TB 10

Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter)
Chapter 10 Motivating and Rewarding Employees
1) Motivation is a process that leads to a goal.

Answer: TRUE
Explanation: By definition, motivation is the process by which a person applies persistent,
energized efforts in pursuit of a goal.
Diff: 1 Page Ref: 266
Objective: 10.1
2) Motivation is a drive that some people have and others don't have.
Answer: FALSE
Explanation: All people have motivation in different amounts for different things. A person may
be highly motivated to perform one task and not at all motivated to perform another. Therefore, it
is incorrect to describe some individuals as generally "motivated" or "unmotivated."
Objective: 10.1
3) The three key elements in the definition of motivation are energy, direction, and achievement.
Answer: FALSE
Explanation: The key elements of motivation are energy, direction, and persistence, as described
in this text book.
Objective: 10.1
4) Persistence is the amount of drive and intensity a person applies to a task.

Answer: FALSE
Explanation: Persistence is a measure of how sustained a person's effort is, not the intensity of
effort he or she applies.
Objective: 10.1
5) A single individual can have high motivation for one task and low motivation for another task.
Answer: TRUE
Explanation: Motivation generally varies by task. For example, an individual may be motivated
to perform sales tasks and not motivated at all to carry out background research on the products
he or she sells.
Objective: 10.1
6) Most U.S. employees are excited about their jobs.

Answer: FALSE
Explanation: The text reports that 73 percent of U.S. workers are not excited about their jobs, so
this statement is false.
Objective: 10.1
1
Copyright © 2011 Pearson Education, Inc
7) Maslow's hierarchy of needs proposes that all needs are sought after to an equal degree at all
times.
Answer: FALSE
Explanation: Maslow's theory states that people's needs form a psychological hierarchy. Basic
needs come first, and once satisfied other needs emerge as more urgent. At any one time, one
level of needs overshadows all or most of the others, meaning that needs are not sought after to
an equal degree at all times.
AACSB: Reflective Thinking
Objective: 10.2
8) Maslow argued that each level in the needs hierarchy must be substantially satisfied before the
next becomes dominant.
Answer: TRUE
Explanation: Maslow maintained that each level must be reasonably satisfied before the
individual can move on to the next level. For example, if basic safety and security needs are not
met, it is very hard for a person to worry about social status or self-esteem.
Objective: 10.2
9) Maslow contends that lower-order needs are satisfied internally and higher-order needs are
satisfied externally.
Answer: FALSE
Explanation: Maslow thought the opposite was true. Lower-order needs such as food and shelter
were external needs, satisfied by material things and outside relationships. Higher-order needs
were more psychological, satisfied by internal feelings and perceptions.
Diff: 2 Page Ref: 267-268
Objective: 10.2
10) In Maslow's system, a person takes care of social needs before worrying about personal
safety.
Answer: FALSE
Explanation: In Maslow's scheme, personal safety comes before, not after, social needs.
Objective: 10.2
2
11) In Maslow's view, the key to understanding motivation is to understand where in the
hierarchy of needs a person is located.
Answer: TRUE
Explanation: Maslow thought that a person's level in the needs hierarchy determined his or her
priorities in life. If a person has not fulfilled basic needs of food, shelter, and safety, it is very
hard for him or her to focus on higher-order concerns. So motivation for any one item would
vary depending on where the person was in the hierarchy. For example, a person whose material
needs were fully taken care of might be motivated to move on to higher-order needs of self-
actualization, but only after those more basic needs were fully satisfied.
Objective: 10.2
12) Maslow states that people can no longer be motivated by a given need if it is largely taken
care of.
Answer: TRUE
Explanation: A good example of this would be to look at motivations of a wealthy person: with
all of his or her material needs taken care of, this person has little motivation to work hard for
rewards that would bring only material benefit. In order to motivate this kind of person, the
reward would need to include elements of self-esteem and self-actualization.
Objective: 10.2
13) Maslow's empirical studies provided substantial proof of the validity of his hierarchical
model.
Answer: FALSE
Explanation: No empirical studies have ever been made to validate Maslow's ideas, even though
they are compelling and intuitively appealing.
Objective: 10.2
14) Most people enjoy work and responsibility and generally have a Theory X view of life.
Answer: FALSE
Explanation: People who enjoy work and responsibility have a Theory Y, not a Theory X, view
of life. McGregor thought that most people responded best to a Theory Y approach, but there is
no rigorous proof to support either a Theory X or a Theory Y view of human nature.
AACSB: Analytic Skills
Objective: 10.2
15) Managers with a Theory Y view of life think people need to be given the freedom to make
their own choices.
Answer: TRUE
Explanation: Theory Y assumes that freedom and choice are essential for motivating people as
opposed to fear and coercion.
Objective: 10.2
3
16) McGregor holds the opinion that managers are less successful when they adopt a Theory Y
view of human nature.
Answer: FALSE
Explanation: McGregor advocated a Theory Y view management. He thought that people
responded better when managers adhered to a Theory Y approach and people were given
responsibility and freedom rather than pressure and intimidation.
Objective: 10.2
17) Using fear as a motivator is a Theory X management style.

