of his behaviour
constructing a program that emphasizes reinforcement
in the pre-development phase of implementing behavioural change
Difficulty: 3
QuestionID: 06-31
Page-Reference: 162
Skill: application
Answer: analyzing the antecedents and consequences of his behaviour
discussed in class.
Adam decides to buy himself a video game after a month of meeting his weekly goal of playing video
games for five hours or less a week. Adam is using ________.
positive reinforcement
negative reinforcement
punishment
reward
Difficulty: 3
QuestionID: 06-32
Page-Reference: 162
Skill: application
Answer: positive reinforcement

discussed in class.
Adam doesn't like to lift weights, but does it because he knows exercise is important. He decides to
skip a day of lifting weights for each week that he successfully meets his weekly goal of playing
video games for five hours or less. Adam is using ________.
extinction
negative reinforcement
punishment by application
punishment by removal
Difficulty: 3
QuestionID: 06-33
Page-Reference: 162
Skill: application
Answer: negative reinforcement
discussed in class.
In the final step of the 5-Step OB Mod approach, Adam will ________.
evaluate his progress using data he's collected in his log
Difficulty: 3
QuestionID: 06-34
Page-Reference: 164
Skill: application
Answer: evaluate his progress using data he's collected in his log

discussed in class.
Adam has to take summer classes, so he doesn't have much of a break following the spring
semester. He got As in all of his classes, and he decides that he can play video games a little more
often. He can't afford to continue to go out to eat every week or to buy new video games each
month. He decides he has made his new behaviour a habit and can afford to ________.
extinguish the reinforcers
fade out the reinforcers
practice shaping
use positive reinforcement instead if rewards
Difficulty: 3
QuestionID: 06-35
Page-Reference: 164
Skill: knowledge
Answer: fade out the reinforcers
36. Negative reinforcement is the same as punishment.
a True
b False
Difficulty: 2
QuestionID: 06-36
Page-Reference: 162
Skill: knowledge
Answer: b. False
37. Reinforcers must be given contingent on the performance of the target behaviour.
a True
b False
Difficulty: 2
QuestionID: 06-37
Page-Reference: 162
Skill: knowledge

Answer: a. True
38. Reinforcing small improvements made throughout a behaviour modification program is termed
shaping.
a True
b False
Difficulty: 2
QuestionID: 06-38
Page-Reference: 163
Skill: knowledge
Answer: a. True
39. How should managers motivate using rewards and punishment?
Difficulty: 2
QuestionID: 06-39
Page-Reference: 163
Skill: knowledge
Answer: The evidence is overwhelming that, whenever possible, we should emphasize reinforcement.
Emphasizing the positive helps a company create a positive work culture and avoids angry or aggressive
reactions to punishment. Use punishment only in extreme circumstances, such as unwanted behaviours that
create an unsafe situation. In some cases, extinction can be used to decrease an unwanted behaviour. If
punishment or extinction must be used, however, it should be accompanied by positive reinforcement of any
new behaviours that are in the desired direction.
Whatever consequence you choose, deliver it right after the target behaviour occurs. Also, reinforce small
improvements rather than waiting until the target behaviour is fully achieved. This practice is called shaping.
New behaviours are typically learned little by little, and reinforcing along the way enhances performance. For
example, homework and quizzes shape behaviour before a big exam. Without them, the exam could wind up
as a shock—and a punishing experience.
40. _____ rewards target behaviours and is generally perceived to be fair.
The behaviourally anchored rating scheme (BARS)

The halo effect
The judgment-based evaluation
The results-based evaluation
Difficulty: 2
QuestionID: 06-40
Page-Reference: 164
Topic: How is behaviour modification used to design performance appraisals and reward systems?
Skill: knowledge

Answer: The behaviourally anchored rating scheme (BARS)
41. A weekly paycheque is an example of a ________.
fixed interval
fixed ratio
variable interval
variable ratio
Difficulty: 2
QuestionID: 06-41
Page-Reference: 166
Skill: knowledge
Answer: fixed interval
42. _____ is a reinforcer that is given after a variable period, often determined randomly.
A fixed interval
A fixed ratio
A variable interval
A variable ratio
Difficulty: 2
QuestionID: 06-42
Page-Reference: 164
Skill: knowledge
Answer: A variable interval
43. Chuck sharpens skates at the local arena. For every 10 pairs of skates he sharpens, he receives
$20.00. Chuck is on a ________ schedule of reinforcement.
fixed interval
fixed ratio
variable interval
variable ratio
Difficulty: 3
QuestionID: 06-43
Page-Reference: 166
Answer: fixed ratio

44. Regan is an automotive sales person. She approaches every customer who comes on the lot
because she is never sure exactly who will purchase a vehicle. The number of customers she has to
approach to make a sale varies. Regan is on a ________ schedule of reinforcement.
fixed interval
fixed ratio
variable interval
variable ratio
Difficulty: 3
QuestionID: 06-44
Page-Reference: 166
Skill: application
Answer: variable ratio
45. If you want very much for your workers to improve the quality of the products they produce, which
schedule should you rule out?
Fixed interval
Fixed ratio
Variable interval
Variable ratio
Difficulty: 2
QuestionID: 06-45
Page-Reference: 166
Skill: knowledge
Answer: Fixed interval
46. A manger has learned that the best way to monitor employee performance is to randomly visit the
job site unannounced. The manager is using a ______ schedule of reinforcement.
fixed interval
fixed ratio
variable interval
variable ratio
Difficulty: 3
QuestionID: 06-46
Page-Reference: 166
Skill: application
Answer: variable interval

47. The basis of behaviour modification is classical conditioning.
a True
b False
Difficulty: 3
QuestionID: 06-47
Page-Reference: 165
Skill: knowledge
Answer: b. False
48. For the more complex tasks in professional and managerial work, money typically has the strongest
effect on work performance.
a True
b False
Difficulty: 2
QuestionID: 06-48
Page-Reference: 165
Skill: knowledge
Answer: b. False
49. Name and describe three ways to evaluate employee performance. Specify any weaknesses these
particular performance appraisal strategies might have.
Difficulty: 2
QuestionID: 06-49
Page-Reference: 164
Skill: knowledge

Answer: One way to evaluate a person is judgment-based evaluation, where a manager rates employees on
traits that are deemed important. For example, employees might be rated on a scale from low to high on
"willingness to take initiative." Unfortunately, such evaluations are highly subject to the halo effect, in which a
manager's overall impression of the employee, whether positive or negative, colours every item in the
evaluation.
Another way to evaluate employees is to use results-based evaluation, rating their performance over time. For
example, managers set goals with their employees at the start of the year, and measure their progress by how
well they have met these goals at year-end. This is a widely used approach that encourages setting specific
goals and includes employees in the goal-setting process. One weakness is that it may not account for factors
beyond the employee's control. For example, it might not adjust for the fact that a salesperson's results slump
when the economy slumps.
A third way to evaluate performance is the behaviourally based evaluation. In this approach, observable
behaviours are rated on a quantifiable measure, such as frequency, and the frequency of the behaviours is
summarized in a behaviourally anchored rating scheme (BARS). The BARS approach rewards target
behaviours and is generally perceived to be fair.
50. When productivity improves, pay increases. This type of pay for performance is called ________.
gain sharing
pay for skill
profit sharing
stock ownership
Difficulty: 2
QuestionID: 06-50
Page-Reference: 167
Topic: What organizational systems do companies use to motivate their employees?
Skill: knowledge
Answer: gain sharing
51. _____ blend a set salary with additional pay contingent on some output measure.
Management by Objectives (MBO) systems

Pay for skill programs
Traditional pay systems
Variable-pay programs
Difficulty: 1
QuestionID: 06-51
Page-Reference: 167
Skill: knowledge
Answer: Variable-pay programs

52. _____ emphasizes employee participation and goal setting along with accountability, and has the
potential to tap both intrinsic and extrinsic motivators.
An employee stock ownership plan
The Management by Objectives (MBO) system
The pay for performance system
The variable-pay program
Difficulty: 2
QuestionID: 06-52
Skill: knowledge
Answer: The Management by Objectives (MBO) system
53. To motivate its employees, Advanced Software Systems, Inc. uses an employee stock ownership
plan (ESOP), which ________.
allows employees to buy shares of their company's stock
involves supervisors and subordinates jointly deciding individual goals
involves teams of employees who discuss quality improvements
requires that autonomous groups take on management's tasks
Difficulty: 1
QuestionID: 06-53
Page-Reference: 168
Skill: knowledge
Answer: allows employees to buy shares of their company's stock
54. What is a problem with employee stock ownership plan (ESOP) incentive programs?
Employees are vulnerable if the value of company stock plunges.

