Chapter 10 Motivating Employees

Chapter 10 - Motivating Employees Chapter 10 - Motivating Employees TEST PLANNING TABLE FOR CHAPTER 10 Learning Objective LL:1 Knows Basic Terms and Facts LL:2 Understands Concepts and Principles LL:3 Applies Principles 1. Explain Taylor’s theory of scientific management. 1,2,3,4,5,6,7,8,9,10,11,12, 13,14, 189,190,191,192,193,194, 195,196 15,16, 197,198,199 17,18,19,20, 200,201,202,203, 366 2. Describe the Hawthorne studies and their significance to management. 21,22,23,24,25,26,27, 204,205,206,207,208,209 28,29,30, 210,211 31,32,33,34, 212,213,214, 367 3. Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation. 35,36,37,38,39,40,41,42, 43, 215,216,217,218,219,220, 221,222,223,224 44,45, 225,226,227,228,229 46,47,48,49,50,51, 230,231,232,233,234, 235,236,237,238,239, 368 4. Distinguish between the motivators and hygiene factors identified by Herzberg. 52,53,54,55,56,57,58,59, 60,61, 240,241,242,243,244,245 62,63,64, 246,247,248,249,250, 251,252 253,254,255 5. Differentiate among Theory X, Theory Y, and Theory Z. 65,66,67,68,69,70,71,72, 73,74,75,76,77,78,79, 256,257,258,259,260,261, 262,263,264 80,81,82,83, 264,265,267,268,269, 270 84,85,86,87,88,89, 271,272,273,274,275, 276,277,278,279,280, 369, 373* 6. Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories. 90,91,92,93,94,95,96,97, 98,99,100,101,102,103, 104,105,106,107,108,109, 110, 281,282,283,284,285,286, 287,288,289,290,291,292, 293,294,295,296,297,298, 299 111,112,113,114,115, 300,301,302,303,304, 305,306,307,308,309, 389 116,117,118,119,120, 121,122,123,124,125, 310,311,312,313,314, 315,316,317,318,319, 320, 370,271, 375* 7. Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition. 126,127,128,129,130,131, 132,133,134,135,136,137, 138,139,140,141,142,143, 144,145,146,147,148,149, 150, 321,322,323,324,325,326, 327,328,329,330,331 151,152,153,154,155, 156,157~,158~, 332,333,334,335,336, 337 159,160,161,162,163, 164,165, 338,339,340,341,342, 343,344,345,346, 374* 8. Show how managers personalize motivation strategies to appeal to employees across the globe and across generations. 166,167,168,169,170,171, 172,173,174,175,176,177, 178,179,180, 347,348,349,350,351,352, 353,354,355,356 181,182,183,184,185~, 357,358,359,360,361, 362 186,187,188, 363,364,365, 372, 376* 10-1 Chapter 10 - Motivating Employees Total number of test items: 376 True/false questions are in plain text. Multiple choice questions are in bold text. Questions on boxed material are in bold text with a tilde~. Essay questions are in bold underlined text. Minicase questions are in bold with an asterisk*. 10-2 Chapter 10 - Motivating Employees Chapter 10 Motivating Employees Answer Key True / False Questions 1. The sense of satisfaction you get when you achieve an important goal is an intrinsic reward. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivating Employees 2. Extrinsic rewards are those that are given to a person by someone else. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivating Employees 3. Since motivation comes from within an individual, there is little that managers can do to help motivate employees. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivating Employees 4. When unhappy employees leave a company, the firm normally ends up benefiting financially. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivating Employees 10-3 Chapter 10 - Motivating Employees 5. Frederick Taylor's goal was to find ways to improve worker motivation by making work more interesting and challenging. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivation Theories 6. A key element of Frederick Taylor's approach was the time-motion study, which examined the tasks performed to complete a job and the time needed to complete each task. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivation Theories 7. Frederick Taylor based his approach on the belief that each worker was an individual who should be treated as a unique asset to the firm. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivation Theories 8. Scientific management became the dominant strategy for improving productivity during the early 1900s. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivation Theories 9. Elton Mayo conducted studies know as the Hawthorne Studies and became known as the father of scientific management. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivation Theories 10-4 Chapter 10 - Motivating Employees 10. Frederick Taylor believed that employees would be more productive if they were allowed to decide for themselves which methods at work to use. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivation Theories 11. Three elements were basic to Taylor's approach: time, methods, and rules of work. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivation Theories 12. Frank and Lillian Gilbreth developed the principle of motion economy, which said that every job could be broken down into a series of elementary motions. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivation Theories 13. Frederick Taylor's ideas about improving worker productivity attracted a lot of attention at the time, but had little lasting significance. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivation Theories 14. The concept engagement is used to describe the level of passion and motivation that a person has about their work. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 1 Easy Topic: Motivation Theories 10-5 Chapter 10 - Motivating Employees 15. Frederick Taylor encouraged managers to make use of psychological techniques to improve worker motivation. Feedback: Taylor was the founder of scientific management, a school of thought that paid little attention to the human side of work. Scientific management viewed employees almost as if they were machines that could be programmed to work in the most efficient way. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 2 Medium Topic: Motivation Theories 16. Frederick Taylor believed that workers existed to make management's job easier and more efficient. He believed that workers were interested in one thing: good pay. If a business provided good pay, workers would provide the grueling labor necessary to get the job done. Feedback: Due to the fact that Taylor believed that good pay was the only thing that motivated employees, many firms today still operate with Taylor's rigid rules and expectations of conformity. Answer: True AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 2 Medium Topic: Motivation Theories 17. Janis works for a local bakery. At one time, she loved the idea of becoming a head pastry chef, but now she is not sure that this is how she would like to spend her working career. Her current supervisor does not believe in breaks. And, lately, he stands next to her and instructs her as to how to roll out the bread dough and ice the cupcakes, as though she never learned these basic skills in culinary school. Just this morning, he commented loudly from the other side of the room, "You should be able to ice five cupcakes in a minute! Time yourself!" Frederick Taylor would have approved of Janis's supervisor. Feedback: Frederick Taylor's research involved time-motion studies; he believed that if you studied the motions of workers performing tasks, you could improve their performance at each task and increase productivity. Answer: True AACSB: Analytical Thinking Bloom's: Analyze Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 3 Hard Topic: Motivation Theories 10-6 Chapter 10 - Motivating Employees 18. Mark successfully completed a very challenging assignment given to him by his supervisor at work. The feeling of accomplishment and satisfaction Mark experienced is an example of an extrinsic reward. Feedback: This is an intrinsic reward. An intrinsic reward is the personal satisfaction you feel when you perform well and complete goals. Answer: False AACSB: Knowledge Application Bloom's: Apply Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 3 Hard Topic: Motivating Employees 19. The Green Velvet Lawn Care Company teaches all of its employees specific methods for fertilizing and seeding lawns. The methods are designed to ensure adequate lawn coverage with a minimum of time and effort. All employees are expected to follow these methods precisely. Green Velvet's approach to lawn care is consistent with the ideas of scientific management. Feedback: Scientific management focused on finding the most efficient way to perform tasks and teaching these methods to employees. Answer: True AACSB: Knowledge Application Bloom's: Apply Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 3 Hard Topic: Motivation Theories 20. Andy is a supervisor at a web design company. Andy has observed that most employees he supervises are more productive if he lets them have some freedom and flexibility in how they go about their work. Andy's experience is consistent with the teachings of scientific management. Feedback: Scientific management emphasized that all employees should use the most efficient methods for performing tasks, as determined by time-motion studies. In this sense, scientific management viewed employees as if they were machines that could be programmed to complete a job as efficiently as possible. Answer: False AACSB: Knowledge Application Bloom's: Apply Learning Objective: 10-01 Explain Taylor’s theory of scientific management Level of Difficulty: 3 Hard Topic: Motivation Theories 10-7 Chapter 10 - Motivating Employees 21. One of the original objectives of the Hawthorne studies was to determine the degree of lighting needed in the workplace to enable employees to achieve optimum productivity. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 1 Easy Topic: Motivation Theories 22. The original results of the Hawthorne studies proved that employees were much more productive when they worked in well-lit areas than when they worked in poorly lit areas. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 1 Easy Topic: Motivation Theories 23. A major conclusion of the Hawthorne studies was that the best way to motivate employees is with monetary incentives such as pay raises and bonuses. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 1 Easy Topic: Motivation Theories 24. The tendency of employees to behave differently when they know they are being studied is known as the Taylor effect. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 1 Easy Topic: Motivation Theories 25. The results of the Hawthorne studies encouraged researchers to begin studying human motivation and managerial styles that lead to higher productivity. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 1 Easy Topic: Motivation Theories 10-8 Chapter 10 - Motivating Employees 26. Elton Mayo's researchers concluded that worker motivation improved when managers listened to worker's ideas and suggestions. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 1 Easy Topic: Motivation Theories 27. The Hawthorne studies proved that the methods of scientific management were the best way to achieve maximum productivity among employees. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 1 Easy Topic: Motivation Theories 28. The Hawthorne studies concluded that intrinsic rewards are always better than extrinsic rewards. Feedback: The Hawthorne studies did not conclude that one type of reward was more important than another. It did conclude that human and/or psychological factors may play into a worker's productivity level and that pay is not the only motivator. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 2 Medium Topic: Motivation Theories 29. The Hawthorne studies concluded that productivity at work seldom changed, but an employee's attitude could show significant improvement if he/she were given the opportunity to think critically at work. Feedback: The Hawthorne studies indicated that there were special motivators besides higher wages that motivated employees to be more productive. Mayo concluded that workers who perceived that they were a special, elite group who were specifically chosen for an experiment and permitted to provide input into the experiment became motivated to perform better. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 2 Medium Topic: Motivation Theories 10-9 Chapter 10 - Motivating Employees 30. Although Elton Mayo originally intended to collect data for a traditional scientific management study, his breakthrough research led to further research on the kinds of things that drive employees to successfully meet and exceed productivity goals at work. Feedback: Mayo concluded that workers who perceived that they were a special, elite group who were specifically chosen for an experiment and permitted to provide input into the experiment became motivated to perform better. Answer: True AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 2 Medium Topic: Motivation Theories 31. Harrison is a manager at the local post office. He wants to find ways to improve worker motivation, and has read about the Hawthorne studies conducted by Elton Mayo and his colleagues. He believes these studies offer important insights into what motivates employees. Harrison is not likely to support the methods and ideas associated with scientific management. Feedback: Scientific management had little concern for how "human factors" could motivate employees. In the Hawthorne studies, however, Mayo and his colleagues showed that human factors could have a major influence on worker productivity. They concluded that the reason productivity increased no matter how physical working conditions were changed was that the employees who participated in the experiment felt special, and developed a sense of camaraderie that made their work more enjoyable. This improved their job satisfaction, leading to higher productivity. Answer: True AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 3 Hard Topic: Motivation Theories 10-10 Chapter 10 - Motivating Employees 32. Bianca is conducting an experiment to determine how temperatures affect the productivity of employees. She has just completed the first phase of her experiment, in which she had a group of employees perform job-related tasks in a special room where the temperature was 10 degrees cooler than on the factory floor. The employees in the experimental group consistently outperformed employees in the factory. The Hawthorne effect suggests that the most likely reason for this improvement in performance is that the cooler working conditions allowed the employees in the experiment to work harder without getting tired. Feedback: The Hawthorne effect refers to the tendency of people to behave differently when they know they are being studied. Thus, the improvement in productivity may have resulted from psychological factors associated with participating in the experiment rather than the change in temperature. Answer: False AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 3 Hard Topic: Motivation Theories 33. Greg is a small business owner who wants to find a way to increase the productivity of his employees. He has just finished reading a book on worker motivation, and found the book's discussion of the Hawthorne studies particularly relevant. Based on his reading, Greg is likely to view pay increases as the best way to improve employee motivation. Feedback: The Hawthorne studies showed that motivation improved when employees felt special and believed their work was interesting and important. These results suggest that pay raises are not necessarily the best way to motivate employees. Answer: False AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 3 Hard Topic: Motivation Theories 10-11 Chapter 10 - Motivating Employees 34. Marissa works for a large pharmaceutical company in the greater Chicago area. Last week she visited with an advisor at the nearby university because her employer encourages workers to continue their education and gives them time off to go to academic related appointments, even during regularly scheduled work hours. One would assume that management at Marissa's company values the results of the Hawthorne studies, more so than traditional scientific management principles. Feedback: The Hawthorne studies changed the current thought of the day that employees were motivated by higher pay and physical climate and conditions at work. Employees who viewed themselves as belonging to an elite group of human subjects did their best to develop ways to increase their productivity. Scientific management focused on satisfying the needs of management, often at the expense of employee needs. Answer: True AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management Level of Difficulty: 3 Hard Topic: Motivation Theories 35. Abraham Maslow believed that motivation arises from the desire to satisfy unmet needs. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 1 Easy Topic: Motivation Theories 36. According to Maslow, it is impossible to rank human needs in any logical order. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 1 Easy Topic: Motivation Theories 37. According to Maslow, people will try to satisfy lower-order needs before they turn their attention to higher-order needs. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 1 Easy Topic: Motivation Theories 38. Safety needs are placed at the lowest level in Maslow's hierarchy of needs. Answer: False 10-12 Chapter 10 - Motivating Employees AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 1 Easy Topic: Motivation Theories 39. Maslow referred to the needs people had for recognition and acknowledgement from others as esteem needs. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 1 Easy Topic: Motivation Theories 40. According to Maslow, a satisfied need is no longer a motivator. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 1 Easy Topic: Motivation Theories 41. In Maslow's hierarchy, self-actualization needs are those needs associated with basic survival, such as the need for food and shelter. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 1 Easy Topic: Motivation Theories 42. In Maslow's view, social needs include the need to feel loved and accepted. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 1 Easy Topic: Motivation Theories 43. Maslow believed that lower-level needs may emerge at any time when they are not met and take our attention away from higher-level needs. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 1 Easy Topic: Motivation Theories 10-13 Chapter 10 - Motivating Employees 44. Referring to Maslow's Hierarchy of Needs Theory, one would agree that U.S. workers are more often interested in satisfying their physiological and safety needs, as opposed to their self-esteem needs. Feedback: Physiological needs refer to the need for food, clothing, shelter, and other needs associated with basic survival. Safety needs refer to the need for security and safety at home and at work. These are the two lowest levels of needs in Maslow's hierarchy. In developed countries such as the United States, most employees have already satisfied these lower-level needs. According to Maslow, when needs are satisfied, they are no longer sources of motivation. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 2 Medium Topic: Motivation Theories 45. According to Maslow, if you have a self-esteem problem, you probably will not be able to concern yourself with developing to your fullest potential. Feedback: According to Maslow's hierarchy of needs, one must satisfy lower-order needs first, before satisfying a higher-order need. Satisfying esteem needs must be met before satisfying self-actualization needs. Answer: True AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 2 Medium Topic: Motivation Theories 46. Often we hear that teenagers have unmet social needs. According to Maslow, their desire to become socially accepted will consume them, at the expense of reaching for higher goals, such as developing to their fullest potential. Feedback: According to Maslow, lower-order needs must be satisfied first, before turning one's attention to higher-order needs. If relying on Maslow's Hierarchy of Needs Pyramid, social needs will be satisfied before self-actualization needs. Answer: True AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 3 Hard Topic: Motivation Theories 10-14 Chapter 10 - Motivating Employees 47. Jimmy is a talented musician, and has already won a number of awards. Still, he practices about two hours every day, trying to reach his highest potential. Jimmy is motivated by self-actualization needs. Feedback: Self-actualization needs include the need to reach one's fullest potential. Answer: True AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 3 Hard Topic: Motivation Theories 48. Millie recently accepted a new job with better pay and a high degree of job security. She is now able to live in a nicer apartment and maintain a fairly comfortable life style. However, she still feels like an outsider at work, and does not yet perceive that her fellow employees have accepted her into their group. According to Maslow's theory, Millie is driven by a desire to satisfy her social needs. Feedback: Maslow classified the need to feel accepted and part of a group as a social need. He felt that people who have met their physiological and safety needs, as Millie apparently has done, would be motivated by the desire to meet social needs. Answer: True AACSB: Reflective Thinking Bloom’s: Apply Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 3 Hard Topic: Motivation Theories 49. Jon earns a decent salary and is on friendly terms with the other employees in his department. Lately, he is frustrated because they don't recognize or appreciate some of his accomplishments. According to Maslow's hierarchy of needs theory, Jon will have a desire to satisfy his self-esteem needs before his self-actualization needs. Feedback: Because Jon earns a decent salary, he should be able to meet physiological and safety needs, which are basic survival needs, and he is accepted at work by others in his department, satisfying social needs. However, since he is frustrated by a lack of recognition and appreciation, he appears to be motivated by the desire to meet his esteem needs, which reflect the desire to be acknowledged and respected by others. Answer: True AACSB: Reflective Thinking Bloom’s: Apply Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 3 Hard Topic: Motivation Theories 10-15 Chapter 10 - Motivating Employees 50. The late famous broadcast journalist Walter Cronkite said that one of his regrets in life was not actively participating in the space program as an astronaut. Back in the 1980s, he was selected as a candidate to be the first journalist to fly into space, but NASA decided to take a teacher instead. In some ways, this may appear as though Cronkite was pursuing a self-esteem need; however, having already achieved celebrity status, for Cronkite, this was the pursuit of a self-actualization need. Feedback: According to Maslow's hierarchy of needs, the next level of higher-order needs (after self-esteem needs) is self-actualization needs. According to Maslow, a self-actualization need involves the need to develop to your fullest potential. Answer: True AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 3 Hard Topic: Motivation Theories 51. Talk about "shell-shock"! Two nights ago, Adam was living in a tent with 30 other Marines in the hills of Afghanistan. Today he is waking up to the smell of fresh linen, in a king-sized bed, in his very own room in DeKalb, Illinois. Three days ago, his first priority was the welfare of his battle buddies. This morning, his first priority according to his family is not wasting any time in getting back into college. But Adam sees it a bit differently. Although he has always believed in the importance of school and the respect that comes with achieving a degree, and wants to pursue his education, right now he is not quite in the frame of mind. His first desire is to spend time renewing old friendships, including organizing a couple of float trips and ballgame nights with the group of friends he left behind. According to Maslow's hierarchy of needs, Adam has a strong desire to satisfy his self-esteem needs. Feedback: Adam would satisfy self-esteem needs if he were ready to start the journey of going back to school and earning a degree that he believes is important for self-recognition and respect from his peers and family. At this moment, he is driven to satisfy a need that according to Maslow falls below self-esteem. He desires to satisfy his social needs. Answer: False AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation Level of Difficulty: 3 Hard Topic: Motivation Theories 52. Herzberg's research focused on determining which management style achieved the highest level of worker motivation. Answer: False 10-16 Chapter 10 - Motivating Employees AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 1 Easy Topic: Motivation Theories 53. Herzberg's research examined how conditions related to the job itself affected the motivation of employees. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 1 Easy Topic: Motivation Theories 54. Herzberg's study showed that pay was the job characteristic that ranked highest as a motivator. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 1 Easy Topic: Motivation Theories 55. Herzberg found that the factors associated with job content ranked high as employee motivators. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 1 Easy Topic: Motivation Theories 56. Herzberg found that the sense of achievement employees experienced when they performed their jobs was an important motivator. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 1 Easy Topic: Motivation Theories 57. Herzberg used the term hygiene factor to refer to an element of job content that was most important as a source of worker motivation. Answer: False 10-17 Chapter 10 - Motivating Employees AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 1 Easy Topic: Motivation Theories 58. According to Herzberg, when a hygiene factor is not fulfilled, employees will become dissatisfied. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 1 Easy Topic: Motivation Theories 59. Herzberg's research found that improvements in the work environment were a more effective way to motivate employees than improvements in job content. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 1 Easy Topic: Motivation Theories 60. Maslow identified and categorized basic needs that most persons would like to satisfy, while Herzberg's research identified motivators and hygiene factors that inspire employees to fulfill their needs. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 1 Easy Topic: Motivation Theories 61. Herzberg's research identified the key factors that motivate workers, including company policies and administration, wage rates, interpersonal relations with co-workers, and physical environment at work. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 1 Easy Topic: Motivation Theories 10-18 Chapter 10 - Motivating Employees 62. Herzberg's findings suggest that the best way for firms to increase worker motivation is to focus on improving pay and making working conditions more pleasant. Feedback: Herzberg found that pay, working conditions, and other aspects of the job environment were hygiene factors, not motivators. The best motivators all involve job content. Thus, to improve motivation, firms should focus their efforts on making the work itself more interesting and rewarding. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 2 Medium Topic: Motivation Theories 63. Since hygiene factors do not motivate workers toward high achievement at work, managers can safely ignore these factors when trying to develop an effective work environment. Feedback: Although hygiene factors (which include working conditions, job security, and pay) do not increase motivation, they can be responsible for dissatisfaction among employees if they are not maintained at an adequate level. To avoid dissatisfaction, managers must make sure that these hygiene factors are maintained at acceptable levels. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 2 Medium Topic: Motivation Theories 64. Herzberg's findings suggest that many U.S. firms can help workers satisfy higher-order needs by identifying those things that motivate (inspire) them to work at their fullest potential. Feedback: Herzberg's findings suggest that worker motivation can be triggered by giving employees more interesting and challenging work, by recognizing worker contributions to the success of the firm, and by giving employees the chance for growth and advancement within the firm. All of these job characteristics would help employees achieve their higher-order needs as Maslow identified them. Answer: True AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg Level of Difficulty: 2 Medium Topic: Motivation Theories 10-19 Chapter 10 - Motivating Employees 65. Douglas McGregor observed that all managers tend to share common assumptions about employees. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 66. According to McGregor, Theory X managers assume that employees dislike work, and will avoid it if possible. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 67. According to McGregor, Theory X managers motivate employees by giving them a great deal of freedom and responsibility. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 68. Managers who make Theory X assumptions about employees tend to watch their subordinates very closely and provide detailed instructions to employees about how they should do their jobs. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 69. Theory X management has essentially disappeared from the real-world workplace. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 10-20 Chapter 10 - Motivating Employees 70. Theory Y managers assume that most people are capable of using a relatively high degree of imagination and creativity to solve problems. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 71. Theory Y managers assume that the main factor that motivates most employees is the desire to earn more money. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 72. Theory Y managers are likely to use empowerment to motivate employees. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 73. Theory Y managers adhere to the principle that most people do not work to their fullest intellectual potential. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 74. According to William Ouchi, two of the main features of the Japanese approach to management are individual decision making and rapid promotions. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 75. William Ouchi concluded that culture should not be a factor in one's management style. Answer: False 10-21 Chapter 10 - Motivating Employees AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 76. Ouchi's Theory Z is a blend of Type A and Type J business cultures. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 77. Theory Z calls for the creation of a sense of participation and cooperation within an organization. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 78. Theory Z emphasizes reliance on individual creativity and initiative rather than collective decision making. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 79. Recent economic problems as well as demographic and social changes in Japan have led some Japanese firms to seek new approaches to management. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 1 Easy Topic: Motivation Theories 10-22 Chapter 10 - Motivating Employees 80. In the view of William Ouchi, managers of U.S. firms would have a smooth transition when implementing the management styles employed by Type J managers. Feedback: Ouchi felt that the Japanese style was effective, but also was aware of the fact that the Japanese culture was very different from the U.S. culture. He felt it was not practical to expect American managers to accept an approach based on the culture of another country. Therefore, he proposed a hybrid system that combined some elements of the Japanese approach with some elements of the American approach. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 2 Medium Topic: Motivation Theories 81. The best way for U.S. firms to become more competitive is to adopt the Type J approach to management. Feedback: Type J is the Japanese approach to management. The cultures of Japan and the United States are quite different, and it is unlikely that the Type J approach would work as well in the United States because of these cultural differences. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 2 Medium Topic: Motivation Theories 82. Recent economic events and demographic trends in Japan have clearly demonstrated the superiority of a Type J approach to management. Feedback: Type J is the management style that is favored in most Japanese firms. It emphasizes consensual decision making, collective responsibility, and slow evaluation and promotion. However, the prolonged and severe economic downturn that plagued Japan in the late 1990s and early 2000s, coupled with social and demographic changes and fierce global competition, are leading some Japanese managers to question whether this approach is always the best. In particular, critics have pointed out that this approach has resulted in a lack of risk taking and has stifled creative thinking. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 2 Medium Topic: Motivation Theories 10-23 Chapter 10 - Motivating Employees 83. The goal of William Ouchi was to develop a modified business culture that blends the best of Type J with the best of Type A. Feedback: Knowing that American culture would not operate with the Type J philosophy, where the employees act like a family and make decisions by consensus, where you have employment for life, and where employees assume collective responsibility, Ouchi's attempt to improve Type A work environments was to integrate some of Type J and some of Type A into a new work environment he called Theory Z. Answer: True AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 2 Medium Topic: Motivation Theories 84. Alan tries to make life easy on his employees by telling them exactly what to do and how to do it. He believes that most of his subordinates are lazy, and will goof off if he doesn't keep an eye on them, so he spends much of his time monitoring their work. When he finds an employee who is not performing up to his expectations, Alan uses threats and punishment to increase the worker's motivation. Alan is a Theory X manager. Feedback: A Theory X manager assumes that employees are lazy and will avoid work if possible. He or she also assumes that employees have very little ambition and prefer to be told what to do. A Theory X manager tries to motivate employees by using threats and punishment. Answer: True AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 3 Hard Topic: Motivation Theories 85. Jerry has a great deal of faith in the abilities of his subordinates. He believes that most employees want to be productive, and will work hard if given the proper incentives. He also believes that most firms do not take full advantage of the intelligence and creativity of their employees. For these reasons Jerry favors a managerial style that allows employees to be flexible and creative in how they do their jobs, and empowers them to make and implement decisions. Jerry is a Theory Y manager. Feedback: Theory Y managers favor a relatively free managerial atmosphere in which employees are allowed to set objectives, be creative, and be flexible. A key aspect of this approach is the empowerment of employees to make and implement decisions. Answer: True 10-24 Chapter 10 - Motivating Employees AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 3 Hard Topic: Motivation Theories 86. Jenny is a creative and intelligent person who likes to work independently on challenging projects. Jenny would be most effective when working for a Theory X manager. Feedback: Theory X managers expect employees to follow orders and give them little freedom and flexibility to be creative. Jenny probably would become very frustrated under the direction of a Theory X manager. Answer: False AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 3 Hard Topic: Motivation Theories 87. Martina is a very talented and ambitious person who likes to work independently and wants to move up in her company as quickly as possible. Martina might become frustrated if she worked in a firm that took a Theory Z approach to management. Feedback: Theory Z calls for collective decision making and a relatively slow evaluation and promotion of employees. This approach would frustrate employees who like to work independently and who expect (and think they deserve) quick promotions. Answer: True AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 3 Hard Topic: Motivation Theories 88. Hillary enjoys working with others to solve problems and make decisions, but is also able to assume individual responsibility. She prefers working for a company that takes a holistic view of its employees. These preferences suggest that Hillary might enjoy working at a company that uses a Theory Z approach to management. Feedback: Collective decision making and a holistic view of employees are two of the characteristics of Theory Z. Answer: True AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 3 Hard Topic: Motivation Theories 10-25 Chapter 10 - Motivating Employees 89. After a 3-year probationary period, career positions at Fairview Community College are fairly secure, even though the opportunity for promotion runs pretty slowly. These jobs would probably appeal to people who currently work for Type A companies, similar to the way many companies operate in Silicon Valley. Feedback: Type A personalities prefer individual responsibility and decision making, and the opportunity for rapid promotion. They also prefer specialized career paths and exist in a culture where the concern for employee welfare is segmented. The culture at the community college, where jobs are fairly secure but promotions do not happen very often, is more like a Theory Z approach. Answer: False AACSB: Analytical Thinking Bloom’s: Analyze Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z Level of Difficulty: 3 Hard Topic: Motivation Theories 90. Peter Drucker made an important distinction when he stated that managers do not motivate employees, but employees motivate themselves. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 91. Management by objectives (MBO) is a goal-setting theory model that sets goals by getting all employees active in the goal formulation process, committing employees to meeting the goals, and then monitoring performance. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 92. The central idea behind MBO (management by objectives) is that employees motivate themselves through the process toward goal achievement. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 10-26 Chapter 10 - Motivating Employees 93. The management by objectives model devised by Peter Drucker works best in a dynamic, rapidly changing business environment, where management makes short-term plans. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 94. It may be difficult to utilize the MBO (management by objectives) model when employees have not agreed upon the goals set by top management. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 95. According to Victor Vroom, the effort employees exert on a specific task depends on their expectations of the outcome. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 96. According to Victor Vroom's expectancy theory, expectations of employees can affect their motivation. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 97. Vroom's expectancy theory contends that prior to committing maximum effort to a task, employees want to know if they can accomplish the task and if it will equally reward everyone at work, even if others were not involved in the accomplishment of the task. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 10-27 Chapter 10 - Motivating Employees 98. According to expectancy theory, one of the things employees want to know before they commit to making a maximum effort on a task is whether the reward for accomplishing the task is worth the effort. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 99. Expectancy theory says that employees will be motivated if (1) they can actually achieve the task; (2) they will be rewarded for their achievement; and (3) the reward will be worthy of their effort. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 100. According to researchers David Nadler and Edward Lawler, managers should set performance standards that are attainable only by the most talented and dedicated employees. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 101. According to expectancy theory, employees in a given organization tend to have very similar expectations. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 102. Reinforcement theory suggests that employees respond to carrots (rewards) but not to sticks (punishment). Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 10-28 Chapter 10 - Motivating Employees 103. According to reinforcement theory, individuals act to receive rewards and to avoid punishment. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 104. In reinforcement theory, reprimands and reductions in pay are examples of negative reinforcements. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 105. The basic principle of equity theory is that employees try to maintain fairness between their efforts and their compensation compared to others in similar positions. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 106. Equity theory tells us that when employees perceive inequitable treatment they will respond in a manner that will attempt to reestablish fairness. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 107. According to equity theory, if employees perceive that their level of effort is greater than their compensation, they will work to increase their productivity. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 10-29 Chapter 10 - Motivating Employees 108. Equity theory suggests that if employees perceive inequity in the workplace, they might respond with reduced productivity, higher absenteeism, or even voluntary resignation. Answer: True AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 109. Equity judgments are precise, objective measurements of the fairness between an employee's effort and their compensation. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 110. The best strategy to deal with a perceived inequity in the compensation of different employees is to require that salaries and other forms of compensation are kept secret. Answer: False AACSB: Reflective Thinking Bloom’s: Remember Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 1 Easy Topic: Motivation Theories 111. For management by objectives to be successful, employees must be willing to accept the objectives set by top management without question and without hesitation. Feedback: Management by objectives calls for goals to be set through a process involving employees as well as managers. Employees do not simply accept goals, they participate in setting them. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 2 Medium Topic: Motivation Theories 10-30 Chapter 10 - Motivating Employees 112. A major problem with the MBO approach is that it provides no way for employees to provide input into the goal-setting process. Feedback: MBO consists of a cycle of discussion, review and evaluation that gets everyone from top and middle manager to nonmanagerial employees involved in goal setting. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 2 Medium Topic: Motivation Theories 113. According to expectancy theory, worker motivation almost always increases when employees are assigned a very challenging task. Feedback: Expectancy theory maintains that employees will want to know about the rewards they will receive and will only be highly motivated if they think the rewards are worth the effort. Thus, according to expectancy theory, if a task is perceived as being very difficult, employees are unlikely to put forth their maximum effort unless they believe the rewards are substantial. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 2 Medium Topic: Motivation Theories 114. U.S. workers value being treated fairly. According to equity theory, if things seem unfair, they will do their best to make them equitable by withholding effort, increasing effort, or by rationalizing that they are undeserving of the same as others. Feedback: Equity judgments are based on perceptions and are subject to errors and disagreements. It is not unusual for employees to overestimate their own contributions and to disagree with the evaluations of managers. When this happens, the employees may perceive the pay and recognition they receive as inequitable even if the manager was actually accurate in evaluating performance. Answer: True AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 2 Medium Topic: Motivation Theories 10-31 Chapter 10 - Motivating Employees 115. In reinforcement theory, extinction refers to a strategy of responding to undesirable behavior with negative reinforcements, such as verbally reprimanding an employee in front of his peers. Feedback: In reinforcement theory, extinction means that a manager does not respond to undesirable behavior. The idea is that if the manager does not reinforce the behavior, the employee will eventually quit doing it. Answer: False AACSB: Reflective Thinking Bloom’s: Understand Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 2 Medium Topic: Motivation Theories 116. Elias is disappointed with the work effort of the employees in his department. According to expectancy theory, Elias could improve employee performance by setting more ambitious performance standards that exceed the ability of most employees to attain them. Feedback: Victor Vroom's expectancy theory contends that unattainable goals will not motivate employees, but rather convince them that committing maximum effort to a task is not worthwhile. Answer: False AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 3 Hard Topic: Motivation Theories 117. Cedric works for a landscaping business. His employer has asked Cedric if he would be willing to work overtime this weekend to finish a job for an important client. According to expectancy theory, Cedric will want to compare the compensation or other rewards offered by his employer to the extra effort involved before he decides whether to agree to the job. Feedback: According to Victor Vroom's expectancy theory, prior to committing effort to a task, employees want to know (1) Can I accomplish the task? (2) If I do accomplish it, what's my reward? (3) Is the reward worth the effort? Answer: True AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 3 Hard Topic: Motivation Theories 10-32 Chapter 10 - Motivating Employees 118. Ruth Eday is sorry she ever hired Helen Highwater since Helen's work is sloppy and often late. Moreover, she doesn't get along well with most of the other employees and frequently initiates arguments. According to reinforcement theory, the only effective way for Ruth to deal with Helen's behavior is to wait for Helen to do something good, and then praise and reward her for the result. Feedback: Reinforcement theory suggests that employees are motivated both by desire to receive a reward (positive reinforcement) and by the desire to avoid punishment (negative reinforcement). Thus, while Ruth could certainly try to use positive reinforcements such as praise, she could also try to change Helen's behavior by using negative reinforcements such as reprimands. She could also try to stop undesirable behavior by not responding to it. This approach is called extinction because the hope is that the unwanted behavior will eventually become extinct. Answer: False AACSB: Knowledge Application Bloom’s: Apply Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories Level of Difficulty: 3 Hard Topic: Motivation Theories 119. You get a lower grade in a course than your friend did even though you studied more during the semester and atten