Title: Motivating Employees
Course: Question Banks

Q: The Hawthorne effect refers to:
- the observation that people have a boost in self esteem when being observed
- the phenomenon of people performing worse when they are observed doing a task
- the phenomenon of people performing better when they are competing with others.
- the phenomenon of people appearing to perform differently and usually better when they are observed
A: the phenomenon of people appearing to perform differently and usually better when they are observed

Q: In the Hawthorne studies, Mayo discovered that workers were highly responsive to additional
- financial incentives.
- better lighting conditions.
- time to spend with their coworkers.
- attention from their managers.
A: attention from their managers.

Q: The Hawthorne studies originally looked into
- Time and motions required to perform each task.
- Scientific analysis of the work flows.
- The effects of leadership styles on productivity.
- The effects of physical conditions on productivity such as improved lighting.
A: The effects of physical conditions on productivity such as improved lighting.

Q: The Hawthorne studies focused management attention on
- the effectiveness of management interaction
- the social aspects of corporate initiatives
- the financial incentives offered by organizations
- the socio-psychological aspects of human behavior in organizations
A: the socio-psychological aspects of human behavior in organizations

Q: The conclusion of the Hawthorne studies was that:
- a work environment is more scientific than social
- social needs do not belong at work and hurt employee productivity
- employees need lots of autonomy to be productive.
- business organizations are social systems
A: business organizations are social systems

Q: Frederick Taylor’s work, took a “man as machine” view and focused on ways of improving individual performance. Elton Mayo, author of the Hawthorne studies, set the individual in a social context, arguing that
- employee performance is mostly due to intrinsic motivation.
- companies succeed by hiring the best employees.
- employee performance is dictated by how much creative freedom they are given.
- employees’ performance is influenced by work surroundings and coworkers as much as by employee ability and skill.
A: employees’ performance is influenced by work surroundings and coworkers as much as by employee ability and skill.

Q: Maslow's hierarchy of needs is illustrated in a pyramid shape that represents how:
- as we satisfy the needs at the top of the pyramid we look to satisfy lower needs
- human beings have varied needs that managers must discover.
- human beings have needs that evolve as they age.
- all human beings have basic needs that must be met before individuals can focus on higher needs.
A: all human beings have basic needs that must be met before individuals can focus on higher needs.

Q: Maslow argues that people cannot focus on social or self-esteem needs until
- They get recognition for the work they have already done.
- They can express who they truly are.
- They are in optimal physical shape.
- They have enough to eat and a decent place to live.
A: They have enough to eat and a decent place to live.

Q: Humans need to feel a sense of belonging and acceptance, whether it comes from a large group or a small network of family and friends. Maslow labeled this as
- Self-esteem needs
- Self-actualization.
- Safety needs.
- Social needs.
A: Social needs.

Q: Most companies address these two needs, identified by Maslow, with salary and benefits and rely on higher level needs to keep employees motivated day-to-day.
- Social and self-esteem needs
- Safety and social needs.
- Self-esteem and self-actualization needs.
- Physiological and safety needs
A: Physiological and safety needs

Q: Sales jobs are sometimes paid strictly on commission. A common description is that “you eat what you kill.” Which of Maslow’s needs is used to motivate employees in this example?
- Self-esteem
- Social.
- Safety
- Physiological
A: Physiological

Q: When a need is met, Maslow argues that
- Self-esteem will become more important.
- Self-actualization will become more important.
- Social needs become more important.
- it will no longer serve a motivating function.
A: it will no longer serve a motivating function.

Q: Clayton Alderfer’s ERG theory is a modification of Maslow’s hierarchy of needs because it states that human needs can be grouped into three instead of five categories. ________ is not one of the ERG categories.
- relatedness
- existence
- economic
- safety
A: safety

Q: The main point(s) to learn from ERG include:
- we need to recognize the single need that may be driving an individual at a given time.
- by overcoming individual needs, we can improve worker productivity.
- by overcoming social needs, we can improve worker productivity.
- by understanding multiple needs, we can better understand an individual’s behavior and create motivation
A: by understanding multiple needs, we can better understand an individual’s behavior and create motivation

Q: Alderfer’s “growth” needs describe our intrinsic desire for personal development. These needs align with Maslow’s
- self-esteem, self-confidence, and achievement.
- self-actualization needs (such as morality, creativity, problem-solving, and discovery).
- safety and social needs.
- both esteem-related needs and self-actualization needs.
A: both esteem-related needs and self-actualization needs.

Q: Herzberg hypothesized that are two different sets of factors governing job satisfaction and job dissatisfaction. These are
- financial needs and safety needs.
- existence and relations needs.
- motivation factors and relationship needs
- hygiene factors and motivation factors.
A: hygiene factors and motivation factors.