They are associated with employment reductions.
They are not likely to change employees' behaviour.
They appear illogical to many employees.
Difficulty: 2
QuestionID: 06-54
Page-Reference: 168
Skill: knowledge
Answer: Employees are vulnerable if the value of company stock plunges.

55. Research on paying for performance clearly suggests that it is effective.
a True
b False
Difficulty: 2
QuestionID: 06-55
Page-Reference: 166
Skill: knowledge
Answer: b. False
56. Emphasizing feedback and recognition might change employees' behaviour if their pay satisfies
their basic needs.
a True
b False
Difficulty: 2
QuestionID: 06-56
Page-Reference: 167
Skill: knowledge
Answer: a. True
57. Describe two systems that emphasize employee participation.
Difficulty: 2
QuestionID: 06-57
Page-Reference: 168
Skill: knowledge
Answer: Quality circles are teams of employees who meet to discuss quality improvements. Adapted from
Japan as part of organization-wide programs for Total Quality Management, the Western version of quality
circles lacked the cultural reinforcers of the practice and its use here has declined. However, the quality circle
idea has increased management's use of autonomous work groups to make decisions.
Self-managing work teams (SMWTs) are autonomous groups that take on some of the tasks typically done by
supervisors. The theory is that empowering workers motivates them to work harder and be more committed to
their organization. Participation in self-managing teams is associated with higher levels of perceived
empowerment and employee satisfaction for workers, but the opposite for supervisors. Use of self-managed
teams is associated with job reductions, leading people to be skeptical about the practice.

58. Maria is dissatisfied with the way that her manager treats her. She has quit her job and found a new
position with another firm. She has expressed her dissatisfaction through ________.
exit
voice
loyalty
neglect
Difficulty: 1
QuestionID: 06-58
Page-Reference: 169
Topic: Why do managers work hard to motivate their employees?
Answer: exit
59. Henry is dissatisfied with his job but believes that his supervisor is a good man who will do the right
thing. Henry has decided that if he just waits, conditions will improve. Henry's approach to this
problem is termed _____.
exit
voice
loyalty
neglect
Difficulty: 2
QuestionID: 06-59
Page-Reference: 169
Answer: loyalty
60. Sandra is dissatisfied with her job, but quietly continues to do her work while displaying passive
withdrawal behaviours. Sandra's approach to this problem is termed _____.
exit
voice
loyalty
neglect
Difficulty: 2
QuestionID: 06-60
Page-Reference: 169
Answer: neglect

61. What is an obvious cost of employee turnover?
The lost productivity of a team that is minus a member

The premium salary that may be paid for the new hire
Time lost to management interviews
Time spent training and socializing the new employee
Difficulty: 1
QuestionID: 06-61
Page-Reference: 169
Skill: knowledge
Answer: The premium salary that may be paid for the new hire
62. _____ refers to a collection of attitudes about the various parts of the job.
Job satisfaction
Job involvement
Job stability
Organizational commitment
Difficulty: 1
QuestionID: 06-62
Page-Reference: 170
Skill: knowledge
Answer: Job satisfaction
63. Organizational commitment is defined as _____.
an employee's belief that the organization he or she works for will go to considerable lengths to
ensure that its employees are treated fairly
an employee's involvement with, identification with, and emotional attachment to his or her
organization
the degree to which an employee's sense of fulfillment and self worth is related to his or her job
the amount of effort employees will make in order to keep or advance their position in an
organization
Difficulty: 2
QuestionID: 06-63
Page-Reference: 170
Skill: knowledge
Answer: an employee's involvement with, identification with, and emotional attachment to his or her
organization

64. Conrad would like to leave his company, but he faces high unemployment in his job area. He
decides it's in his own best interest to remain in his present job. Conrad is exhibiting ________.
denial
organizational commitment
continuance commitment
normative commitment
Difficulty: 2
QuestionID: 06-64
Page-Reference: 170
Answer: continuance commitment
65. When employees feel obligated to remain with their company, they are exhibiting ________.
denial
organizational commitment
continuance commitment
normative commitment
Difficulty: 2
QuestionID: 06-65
Page-Reference: 170
Skill: knowledge
Answer: normative commitment
66. What term is used for the mutual expectations of what management expects from workers, and
what workers expect from management?
Group norm
Role expectation
Role identity
Psychological contract
Difficulty: 2
QuestionID: 06-66
Page-Reference: 170
Skill: knowledge
Answer: Psychological contract

67. Organizational commitment is a measure of the personal compatibility of a person and their
position.
a True
b False
Difficulty: 1
QuestionID: 06-67
Page-Reference: 170
Skill: knowledge
Answer: b. False
68. Job satisfaction predicts whether employees will be absent from work and whether they are likely to
quit their jobs.
a True
b False
Difficulty: 2
QuestionID: 06-68
Page-Reference: 171
Skill: knowledge
Answer: a. True
69. List three reasons why employers want their employees to be motivated.
Difficulty: 2
QuestionID: 06-69
Page-Reference: 168
Skill: knowledge
Answer: There are a number of reasons why employers want their people to be motivated.
(1) They want to avoid the consequences to the company of employees who are dissatisfied with their work,
including such counterproductive behaviours as tardiness, loafing, and theft.
(2) Companies want to attract and keep the best possible workers.
(3) They want to enhance their employees' task performance—the behaviours, both mental and physical, that
individuals exhibit in pursuit of organizational goals.
(4) They hope to inspire in employees organizational citizenship, behaviours on behalf of the organization that
go beyond normal job expectations and that may even serve a larger societal purpose. In short, good
managers motivate for a reason, and they have plenty of reasons to care about motivation.

70. Explain the employee customer profit chain model.
Difficulty: 1
QuestionID: 06-70
Page-Reference: 172
Skill: knowledge
Answer: The employee customer profit chain model suggests that employees' satisfaction with their jobs and
the company leads to less turnover, more motivated staff, and consistent service. These benefits in turn lead
to customer perceptions of value, customer satisfaction, and less customer turnover. All of these factors then
lead to higher revenue and profits.
71. Who introduced the world to the principles of scientific management early in the twentieth century?
Abraham Maslow
Frederick Winslow Taylor
J. L. Holland
G. R. Oldham
Difficulty: 1
QuestionID: 06-71
Page-Reference: 172
Topic: How do you design motivating jobs?
Skill: knowledge
Answer: Frederick Winslow Taylor
72. What core job characteristic is the extent to which a job involves the completion of a whole
identifiable piece of work?
Autonomy
Feedback
Skill variety
Task identity
Difficulty: 2
QuestionID: 06-72
Page-Reference: 173
Skill: knowledge
Answer: Task identity