Answer: TRUE
Explanation: A key component of a Theory X point of view is to use fear, punishment, and other
negatives to motivate people to do what is required.
Objective: 10.2
18) In Herzberg's view, removing a factor of dissatisfaction makes a person more satisfied with
his or her job.
Answer: FALSE
Explanation: In Herzberg's view, removing a source of job dissatisfaction only reduces
dissatisfaction—it does not increase satisfaction. Only by improving some internal motivator can
a person's job satisfaction increase, according to Herzberg.
Objective: 10.2
19) In Herzberg's view, removing a hygiene factor makes a person less dissatisfied with his or
her job.
Answer: TRUE
Explanation: Herzberg's hygiene factors are extrinsic sources of dissatisfaction. Removing or
improving a hygiene factor results in reducing job dissatisfaction.
Objective: 10.2
20) McClelland proposed that people with a high nAch simply want to do things better than other
people.
Answer: TRUE
Explanation: McClelland felt that nAch was an innate drive to achieve. In many cases it
manifested itself in a person seeing an existing state of affairs and feeling that he or she can
improve the situation and do a better job than the people who came before.
Objective: 10.2
4
21) McClelland thinks that having a high nAch guarantees that a person will be a good manager.
Answer: FALSE
Explanation: Managers with high nAch may be good at achieving their own personal goals, but
they may not be good at encouraging and helping others achieve similar goals. So having a high
nAch is no guarantee that a person will be a good manager
Objective: 10.2
22) Goal-setting theory states that having specific goals improves performance.
Answer: TRUE
Explanation: Goal-setting theory postulates that in general, goals increase performance.
Objective: 10.3
23) Goal-setting theory shows that feedback from a superior provides better motivation than self-
generated feedback.
Answer: FALSE
Explanation: Goal-setting theory states the opposite: self-generated feedback is the best kind of
feedback and the most powerful motivator. A person who monitors herself and sees her
performance as less than optimum will have greater motivation to address problems and fix the
situation.
Objective: 10.3
24) The job characteristics model, or JCM, holds that the three core job dimensionsskill variety,
task identity, and task significancecombine to give work true meaning.
Answer: TRUE
Explanation: The JCM sees those three dimensions together combing to create "meaningful
work." Managers who design jobs that feature those characteristics are likely to get employees
who value the work that they do.
Objective: 10.3
25) In the JCM, autonomy and feedback are not core dimensions for a job.
Answer: FALSE
Explanation: The JCM sees skill variety, task identity, and task significance as the core
dimensions that give work meaning. Those three dimensions combine with autonomy and
feedback to create jobs that workers are motivated to perform.
Objective: 10.3
5
26) Equity theory has three referent categories to which workers compare themselves: persons,
systems, and self.
Answer: TRUE
Explanation: In equity theory referents are entities to which a person compares herself. A
referent can be another person who holds a similar job, a system she is familiar with, or she can
also compare her current situation with her own values and inner sense of fairness.
Objective: 10.3
27) Equity theory holds that employees who feel underpaid will decrease their level of effort and
performance in response to feelings of inequity.
Answer: TRUE
Explanation: An underpaid individual will see inequity as discouraging and dispiriting. The
more unfair the individual sees the situation to be, the less likely he is to be motivated to perform
at a high level.
Objective: 10.3
28) Vroom's expectancy theory sees a link between effort and performance, performance and
reward, and rewards and individual goals as the keys to motivation.
Answer: TRUE
Explanation: Vroom's theory sees the three key relationships in motivation as: effort-
performance, performance-reward, and rewards-individual goals.
Objective: 10.3
29) Vroom's expectancy theory would say that a worker with a higher expectation of
performance will apply more effort to a job.
Answer: TRUE
Explanation: In expectancy theory, a person assesses the task and estimates how much effort
will be needed. The effort applied will generally match the effort estimated, as long as the
situation seems reasonable and possible and the goal is desirable.
Objective: 10.3
30) According to expectancy theory, managers should give all workers the same rewards.
Answer: FALSE
Explanation: The opposite is true—expectancy theory posits that different workers value
rewards very differently. One worker may be motivated by increase pay, while another may
ignore dollar issues and be motivated by freedom and autonomy.
Objective: 10.3
6
31) Motivation theories do not work well in U.S. organizations because of the emphasis
Americans place on individualism and achievement.
Answer: FALSE
Explanation: The value that Americans place on individualism and achievement makes them
particularly well-matched to motivation theories. In more collectivist societies, motivation can
work on different premises and principles and be more difficult to increase using the ideas stated
in motivation theories.
Objective: 10.4
32) Job sharing improves production by allowing people to fit their jobs better into their
lifestyles.
Answer: TRUE
Explanation: Workers who can solve complicated lifestyle issues using job sharing generally
perform better than those who need to juggle job and family duties.
Objective: 10.4
33) An advantage of telecommuting is that companies do not necessarily have to be located near
their workforce.
Answer: TRUE
Explanation: Telecommuting allows workers to perform duties at remote locations without being
in physical contact with management. This increases efficiency and motivation in many cases.
AACSB: Technology
Objective: 10.4
34) Telecommuting satisfies the needs of employees to interact socially.