Q: If management wants to increase employees’ job satisfaction, Herzberg says they should look at the nature of the work itself. This means
- The job environment elements like salary and fringe benefits.
- The hygiene factors like working conditions and supervisor quality.
- Ensuring employees work no more than forty hours per week and do not have to do exhausting tasks.
- The opportunities it presents employees for gaining status, assuming responsibility, and achieving self-realization.
A: The opportunities it presents employees for gaining status, assuming responsibility, and achieving self-realization.

Q: Hygiene factors are part of ________ theory of motivation.
- Maslow’s
- McClelland’s
- 4/ Fayol’s
- Herzberg’s
A: Herzberg’s

Q: David McClelland’s acquired-needs theory splits the needs of employees into three categories. These three categories are
- belonging, responsibility, and achievement.
- autonomy, mastery, and purpose
- belonging, autonomy, and power
- achievement, affiliation, and power.
A: achievement, affiliation, and power.

Q: In McClelland’s analysis, employees who are strongly affiliation-motivated are driven by the desire
- to achieve and finish tasks.
- to influence others.
- to find deep, lasting meaning in their work.
- to create and maintain social relationships.
A: to create and maintain social relationships.

Q: The acquired-needs theory ________ claim that people can be neatly categorized into one of three types. It asserts that all people are motivated by ________ of these needs
- Does, one
- Does not, some
- Does, all
- Does not, all
A: Does not, all

Q: With equity theory, we:
- compare our inputs and outputs with the CEO’s inputs and outputs.
- are driven to leave the company for work with a better purpose or mission.
- Perceive fairness only when our input-to-output ratio is higher than most other employees’.
- perceive fairness if we see that our input-to-output ratio at work is similar to the input/output ratio of a comparable person, called a referent.
A: perceive fairness if we see that our input-to-output ratio at work is similar to the input/output ratio of a comparable person, called a referent.

Q: In Equity theory, inputs are the employee’s contribution to the workplace. Inputs include
- Professional certificates and degrees earned before joining the company.
- Seniority or years with the company.
- Professional experiences and skills earned before joining the company.
- Primarily time spent working and level of effort but can also include loyalty, commitment, and enthusiasm.
A: Primarily time spent working and level of effort but can also include loyalty, commitment, and enthusiasm.

Q: In equity theory, recognition, praise, or a sense of achievement are some of the
- Tangible outcomes
- Self-actualization outcomes
- Social needs outcomes
- Intangible outcomes
A: Intangible outcomes

Q: Employees of Fannie Mae, a financial company, are complaining that the pay is unfair and gossiping with each other about it, hurting morale and productivity.
- The company managers should reprimand the critics and tell them to get back to work.
- Managers should speak to the loss of productivity but ignore the gossip. Managers should expect those who feel strongest to leave the company.
- Tell employees they will be fired if they don’t stop gossiping.
- The company should survey the market value of each job and show employees the results, demonstrating that the pay is market-based.
A: The company should survey the market value of each job and show employees the results, demonstrating that the pay is market-based.

Q: Sophia, a teacher from Vancouver, Washington, can compare her compensation to peers in the District of Columbia, where pay is much higher. According to equity theory, she should
- Argue for a pay raise at her school.
- Consider her hierarchy of needs before acting.
- Quit and apply for a job in the District of Columbia.
- adjust for purchasing power and local market conditions.
A: adjust for purchasing power and local market conditions.

Q: Equity theory assumes that
- Individuals will put the group first.
- Individuals will focus on their own needs.
- Individuals will listen to their boss regardless of whether they agree.
- Individuals will try to maximize their outcomes.
A: Individuals will try to maximize their outcomes.

Q: Vroom’s Expectancy theory proposes that a rational calculation determines whether individuals are motivated to demonstrate more or less effort. Questions people ask themselves as part of this rational calculation include:
- Is my compensation fair compared to others?
- Is this the norm for our company culture?
- Is the compensation fair given someone's age
- Is the offered incentive desirable?
A: Is the offered incentive desirable?

Q: The belief that a person will receive a desired outcome if he meets the performance goal is called ________ in Vroom’s Expectancy theory.
- expectancy
- valence
- grit
- instrumentality
A: instrumentality

Q: Vroom’s theory entails more than just the assumption that people will work harder if they think the effort will be rewarded. The reward needs to be meaningful in the employee’s culture. A US-type incentive system might seem shameful to someone from
- England.
- Canada.
- Mexico.
- Japan.
A: Japan.

Q: The basic premise of the theory of reinforcement is that
- Behavior depends on socialization and group norms.
- fair treatment is the key to employee motivation.
- An individual’s behavior depends of the consequences of that behavior.
A: An individual’s behavior depends of the consequences of that behavior.

Q: Reinforcements can be positive or negative. For example, a bonus is positive. Which of the following is an example of negative reinforcement?
- A missed bonus.
- A punishment.
- When a manager allows staff to telecommute, avoiding a long drive.
A: When a manager allows staff to telecommute, avoiding a long drive.