73. Task significance is ___________________.
the extent to which a person experiences responsibility for doing the job fully and well
the extent to which a job involves a variety of different activities that require different skills and
abilities
the degree to which the job is perceived by the worker as being important and having a significant
impact on others
the extent to which performing the job results in the worker receiving clear information about the
effectiveness of his or her performance
Difficulty: 2
QuestionID: 06-73
Page-Reference: 173
Skill: knowledge
Answer: the degree to which the job is perceived by the worker as being important and having a significant
impact on others
74. The degree to which the job provides freedom and discretion in scheduling the work and in
determining the procedures to be used describes what core job characteristic?
Autonomy
Feedback
Skill variety
Task identity
Difficulty: 2
QuestionID: 06-74
Page-Reference: 173
Skill: knowledge
Answer: Autonomy
75. In the job characteristics model, what three core job dimensions combine to create meaningful
work?
Autonomy, task identity, and feedback
Skill variety, autonomy, and feedback
Skill variety, task identity, and task significance
Feedback, task identity, and task significance
Difficulty: 2
QuestionID: 06-75
Page-Reference: 173
Skill: knowledge

Answer: Skill variety, task identity, and task significance
76. J. R. Hackman and G. R Oldman created a survey called ________.
the motivating potential score

the job diagnostic survey
the job characteristics model
the job satisfaction survey
Difficulty: 1
QuestionID: 06-76
Page-Reference: 174
Skill: knowledge
Answer: the job diagnostic survey
77. What question might be asked to determine whether skill variety is motivating employees?
In general, how important is your job?

To what extent does your job permit you to decide on your own how to go about doing your work?
To what extent does your job involve doing a whole and identifiable piece of work?
To what extent does the job require you to do many different things at work, using a variety of skills
and talents?
Difficulty: 2
QuestionID: 06-77
Page-Reference: 174
Skill: knowledge
Answer: To what extent does the job require you to do many different things at work, using a variety of skills
and talents?
78. What is the degree to which an individual values complex, challenging work?
Growth need strength

Feedback need
Skill strength
Autonomy
Difficulty: 2
QuestionID: 06-78
Skill: knowledge
Answer: Growth need strength

79. A company redesigns the jobs of the workers in accounts receivable. Instead of simply billing
customers, they will also be responsible for following up on non-payment, liaising between
customers and the departments billing them, and other related tasks. What term would best be used
to describe these changes?
Job rotation
Job enlargement
Job enrichment
Job-sharing
Difficulty: 2
QuestionID: 06-79
Page-Reference: 175
Answer: Job enlargement
80. What is another term for cross-training?
Job-sharing
Work enrichment
Job enhancement
Job rotation
Difficulty: 1
QuestionID: 06-80
Page-Reference: 175
Skill: knowledge
Answer: Job rotation
81. A trucking company routinely makes all of its office staff work for a week in the warehouse area,
loading trucks, cleaning trucks, and doing other such work. This program is an example of ________.
job rotation
job enlargement
job enrichment
job-sharing
Difficulty: 2
QuestionID: 06-81
Page-Reference: 174
Answer: job rotation

82. To create natural work units, a manager would ________.
establish a direct relationship between workers and customers

establish work based on meaningful tasks
put two or more tasks together for the employee
allow employees to take over a job that was previously assigned to management
Difficulty: 2
QuestionID: 06-82
Page-Reference: 175
Skill: knowledge
Answer: establish work based on meaningful tasks
83. Jobs that have the intrinsic elements of variety, identity, significance, autonomy, and feedback are
more satisfying and generate higher performance from people than jobs that lack these
characteristics.
a True
b False
Difficulty: 3
QuestionID: 06-83
Page-Reference: 172
Skill: knowledge
Answer: a. True
84. Most employees do not view efforts at job enlargement enthusiastically.
a True
b False
Difficulty: 3
QuestionID: 06-84
Page-Reference: 175
Skill: knowledge
Answer: a. True
85. The local diner tried to motivate its dishwashing staff by adding cups and saucers to the list of
things they washed. This is called vertical loading.
a True
b False

Difficulty: 3
QuestionID: 06-85
Page-Reference: 175
Skill: knowledge
Answer: b. False
86. At the electronics factory, workers are moved from job to job. One day they could be assembling
digital cameras and the next computers. This is called job rotation.
a True
b False
Difficulty: 1
QuestionID: 06-86
Page-Reference: 175
Skill: knowledge
Answer: a. True
87. Job enrichment involves redesigning jobs so that workers have more autonomy, responsibility, and
feedback.
a True
b False
Difficulty: 2
QuestionID: 06-87
Page-Reference: 175
Skill: knowledge
Answer: a. True
88. When jobs are expanded vertically, employees take on some of the tasks previously performed by
managers.
a True
b False
Difficulty: 3
QuestionID: 06-88
Page-Reference: 175
Skill: knowledge
Answer: a. True

89. Explain the job characteristics model. Include a description of three psychological states critical to
the model. Name and describe the five core job characteristics that foster the development of these
psychological states.
Difficulty: 2
QuestionID: 06-89
Page-Reference: 173
Skill: knowledge
Answer: The model suggests that a person's intrinsic motivation in a particular job depends on three critical
psychological states. These states are the extent to which a person (1) experiences the job as meaningful, (2)
experiences responsibility for doing the job fully and well, and (3) sees the results of her or his labour.
The model suggests that five core job characteristics foster the development of these psychological states.
These characteristics are:
(1) skill variety—the extent to which a job involves a variety of different activities that require different skills
and abilities;
(2) task identity—the extent to which a job involves completing a whole identifiable piece of work;
(3) task significance—the degree to which a job is perceived by the worker as being important and having a
significant impact on others;
(4) autonomy—the degree to which a job provides freedom and discretion in scheduling the work and in
determining the procedures to be used; and
(5) feedback—the extent to which performing a job results in the worker receiving clear information about the
effectiveness of his or her performance.
90. Describe three strategies that can be used to enrich an employee's job and provide an example of
each strategy using Coffee Emporium.
Difficulty: 3
QuestionID: 06-90
Skill: knowledge

Answer: There are five ways a manager might enrich an employee's job.
(1) Put two or more tasks together.
This creates a larger, more meaningful, and more challenging piece of work. For example, at the Coffee
Emporium, one person might be in charge of taking orders, making coffee, and serving it.
(2) Create natural work units.
Do this by establishing work based on meaningful tasks. For example, making excellent coffee could be seen
as a meaningful task, or interfacing with customers from the time the coffee is poured to the time that it is rung
up at the cash register might be seen as a meaningful task.
(3) Establish client relationships.
Establishing a direct relationship between workers and customers increases feedback as well as autonomy
and skill variety for the employee. You bought the Emporium because you saw the employees interacting with
the customers. Even though their job was "just" making coffee, they enjoyed and learned from this interaction,
and customers enjoyed it as well.
(4) Expand jobs vertically.
Allowing employees to take on some of the tasks that were previously assigned to the manager gives them
increased autonomy. You might have employees work out their schedules together, or figure out better ways
to interact with customers.
(5) Open feedback channels.
Feedback can come from the job itself, from customers, or from managers. It should come routinely, not just
occasionally. For example, have employees ask customers how they liked their coffee and their experience at
the Emporium.
91. A popular, widely researched theory of person-job fit is J. L. Holland's _____.
hierarchy of needs
achievement-work motivation
model of vocational choice
two-factor theory
Difficulty: 1
QuestionID: 06-91
Page-Reference: 176
Topic: How does an employer fit a person to a job?
Skill: knowledge
Answer: model of vocational choice