Answer: FALSE
Explanation: A disadvantage of telecommuting is that many workers need the interaction of the
work environment for social reasons. Without social interaction, some workers tend to feel
isolated, lonely, and unhappy.
AACSB: Technology
Objective: 10.4
35) Today's workplaces provide a wide range of scheduling options and benefits that allow
employees more flexibility at work and allow them to better balance or integrate their work and
personal lives.
Answer: TRUE
Explanation: Many different options exist for today's workers, including flextime, job sharing,
telecommuting, and using compressed work weeks. All of these arrangements allow many
workers to lead more balanced and productive lives.
Objective: 10.4
7
36) Professionals are best motivated by extra pay and promotion within the organization.
Answer: FALSE
Explanation: Most professionals are fairly well paid and not terribly interested in status. So
higher pay or promotions do not motivate these people. Instead, professionals prize challenging
and meaningful work.
Objective: 10.4
37) Open-book management programs motivate by giving employees a greater sense of

ownership in the company.
Answer: TRUE
Explanation: Open-book management allows employees to see how their actions and decisions
affect the company as a whole. With a stake in the company and its future, employees can be
motivated to work harder and smarter.
Objective: 10.4
38) Pay-for-performance programs pay employees for their time rather than for their output.
Answer: FALSE
Explanation: Pay-for-performance includes paying by the piece or paying for productivity rather
than rewarding employees for simply putting in their hours.
Objective: 10.4
39) Motivation is NOT ________.

A) a permanent personal trait
B) a process that leads to a goal
C) something that varies from situation to situation
D) something that requires a direction
Answer: A
Explanation: A) Motivation by definition is a process with a direction that leads to a goal. Rather
than an innate characteristic, motivation can vary from task to task and situation to situation. This
leaves a permanent personal trait as the correct response. Since motivation can change from
situation to situation for the same person, it cannot be a permanent personal trait.
Objective: 10.1
8
40) Which element of motivation is a measure of intensity or drive?
A) direction
B) effort
C) persistence
D) achievement
Answer: B
Explanation: B) Achievement is the goal that a person wants to attain, while direction is the path
to that goal. The drive and intensity that the person applies to attaining that goal is effort, making
effort the correct response. Finally, persistence is how sustained over time an effort is, not a
measure of intensity.
Objective: 10.1
41) The direction of an individual's motivation can be channeled to benefit ________.

A) only an organization
B) both individuals and/or organizations
C) only an individual
D) an individual's family only
Answer: B
Explanation: B) Motivation can be personal or more general and include an organization. Most
organizational management theorists concerned themselves with organizational motivation,
which is motivation to attain an organization's goals only. Personal motivation refers to an
individual and/or her family only. Since general motivation can involve both an individual and
his or her organization, that is the correct response.
Objective: 10.1
42) About ________ of the U.S. workforce is excited about work.