Q: Reinforcement can be affected by various factors, including
- instrumentality, the belief that a person will receive a desired outcome if the performance expectation is met.
- expectancy, the individual’s belief that effort will lead to the intended performance goals.
- satiation: the degree of need. Money may not motivate someone who is already wealthy.
A: satiation: the degree of need. Money may not motivate someone who is already wealthy.

Q: ________ assumes that the primary source of most employee motivation is monetary, with security as a strong second.
- Theory Y
- Equity theory
- Theory X
A: Theory X

Q: Theory Y leadership assumes:
- Most people are self-centered. As a result, they must be closely controlled and often coerced to achieve organizational objectives.
- employees will be more productive if rewards monetary and immediate.
- Employees are more productive when they have strong relationships at work.
- creative capacity can spread throughout organizations
A: creative capacity can spread throughout organizations

Q: Lee, who subscribes to Theory Z, tells his managers to consider the happiness and well-being of workers because they will be with the company for a long-time. They should also
- Use basic needs, money and security, to motivate employees.
- Keep a close watch on all employees and correct mistakes quickly.
- Give employees strict processes to follow so that they don’t make mistakes.
- Convey the company philosophy and culture need to be all employees. Employees need to believe in the work they’re doing.
A: Convey the company philosophy and culture need to be all employees. Employees need to believe in the work they’re doing.

Q: Theory X creates a command-and-control environment, which McGregor says is ineffective because of its reliance on lower needs for motivation. He argues that because modern society mostly satisfies lower-level needs, they are no longer strong factors in employee motivation. If this is the case, you would expect employees in a command-and-control environment to:
- seek higher levels of engagement and more responsibility
- like the workplace because it doesn’t ask anything extra of them.
- Develop stronger relationships with one another.
- be uninterested in organizational goals
A: be uninterested in organizational goals

Q: Upper management of a clothing store in the mall has decided that a good way to motivate employees is to consult with them about ways to bring in more customers. A memo is sent to store managers asking them to encourage participation from all employees. One store manager has hired five new employees who just graduated from high school and are working the three summer months before leaving for college. The manager scrutinizes and directs them in every detail of their job. Each time they make a mistake they are reprimanded, told their pay may be docked, and reminded that there are always other people who will gladly take their place. This manager decides he will forward his suggestions to management but not ask his workers for suggestions. What approach is upper management using, as opposed to the store manager?
- Upper management uses Theory X : store manager uses Theory Y
- Upper management uses equity theory : store manager uses Theory X
- Upper management uses Theory X: store manager uses equity theory.
- Upper management uses Theory Y : store manager uses Theory X
A: Upper management uses Theory Y : store manager uses Theory X

Q: Tanen Inc. follows Theory Z and assumes a relationship between the company and the employee that is not typical in the United States. The company plans for
- Highly specialized employees who can be trained quickly.
- High levels of employee turnover.
- Dramatic changes in employee turnover.
- Long-term staff development and employment.
A: Long-term staff development and employment.

Q: ________ refers to expanding the tasks performed by employees to add more variety.
- Job enrichment
- Job rotation
- Job shifting
- Job enlargement
A: Job enlargement

Q: Job rotation is an way for:
- employees to improve efficiency with increased specialization.
- knowledge to be specialized and siloed within departments.
- employees to shift out of job roles they hate.
- employees to gain new skills because of cross-training in new tasks.
A: employees to gain new skills because of cross-training in new tasks.

Q: A manager plans to use the job characteristic model to motivate a particular employee. He shows the employee that his contributions are important and relevant. He is using the core job characteristic of
- skill variety
- autonomy
- role enrichment
- task significance
A: task significance

Q: Merely the presence of a goal is not motivation enough. According to the goal setting theory, a goal must be SMART. This stands for:
- specific, measurable, accountable, realistic, and timely
- specific, meaningful, accountable, recognized, and timely
- specific, manageable, accountable, realistic, time-constrained.
- specific, measurable, achievable, realistic, and timely
A: specific, measurable, achievable, realistic, and timely

Q: Alana manages an IT department. She notices that her highly skilled workers seem to be getting bored. She decides it is time to motivate her team, so she sets a goal to improve the company’s network speed without consulting them. She decides to reward them with a bowling night when they achieve the goal. According to goal setting theory, what problem is Alana likely to run into with her approach?
- The team will do their best without specific instructions.
- Without stronger supervision of how to achieve the goal, workers won’t know how to get started
- Without stronger extrinsic incentives, people will lack the motivation to succeed.
- Without a specific measure to attain their goal, the team will lack focus and motivation.
A: Without a specific measure to attain their goal, the team will lack focus and motivation.

Q: An important component of goal setting is:
- comparing an employee to his or her peers.
- annual raises.
- performance-based bonuses.
- feedback.
A: feedback.