92. Each of the six personality types developed in the personality-job fit theory has ________.
supplemental personality styles

supplemental skill set alignment
occupations that are congruent or a good fit
congruent personality styles
Difficulty: 3
QuestionID: 06-92
Page-Reference: 176
Skill: knowledge
Answer: occupations that are congruent or a good fit
93. The "realistic" personality from Holland's typology of personality and congruent occupations would
be well suited for which of the following jobs?
Painter
Accountant
Lawyer
Mechanic
Difficulty: 2
QuestionID: 06-93
Page-Reference: 177
Skill: knowledge
Answer: Mechanic
94. You are seeking to fill the position of corporate accountant and have administered Holland's
Vocational Preference Inventory questionnaire to all candidates. You suspect that the questionnaire
would indicate that the best candidates for the position have which of the following personality
types?
Conventional
Realistic
Enterprising
Investigative
Difficulty: 3
QuestionID: 06-94
Page-Reference: 177
Skill: analysis
Answer: Conventional

95. What Big Five factor, which is not included in the model of vocational choice, has been shown to be
a powerful predictor of vocational career success?
Low extraversion
Low agreeableness
Low conscientiousness
Low neuroticism
Difficulty: 3
QuestionID: 06-95
Page-Reference: 177
Skill: knowledge
Answer: Low neuroticism
96. Individuals with Holland's "investigative" personality are well suited for careers that involve
repetitive activity and social interaction.
a True
b False
Difficulty: 2
QuestionID: 06-96
Page-Reference: 177
Skill: knowledge
Answer: b. False
97. Define a person-job fit. What are the two fundamental types of person-job fit?
Difficulty: 1
QuestionID: 06-97
Page-Reference: 176
Skill: knowledge
Answer: Person–job fit is the extent to which an individual's abilities and traits match the requirements of a
particular job. There are fundamentally two types of person–job fit. The first is the fit between the individual's
needs and preferences and the rewards and characteristics of the job, including the fit between the
individual's personality and particular work environments and occupations. For example, people with different
personalities would have different attitudes toward particular pay schemes and toward employee participation
in decision making. The second type is the fit between individual knowledge, skills, and abilities, and the
ability requirements of the job.

98. _______ is designed to give an employee greater control of their schedule.
Flextime
Job-sharing
Job rotation
Telecommuting
Difficulty: 1
QuestionID: 06-98
Page-Reference: 178
Topic: How do companies use scheduling to motivate?
Skill: knowledge
Answer: Flextime
99. What type of flextime arrangement requires that the employee be in the office during common core
hours?
Fixed schedule
Gliding schedule
Variable-week schedule
Compressed work week
Difficulty: 2
QuestionID: 06-99
Page-Reference: 178
Skill: knowledge
Answer: Gliding schedule
100. Helen works as the company receptionist Mondays, Wednesdays, and Fridays while Sandra
handles receptionist duties Tuesdays and Thursdays. This is an example of ________.
a gliding schedule
job-sharing
variable-week schedule
a floating schedule
Difficulty: 2
QuestionID: 06-100
Page-Reference: 177
Answer: job-sharing

101. The scheduling options of flextime, job-sharing, and telecommuting are all approaches to make
the workplace environment more motivating.
a True
b False
Difficulty: 1
QuestionID: 06-101
Page-Reference: 178
Skill: knowledge
Answer: a. True
102. Today's popular office design is ________.
similar to outdoors, with live trees and ponds

the open plan office
the use of cellular spaces
simple, but cluttered
Difficulty: 2
QuestionID: 06-102
Page-Reference: 179
Topic: How do companies use the physical environment as a motivator?
Skill: knowledge
Answer: the open plan office
103. When might a company prefer to use cellular spaces?
The company wants high interpersonal interaction among employees.

The company wants to save money.
The company wants to express their open values.
The employees need uninterrupted thinking.
Difficulty: 1
QuestionID: 06-103
Page-Reference: 179
Skill: knowledge
Answer: The employees need uninterrupted thinking.
104. Next to salaries, offices are a company's largest expense.
a True
b False

Difficulty: 1
QuestionID: 06-104
Page-Reference: 179
Skill: knowledge
Answer: a. True
105. Since long-term relationships between employees and their companies are declining, the
motivating value of such relationships is being lost.
a True
b False
Difficulty: 1
QuestionID: 06-105
Page-Reference: 180
Topic: What else should you consider when motivating yourself and others?
Skill: knowledge
Answer: a. True
106. Monetary reward reduces conflicts of interest and makes people pursue common goals.
a True
b False
Difficulty: 2
QuestionID: 06-106
Page-Reference: 180
Skill: knowledge
Answer: b. False
107. Explain the recent trends that you should consider when motivating yourself and others.
Difficulty: 2
QuestionID: 06-107
Skill: knowledge

Answer: As jobs become more information-based and complex, it is increasingly difficult to fit workers into
common moulds that specify standards for individual productivity, and to motivate people based on such
standards. Workplaces have also become more team-oriented, reducing opportunities for rewarding
individuals. These trends suggest that companies are wise to emphasize intrinsic motivators, like becoming
the kind of company employees are proud to work for.
Second, as long-term employment relationships decline, the motivating value of such relationships is lost.
This raises questions about how people can be energized to engage in behaviours that primarily benefit the
company when they are not particularly committed to it, and how people can sustain effort for the company
in the face of organizational changes and insecure job prospects.
Finally, some theorists believe that monetary reward alone will never be a sufficient motivator because it
does not reduce conflicts of interest and make people pursue common goals. Perhaps the only way to build
common goals is for a company to emphasize non-material human goals, such as making jobs interesting
and meaningful.

Another random document with
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The Project Gutenberg eBook of Expedition to
discover the sources of the White Nile, in the
years 1840, 1841, Vol. 2 (of 2)
This ebook is for the use of anyone anywhere in the United
States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it away
or re-use it under the terms of the Project Gutenberg License
included with this ebook or online at www.gutenberg.org. If you
are not located in the United States, you will have to check the
laws of the country where you are located before using this
eBook.
Title: Expedition to discover the sources of the White Nile, in the

years 1840, 1841, Vol. 2 (of 2)
Author: Ferdinand Werne
Translator: Charles William O'Reilly
Release date: April 25, 2024 [eBook #73466]
Language: English
Original publication: London: Richard Bentley, 1849
Credits: Galo Flordelis (This file was produced from images

generously made available by The Internet
Archive/University of Pretoria)
*** START OF THE PROJECT GUTENBERG EBOOK EXPEDITION

TO DISCOVER THE SOURCES OF THE WHITE NILE, IN THE
YEARS 1840, 1841, VOL. 2 (OF 2) ***
For Werne’s Expedition to the Source of the White Nile.
Hillmandel & Walton Lithographers.

Richard Bentley New Burlington Street, 1849.
(Large-size)
EXPEDITION
TO DISCOVER THE SOURCES OF
T H E W H I T E N I L E,
IN THE YEARS
1840, 1841.
BY F E RDINAND WE RN E.
From the German,

BY CHARLES WILLIAM O’REILLY.
IN TWO VOLUMES.
VO L . II.
L O ND O N:
RICHARD BENTLEY, NEW BURLINGTON STREET,
Publisher in Ordinary to Her Majesty.
1849.
CONTENTS
OF
T HE SECO ND VO L UME.
CHAPTER I.
PAGE
SLEEPING TOKULS OR BARNS. — CRUELTY AND
LICENTIOUSNESS OF THE TURKS. — ARNAUD AND SELIM
CAPITAN’S FEAR OF THE NATIVES. — NEGROES SHOT BY THE
TURKS. — CONDUCT OF THE NATIVES. — RED MEN. — ARNAUD’S
MADNESS. — FEAR OF THE NEGROES AT FIRE-ARMS. — VISIT OF
A CHIEF AND HIS SON. — TOBACCO AND SHEEP. — MOUNT
KORÈK. — NATION OF BARI. — VISIT OF THE BROTHER AND SON-
IN-LAW OF THE KING. — CHAIN OF MOUNTAINS. 1
CHAPTER II.
RECEPTION OF ENVOYS FROM KING LÀKONO. — DESCRIPTION
OF THEM. — RELIGION OF THE BARIS: THEIR ARMS AND
ORNAMENTS. — PANIC CREATED AMONG THE NATIVES AT THE
EXPLOSION OF CANNON. — LIVELY SCENE ON SHORE. —
COLOURED WOMEN. — ARRIVAL OF KING LÀKONO AND SUITE. —
HIS INTERVIEW WITH THE COMMANDERS: HIS DRESS. — THE
NATIONAL MUSICAL INSTRUMENTS OF BARI. — PRESENTS TO
KING LÀKONO, AND HIS DEPARTURE. 26
CHAPTER III.
MIMOSAS AND TAMARIND-TREES. — DIFFERENT SPECIES. — 50
DURRA AND CREEPING BEANS. — RELIGION OF THE ETHIOPIANS.
— SECOND VISIT OF LÀKONO. — THE CROWN-PRINCE TSHOBÈ. —
PARTICULARS OF THE COUNTRIES OF BARI AND BERRI. —
DESCRIPTION OF LÀKONO’S FAVOURITE SULTANA. — MOUNTAINS
IN THE VICINITY OF BARI: THEIR FORM AND DISTANCE. — ISLAND
OF TSHÀNKER. — REMARKS ON LÀKONO’S LEGISLATION AND
CONDUCT. — THE NJAM-NJAM, OR CANNIBALS. — CUSTOMS AND
ARMS OF THE NATIVES. — THE TROPICAL RAINS.
CHAPTER IV.
KING LÀKONO’S PRIDE. — BEER KNOWN TO THE ANCIENT
EGYPTIANS. — BAR OF ROCKS. — WAR-DANCE OF THE NATIVES.
— DETERMINATION OF THE TURKS TO RETURN, AND
DISAPPOINTMENT OF THE AUTHOR. — COMMENCEMENT OF THE
RETURN VOYAGE. — REPUBLICANS IN THE KINGDOM OF BARI. —
VISIT OF THE FRENCHMEN TO MOUNT KORÈK. — REASON OF THE
AUTHOR’S AVERSION TO ARNAUD. — CONDUCT OF VAISSIÈRE,
AND SCENE IN HIS DIVAN. — CULTIVATION OF COTTON AT BARI. —
APATHY OF FEÏZULLA-CAPITAN AND THE CREW. — SUPERIORITY
OF MAN TO WOMAN IN A NATIVE STATE. — WATCH-HOUSES. 76
CHAPTER V.
RIVER BUFFALOES. — COMICAL APPEARANCE OF THE NATIVES.
— WILLOWS. — SPECIES OF STRAND-SNIPES. — MODESTY OF
THE WOMEN, AND THEIR APRONS. — THE LIÈNNS. — ORNAMENTS
OF THIS TRIBE: THEIR TOKULS. — THE SERIBA OR ENCLOSURE
TO THE HUTS. — ENORMOUS ELEPHANT’S TOOTH. — LUXURIANCE
OF THE SOIL. — THE COUNTRY OF BAMBER. — DESCRIPTION OF
THE NATIVES. — MANNER OF CATCHING ELEPHANTS. — ROYAL
CRANES. — SPLENDID BARTER. — TRIBE OF THE BUKOS. —
STOICISM OF AN OLD NATIVE. — SLAVES. — HIPPOPOTAMI AND
CROCODILES. — THE TSHIÈRRS. — THE ELLIÀBS AND BÒHRS. —
DESCRIPTION OF THE FORMER TRIBE: THEIR WAR-DANCE. 102
CHAPTER VI.
EXAMINATION OF AN ARM OF THE NILE. — FORESTS ON THE 133
BANKS. — PRICE OFFERED IN ENGLAND FOR A LIVE
HIPPOPOTAMUS. — THESE ANIMALS RARELY MET WITH IN EGYPT.
— THE LIÈNNS. — ROPES MADE FROM THE LEAVES OF THE
DOME-PALM. — UÈKA. — CHARACTER AND DESCRIPTION OF THE
LIÈNNS. — THE EMEDDI-TREE. — DÖBKER-TREE. — COTTON-
TREES. — THE TSHIÈRRS. — TRIBES OF THE BODSHOS AND
KARBORAHS. — LABYRINTHS OF THE WHITE STREAM. — BARTER
WITH THE KARBORÀHS: THEIR DRESS, ARMS, ORNAMENTS, ETC.
— MOUNT NERKANJIN. — ISLAND OF TUI. — THE KOKIS. —
CONTEST WITH HIPPOPOTAMI. — CROCODILES’ EGGS. —
HOSTILITY OF THE TSHIÈRRS TO THE ELLIÀBS. — EBONY CLUBS.
— THE BÒHRS: THEIR SONGS, ORNAMENTS, ETC. — ANT-HILLS. —
“IRG-EL-MOJE” OR WATER-ROOT, A SPECIES OF VEGETABLE. —
VETCHES. — THE ANDURÀB OR ENDERÀB-TREE. — THE DAKUIN-
TREE. — A SOLDIER STABBED BY A NATIVE. — ANTIQUITY OF
DUNG-FIRES.
CHAPTER VII.
THE BÒHR “JOI”: HIS TREATMENT ON BOARD THE VESSEL: HIS
ESCAPE. — WOMEN’S VILLAGE. — FELT CAPS. — SONGS OF THE
BÒHRS. — TUBERS SIMILAR TO POTATOES. — THE BUNDURIÀLS.
— THE TUTUIS AND KÈKS. — AN ELEPHANT ATTACKED AND
KILLED. — TASTE OF THE FLESH OF THIS ANIMAL. — CHEATING
OF THE NATIVES IN BARTER. — WINTER TOKULS OR WOMEN’S
HUTS. — MANNER OF MAKING A BURMA OR COOKING-VESSEL. —
“BAUDA” AGAIN. — FEÏZULLA-CAPITAN’S INDUSTRY IN SEWING. —
THE KÈKS LIVE BY FISHING. — DESCRIPTION OF THE WOMEN. —
SERIOUS ACCIDENT TO THE VESSEL. — OSTRICHES AND APES. —
FOGS ON THE WHITE STREAM. — WATCH-TOWERS. — SALE
SHOOTS A GIGANTIC CRANE: IS PUNISHED. — THE NUÈHRS. 169
CHAPTER VIII.
NUÈHRS. — ORNAMENTS. — MANNERS OF THE WOMEN. — THE 203
MEN. — CURIOUS CUSTOM OF DRESSING THE HAIR, AND
STAINING THEMSELVES. — VISIT OF A CHIEF. — SPEARS USED
INSTEAD OF KNIVES. — SINGULAR WAY OF MAKING ATONEMENT,
ETC. — WE HEAR ACCOUNTS OF OUR BLACK DESERTERS. —
BOWS AND QUIVERS SIMILAR TO THOSE REPRESENTED IN THE
HIEROGLYPHICS. — THE TURKS INDULGENT IN ONE RESPECT. —
MOUNT TICKEM OR MORRE. — TRACES OF ANIMAL-WORSHIP
AMONG THE NUÈHRS. — ARNAUD’S CIRCUMNAVIGATION OF A
LAKE (AND GASCONADES). — ADVICE TO FUTURE TRAVELLERS
ON THE WHITE NILE. — SWALLOWS. — MEANS OF DEFENCE
AGAINST GNATS DISCOVERED. — THE SHILLUKS AGAIN. —
QUESTION OF THE CONTINUAL ALTERATIONS IN THE APPEARANCE
OF THE NILE. — GUINEA-FOWLS. — GIRAFFES. — BLACK WASPS.
— TURTLE-DOVES. — OUR AUTHOR CAUGHT IN A THORN-BUSH. —
FABLED LUXURIANCE OF THE PLANTS IN THE TROPICAL REGIONS.
— VIEW FROM A HILL. — MANNER OF CATCHING FISH AMONG THE
NATIVES. — THE SOBÀT RIVER. — THE INUNDATIONS OF THE NILE
CONSIDERED.
CHAPTER IX.
ROYAL CRANES. — SCRUPLES OF FEÏZULLA-CAPITAN. —
COMPOSITION OF THE SHORES. — DESCRIPTION OF THE
DHELLÈB-PALM AND ITS FRUIT. — FORM OF EGYPTIAN PILLARS
DERIVED FROM THIS TREE. — DIFFERENCE BETWEEN EGYPTIAN
AND GREEK ARCHITECTURE. — DESCRIPTION OF THE SUNT-TREE.
— DEATH OF AN ARABIAN SOLDIER. — VISIT OF A MEK OR CHIEF.
— DANGEROUS RENCONTRE WITH A LION ON SHORE. — PURSUIT
OF THIS BEAST BY THE AUTHOR AND SULIMAN KASHEF WITH HIS
MEN. — FEAR OF THE NATIVES AT THE TURKS. — PLUNDER OF
THEIR TOKULS BY THE CREW. — BREAD-CORN OF THE DINKAS. —
ANTELOPE HUNT. — DIFFERENT SPECIES OF THESE ANIMALS. —
IMMENSE HERDS ON THE BANKS OF THE WHITE NILE. — LIONS
AGAIN. — BAD CONDITION OF THE VESSELS. 237
CHAPTER X.
VARIOUS SPECIES OF GRASSES. — FORMATION OF THE
SHORES. — WATER-FOWLS. — AN ANTELOPE OF THE TETE
SPECIES, NOW AT BERLIN. — STRATA OF THE SHORE. — THE
SOBÀT RIVER: THE MAIN ROAD FOR THE NATIVES FROM THE
HIGHLANDS TO THE PLAINS. — OBSERVATIONS ON THE COURSE
OF THE NILE AND SOBÀT. — A THOUSAND ANTELOPES SEEN
MOVING TOGETHER! — WILD BUFFALOES, LIONS, AND HYÆNAS.
— AFRICA, THE CRADLE OF THE NEGRO RACE. — THE SHUDDER-
EL-FAS: DESCRIPTION OF THIS SHRUB. — ARNAUD’S
CHARLATANRY. — OUR AUTHOR FEARED BY THE FRENCHMEN. —
ARNAUD AND SABATIER’S JOURNALS: THE MARVELLOUS STORIES
OF THE FORMER. — THIBAUT’S JEALOUSY. — VISIT OF A SHIEKH
OF THE SHILLUKS. — FEAR OF THE TURKS AT THESE PEOPLE. —
SULIMAN KASHEF PURSUED BY A LION. 257
CHAPTER XI.
THE SHILLUKS, A VITIATED PEOPLE. — CAUSE OF THE VIOLENT 280
RAINS IN INNER AFRICA. — REFUSAL OF THE SULTAN OF THE
SHILLUKS TO VISIT THE VESSELS. — DESCRIPTION OF A SPECIES
OF GRASS. — BARTER WITH THE SHILLUKS. — CONQUEST OF
THEIR COUNTRY NOT DIFFICULT. — FORM OF THEIR BOATS. —
AMBAK RAFTS. — IRON RARELY FOUND AMONG THE EGYPTIAN
ANTIQUITIES. — WORSHIP OF TREES BY THE SHILLUKS: THEIR
RELIGIOUS RITES. — STARS IN THE SOUTHERN REGIONS OF
AFRICA. — SHILLUK WOMEN: THEIR DRESS. — REFUSAL OF THE
MEN TO SELL THEIR ARMS. — THE BAGHÀRAS: THEIR DRESS,
ETC. — RE-APPEARANCE OF THE ISLAND PARKS, AND MOUNT
DEFAFAÙNGH. — ASCENT OF THIS MOUNTAIN, AND FULL
DESCRIPTION OF IT. — THE DINKAS: THEIR LOVE FOR OLD
CUSTOMS. — DESERTION OF TWO DINKA SOLDIERS, AND
REFUSAL OF THEIR COUNTRYMEN TO GIVE THEM UP. — SHEIKHS
SEIZED, AND DESERTERS RECOVERED.
CHAPTER XII.
LANDING IN THE TERRITORY OF THE BAGHÀRAS: DESCRIPTION
OF THEM: THEIR HOSTILITY TO THE DINKAS, AND MARAUDING
EXCURSIONS INTO THE COUNTRY OF THIS TRIBE. — CURIOUS
POSITION IN WHICH THE LATTER TRIBE STAND. — MOUNT
N’JEMATI: EXAMINATION OF IT. — A SHRUB-ACACIA. —
APPEARANCE OF ELEPHANTS AND LIONS. — GEOLOGICAL
DESCRIPTION OF THE MOUNTAINS. — MONKEYS APPEAR AGAIN.
— MOHAMMED ALI UNDER THE FORM OF AN HIPPOPOTAMUS. —
ISLAND OF ABU. — THE HASSARIES. — A HIPPOPOTAMUS KILLED
BY SULIMAN KASHEF. — SHORES OF THE NILE COMPARED TO
THOSE OF THE MISSISSIPPI. — EL AES. — THE KABBABISH
ARABS. — HEDJASI. — THE MOUNTAIN GROUP OF ARASKOLL. —
CONDUCT OF SULIMAN KASHEF TO A SHIEKH AND ARABS. —
BEST WAY TO TREAT THE TURKS. — THE DOWNS: THEIR NATURE.
— INTELLIGENCE OF THE DEATH OF SOLIMAN EFFENDI AND
VAISSIÈRE. — APPROACH TO KHARTÙM. — ARRIVAL, AND
MEETING OF OUR AUTHOR WITH HIS BROTHER. — CONCLUSION. 309
APPENDIX
EXPEDITION
TO DISCOVER THE SOURCES

OF THE
W H I T E N I L E.
CHAPTER I.
SLEEPING TOKULS OR BARNS. — CRUELTY AND LICENTIOUSNESS OF THE
TURKS. — ARNAUD AND SELIM CAPITAN’S FEAR OF THE NATIVES. —
NEGROES SHOT BY THE TURKS. — CONDUCT OF THE NATIVES. — RED
MEN. — ARNAUD’S MADNESS. — FEAR OF THE NEGROES AT FIRE-ARMS.
— VISIT OF A CHIEF AND HIS SON. — TOBACCO AND SHEEP. — MOUNT
KOREK. — NATION OF BARI. — VISIT OF THE BROTHER AND SON-IN-LAW
OF THE KING. — CHAIN OF MOUNTAINS.
20th January.—The vessels were towed further to the

southward by the Libàhn, whilst the commanders, and we Franks
with them, walked on the magnificent shore. The wind, with which,
however, we had previously sailed, although not quicker than the
pace we walked at on shore, freshened at ten o’clock, and we
repaired again on board the vessels. I had made a real forced
march, and was at last compelled to be carried, owing to increasing
weakness. Little villages and isolated tokuls stood in the beautiful
woody country, which is interspersed with solitary light spaces or
corn-fields, where, however, the short fine grass was withered.
These tokuls are elevated above the ground on stakes, and serve to
protect the fruits, or as sleeping-places for security against noxious
animals or the temporary damp of the soil. The natives dance, sing,
and jump, slide on their knees, sell or exchange their god (glass
beads—Arabic, sug-sug), amongst one another, and squat, but not
by sitting upright in the Turkish manner, and smoke their pipes.
These pipes have prettily-worked black clay bowls, with a tube of
reeds, and a long iron mouthpiece: even the tongs, to apply the
charcoal to light them, are not wanting. They are cheated in the most
shameful manner by the Turco-Arabian people; robbed of their
weapons, and plundered right and left. What am I to do? I am ill, and
have lost my voice; yet I try to prevent these outrages as far as I am
able.
The so-called elephant-tree prevails here exclusively; and one of
the chief amusements this morning was to shoot down its fruit, in
which exploit Suliman Kashef distinguished himself as the best shot.
The shady trees, the prospect on the river, enlivened by the glittering
sails, the blue chain of mountains—it was a sight that did me good,
and refreshed my inmost soul. But all this was again clouded by
Turks. Is there another word for Turks? No: Turks,—basta! A negro,
who came from the other side to swim over to us, got into the track
of the sailing vessels, and was drowned, although he might have
been easily picked up by two ships following us. The commanders
had gone on a-head, and I was behind with the Frenchmen; I was
not able to call, and therefore fired off my gun, in order, by signs, to
induce them to save him. Arnaud also, whose vessel was just
bearing up, might have easily prevented the death of the unfortunate
creature if he had given a hail to his reïs. He even blamed my
impatience, saying I was ill; and added, with the contemptuous tone,
in which the Arab pronounces his “Abit,” and the Turk his “kiàfr,”
“Why do the fellows swim about in the water?” Upon this I could not
forbear using hard words.
An Egyptian soldier, who, like some others of the libàhn, had
remained behind on shore to ransack the deserted tokuls, ran behind
a young naked girl, when I fortunately noticed the circumstance in
our walk. I hastened to Suliman Kashef, who was gallant enough to
recall, with a voice of command, the libertine from this his wicked
purpose.
The Turkish character involuntarily shews itself on such
occasions as these; it goes against his grain to see an inferior
enjoying any pleasure. There was no merit, therefore, in Suliman’s
conduct, even had he warded off from us a Sicilian vespers. Thibaut
had had also a similar incident on board his vessel with the reïs, who
wanted to be too free with a young girl whom the former, during this
voyage, had purchased for a few glass beads,—I believe from the
Keks. This incident was also announced in due form by us; but they
laughed, and said, “Badèn” (afterwards), and Arnaud even joined in
this opinion.
At a quarter past ten o’clock, the north wind has completely died
away, and we tack about towards the west for a short tract, when it
becomes again so fresh, whilst the wind is S.W., that we are able to
sail slowly. To all appearance, unfortunately, our vaunted voyage of
discovery will soon have an end. Selim-Capitan is frightened to a
ludicrous degree; Arnaud cannot conceal his fear; and Suliman
Kashef, not being yet restored to health, is utterly indifferent. I cannot
refrain from considering an instant return as a disgrace and as
treachery both to the world and Mohammed Ali. On the right an
island, and the last of those two which we had on our left still
continues, and so we are somewhat free from the noise of the
people on the shore. Sale and Sate Mohammed are no longer seen
on land; they have perhaps become the victims of their passions,
although they were only to shoot for me a pair of turtle-doves.
We halt, for a time, on the left shore, where there is a large
village, partly scattered in the wood that skirts the river so beautifully.
At eleven o’clock we set out again, and our men drive back the cattle
from the island close to us, through the water to the right shore, for
their unfathomable throats appear at last to be satiated. The clapping
of hands, keeping time to the singing, above which the “kih, kih” of
the women is heard, accompanies us from both sides. We cannot
hear or see anything for the crowd and clatter, especially myself,
round whom all the beautiful world floats as in a mist, and a jarring
din sings in my ears, so that my writing, inexorably necessary as it is,
becomes exceedingly difficult. I dared not close my eyes for fear of
becoming completely confused. I wanted to go to Selim Capitan, or
rather to his interpreter, but was not able to put the requisite
questions and to note down the answers. I continue to write
mechanically, and cannot square my own journal, when I try to revise
the entries of the last few days; for everything flickers before my
eyes, and my memory is gone, so that it all appears to me like a
dream.
With a light north-east wind, which also assisted us yesterday, we
proceed S.S.W. It is noon, and we have two islands, lying close to
each other, on our left. A large island ends on our right, and another
one begins, by which the course in the middle of the river is, in some
degree, confined. Nevertheless, the river always retains a
considerable breadth, and a proper depth; and then,—will the
poltroons return? The mountain, already several times mentioned,
peeps into the window from the west; it shews itself as two
mountains lying one close to the other, the western of which rises
conically, and has an obtuse peak, and an undulating tail to the west.
The latter appears somewhat wooded, yet these masses giving light
and shade may be mostly blocks; the conically ascending mountain,
on the contrary, has a smooth surface, and may be an extinguished
volcano, although one would not expect to find such here. We now
find, for the first time, stones in the river, and they are granite and
gneiss. They are not yet rounded; the chain of mountains from
whence they come cannot, therefore, be very far distant. We
proceed S.S.W. An island terminates on the left, and another follows
at the distance of some hundred paces.
Four o’clock. S.W. An occurrence has just happened, which
might be the death of us all if anything were to be feared from the
revenge of these evidently good-natured people. We were on the
right side of the river, and went to the left, where the little sandal was
towed not far from us by the Libàhn. Natives had stationed
themselves here in large and small groups; they greeted us, held up
their hands, pointed to their necks for beads, and sang, danced, and
jumped. There was no end of laughing in our vessel; I was attentive
to what was going on, and saw that the natives had seized the rope
of the sandal, and would not let it be towed further, for they wanted
beads. Probably the crew of the sandal had taken weapons or
ornaments from them, without giving anything in return, as this
frequently happened. We steered close to the left shore to assist our
men, when eight bold armed figures advanced towards us, and gave
us to understand by pantomimic signs, that we had presented beads
to their neighbours below, but would not give them anything. They
offered the rings on their arms, and their weapons, and signified to
us, as we were advancing libàhn, on account of the faintness of the
wind, that they would not allow us to tow any further unless we gave
them something. They said all this, however, with a laughing
countenance, jumped about, and laughed anew. It was plain they
were only in jest; but our bloodthirsty fellows, seeing no danger in
this small number of men, and never thinking of the probable
consequences, just like the Turks, considered this an excellent
opportunity to display their courage. They seized their weapons. I
was unwell, but yet was standing on deck, and kept order as well as
my weak voice would allow me. I went from one to the other, and
enjoined them not to fire, until arrows were first shot at them. The
black soldiers, who were mostly recruits, I admonished especially not
to be filles de joie (the usual expression here applied to those who
exhibit fear in discharging their guns), but men (rigàl, sing. ragel), to
grasp the gun firmly, and to take good aim. Our blacks are generally
very much afraid of the report of guns, and do exactly as the Greeks
did at the commencement of their war for freedom; they lay the butt-
end on the thigh, and fire at random. On the White River, also, the
report of these unknown weapons was more feared than the real
danger itself. They listened to me; but then came the vessel of
Captain Mohammed Agà, a fool-hardy Arnaut, who is always trying
to distinguish himself in some way or another. He shouted to the
sandal to cut away the rope, although the men were still on land.
This was about to be done, when the tallest negro, who had twisted
the rope round a little tree, pointed his bow at the sailor who was
about to cut it through with his knife. He laughed at the same time,
and it was clear that he was not in earnest; for he had wrestled in a
friendly manner with the other sailors, when they tried to get the rope
from him, without making use of his weapons. Yet the Arnaut
commanded them to “fire,” whilst he had already aimed at the
incautious native, being the first to discharge his piece. In a moment
all three vessels fired away, as though they were beset by the devil. I
was only able to pull back a couple of fellows whose guns had
flashed in the pan. Eleven or twelve other victims followed the first,
who was knocked over by the captain’s shot. Those who went away
wounded were not counted. An old woman was shot down by an
Egyptian standing near me, and yet he boasted of this heroic deed,
as did all the others of theirs. There might have been from twenty-
five to thirty natives collected together at that place, scarcely thirty
paces from us, and the high-standing straw might have concealed
several more.
We sailed away with the wind favouring our criminal action, for
our men had again come on board before the firing commenced. The
Dahabiës sailing ahead of us must have heard our shots; they did
not however furl one sail to lend us assistance, which might have
been eventually necessary. Before we caught up these vessels, we
saw a woman on the shore, looking about among the dead men, and
then afterwards running to the city at some distance from the shore.
The natives were hastening towards it, but they did not trust
themselves near us. Yet they knew not the melancholy truth that our
shots would hit at a distance; hitherto they feared only the thunder
and lightning of them, as we had seen several times. We halted a
moment; the unhappy creatures or relatives of the slain came closer
to the border of the shore, laid their hands flat together, raised them
above their head, slid upon their knees nearer to us, and sprang
again high in the air, with their compressed hands stretched aloft, as
if to invoke the pity of heaven, and to implore mercy of us. A slim
young man was so conspicuous by his passionate grief, that it cut to
my heart, and—our barbarians laughed with all their might. This
unbounded attachment to one another, and the circumstance that
that woman, in spite of the danger so close at hand, sought for the
man of her heart among those who had perished, affected me
exceedingly, because such moral intrinsic worth, flowing from pure
natural hearts, is unfortunately more acquired than innate in civilised
nations. We had only advanced a little on our way, and above thirty
unarmed natives, who must yet at all events have been informed of
the tragical incident that had just occurred, sat down on the sand
directly close to the river, without suspicion, or designing any harm to
us, as if nothing had taken place, and really—I had enough to do to
prevent their being shot at.
We reached the vessels of the commanders, and Mohammed
Agà was the first to hasten to them, in order to report the incident.
But I also drew near, and there was a kind of court martial
summoned. Arnaud did honour to the European name, and took the
part of the Turks, who looked upon the whole as a trifle. Finally, the
Arnaut, who had already confessed the fact, faced about boldly and
swift as lightning, declaring that he had never fired a shot, and that
he would bring witnesses to prove it, and—here the matter ended.
Selim Capitan thought he shewed his wish to keep up a good
understanding with the natives, by throwing into the grass on the
shore some miserable bits of glass paste, with a cup. The natives
looked and groped about, whilst we sailed to the neighbouring
island. Here we found two divisions of negroes, whose chiefs were
also presented with strings of beads. Again we threw beads among
the grass, and ordered the whole occurrence to be explained by the
interpreters; more beads, and—every one jumped forward delighted.
One of these chiefs had all his naked body streaked over with ochre:
he looked like the black huntsman of Bohemia. They are said to do
this in particular when they marry; we have seen already several
such red men; even the hair and the ivory bracelets which are thick
and of a hand’s breadth, as well as the numerous iron rings on the
wrists and ankles, are coloured red in this fashion. Rage and
vexation, together with the heat of the sun, compelled me to be
carried back quite exhausted down the shore to the vessel.
Thibaut and Sabatier disclosed to me, as usual, their vexation at
Arnaud’s assuming conduct, and how they are cut up and
calumniated in his journal, which they secretly read, without being
able to call him to account for it at the moment. So likewise I am
obliged to listen to the loud lamentations of his servant Mustaphà, a
Maltese renegade, who always ends with “Credo che sia mezzo
matto quest gran signore o baron fututto.” Although he looks very
fierce, yet he cannot renounce his nature as a tailor, and is
continually asking me whether we are in any danger and begs me,
for the holy Madonna’s sake, to take care that we return as speedily
as possible, for he would rather a thousand times live with his devil
of a wife, than venture again so far among the heathens. Arnaud is
jealous at Suliman Kashef having purchased a young girl with his
beads, and by the assistance of Duschoïl, the interpreter, prettier
than his little sailor’s trull, whom he has hung with glass beads from
head to foot. In a fit of madness he writes a long French letter to the
Kashef, summoning him to restore the girl immediately, although we
are already a long way from her people. Thibaut translates the letter,
and looks as if he had fallen from the clouds, for he is in the very
same boat with Arnaud himself, respecting the purchase of a girl,
that he is going to make a living present to his black Sara, whom he
brought back from England to Khartùm. After the letter was read
aloud, a rude burst of laughter naturally ensued, and Suliman Kashef
said when it was finished, in a pitying tone of voice, “El shems, el
shems!” (the sun, the sun.) Certainly it is not the first time that the
African sun has produced such an effect on Arnaud; he suffers like
all of us, and his arrogance and pride shake him more violently,
because they find opposition on every side.
21st January. I this morning felt myself uncommonly well but had
scarcely stepped out of the door to go ashore, when the stream of
light—I know not what other name to give it—rushed upon me with
such force, and penetrated, as it were, through me, that I was
scarcely able to sink back on my bed; and it is only now, when,
however, the sun is at its height, that I feel myself at all capable of
writing. We have remained since early this morning, in a southerly
direction. The sails have been twice hoisted, but on the average we
are towed by the rope. We leave an island on our right. There are
several red skins among the negroes, who are really handsome
men; the tokuls, standing singly, are large, well roofed, and, resting
upon strong stakes, open on all sides. The stakes form a peristyle,
and the inner wall is smeared inside with clay; perhaps they serve as
stables for cattle, and summer tokuls. A small gohr, or river, in the
neighbourhood of which we repose at noon, comes merrily in from
the right shore, and the stream has a noble breadth, but little depth
of water.
Two o’clock, S.W. We have a slight north wind, and an island on
our right; behind it, the forest continues on the shore. The high
mountainous district beyond it is still blue, for the day is not clear. It
appears, indeed, partly covered with wood, and to form a chain with

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Chapter 06: Motivating Yourself and Others

Answer: extrinsic motivators

2. Research determined that what people actually do is ________.

fulfill both physiological and safety needs first and simultaneously

3. Research shows that Maslow's "higher order needs" ________.

are fulfilled before the "lower order needs"

Answer: have no particular priority

Copyright © 2014 Pearson Canada Inc. 1

4. Money, because it can be exchanged for so many things, is called ______.

Answer: a universal motivator

Copyright © 2014 Pearson Canada Inc. 2

7. _____ are grounded in our physiology.

Answer: Personality and emotions

Answer: an external locus of control

are more satisfied with their jobs

Answer: are more satisfied with their jobs

Copyright © 2014 Pearson Canada Inc. 3

10. What is a characteristic of independents?

They are likely to live in countries that value collectivism.

Answer: They have an image of themselves as autonomous individuals.

Answer: precision and thoroughness

Copyright © 2014 Pearson Canada Inc. 4

14. Individuals with a high need for achievement ________.

are motivated by merit-based pay systems

15. Individuals with a high need for achievement ________.

are more likely to be motivated by merit-based reward systems

Answer: are more likely to be motivated by merit-based reward systems

Copyright © 2014 Pearson Canada Inc. 5

Answer: humanistic capitalism

self-acceptance and community contribution

Answer: wealth, image, and popularity

Answer: a Theory X Manager

Copyright © 2014 Pearson Canada Inc. 6

19. People who set performance goals are likely to ________.

alter sales approaches depending on the situation

Copyright © 2014 Pearson Canada Inc. 7

23. Having a high sense of self-efficacy is highly motivating.

24. Learning goals are concerned with developing competence in an activity.

25. How do our core emotions influence motivation?

Copyright © 2014 Pearson Canada Inc. 8

Copyright © 2014 Pearson Canada Inc. 9

28. In organizations, what is the goal of an OB mod program?

To change observable behaviours

Answer: To change observable behaviours

Copyright © 2014 Pearson Canada Inc. 10

29. Scenario: Application of the 5-Step OB Mod Approach

Adam must first ________.

30. Scenario: Application of the 5-Step OB Mod Approach