A) one-quarter
B) one-half
C) a little over half
D) about three-quarters
Answer: A
Explanation: A) According to data presented in this text, some 73 percent of workers were not
excited about their jobs. Lacking excitement implies that these people also are deficient in
motivation. This means that only about 27 percent, or about one-quarter of the U.S. workforce is
actually excited about work.
Objective: 10.2
9
43) Maslow's theory is a hierarchy because ________.
A) all needs are equal
B) all needs are important
C) needs are satisfied sequentially
D) needs are never truly satisfied
Answer: C
Explanation: C) A hierarchy implies that some elements have a higher rank and take precedence
over others, and that is exactly what Maslow proposes. In his scheme, need levels are supplied
one after another. When one level is taken care of, a person moves on to the next. This makes
needs that are satisfied sequentially the correct response and rules out all needs being equal or
important since equal or equally important needs would not constitute a hierarchical system.
Needs never being truly satisfied can also be ruled out since the question of satisfying needs does
not address the issue of whether or not Maslow's scheme qualifies as a hierarchy.
Objective: 10.2
44) Maslow sees food as being on the same level of need as which of the following?
A) sex
B) companionship
C) self-esteem
D) personal safety
Answer: A
Explanation: A) Maslow sees things such as food, shelter, and sex as physiological needs that
occupy the same level, making sex the correct response. Personal safety is on the next higher
level, while companionship and self-esteem each lie one level up, respectively.
Objective: 10.2
45) According to Maslow, a person stranded on a desert island would ________ before she
worried about making weapons.
A) look for other people
B) build a house
C) start a family
D) establish her status on the island
Answer: B
Explanation: B) Maslow would see looking for other people and starting a family as social
needs, and establishing island status as an esteem need. All three of these needs would come after
building a house, which would qualify as supplying oneself with shelter, making that the correct
response.
Objective: 10.2
10
46) An individual who wants to buy a home in a neighborhood with a low crime rate is satisfying
which need?
A) esteem
B) safety
C) physiological
D) self-actualization
Answer: B
Explanation: B) Crime is something that threatens the personal safety of an individual. Living in
an area of low crime, therefore, would be a safety issue, making safety the correct response, and
eliminating all other choices.
Objective: 10.2
47) Maslow argued that once a need is substantially satisfied, ________.

A) the next need becomes dominant
B) individuals no longer require that need
C) that need continues to be the primary motivation of an individual
D) it becomes a higher-order need
Answer: A
Explanation: A) The key to Maslow's scheme is that it is hierarchical. Needs are satisfied in a
sequential manner. At any given level, a person worries almost exclusively about that level's
needs, and does not move on to higher needs until the current level's needs are satisfied. This
makes the next need becoming dominant the correct response and rules out that need continuing
as primary motivation, since primary motivation shifts once a need has been taken care of.
Becoming a higher-order need is wrong because needs do not get passed up the hierarchy.
Individuals no longer requiring that need can be ruled out because needs do not disappear once
they have been satisfied. A person cannot completely ignore lower-level needs once they are
taken care of—they simply become lower in priority.
Objective: 10.2
48) Maslow believes that higher-order needs ________.

A) are satisfied externally
B) are satisfied first
C) are satisfied internally
D) are satisfied most often
Answer: C
Explanation: C) Maslow sees lower order needs as being satisfied first and satisfied externally
by material items such as food and water. He sees higher self-actualization needs as internal and
coming from within a person, making being satisfied internally the correct response. Being
satisfied most often is incorrect because these higher-order needs are generally the ones left for
last and are least likely to be totally taken care of.
Objective: 10.2
11
49) The key to motivation, according to Maslow, is to identify ________.
A) higher-order needs first
B) a person's level in the needs hierarchy
C) lower-order needs last
D) a person's most important level in the needs hierarchy
Answer: B
Explanation: B) Maslow thinks that a person who is worried about, for example, finding food,
cannot focus or be motivated by higher-order concerns such as self-esteem. Therefore,
understanding a person's position in the hierarchy is the key to motivation. If you can find the
correct level, you can identify how to motivate the person. These ideas eliminate the notion of
taking higher, lower, or "most important" levels as the key to motivation.
Objective: 10.2
50) Maslow's hierarchical model ________.

A) has been validated by a number of studies
B) has never been validated by studies
C) has been validated by empirical studies
D) has been invalidated by intuitive means
Answer: B
Explanation: B) No empirical studies have ever validated Maslow's model. This makes having
never been validated by studies the correct response and eliminates having been validated by a
number of studies or empirical studies. Intuitively, Maslow's model makes sense, so it has never
been invalidated by intuitive means.
Objective: 10.2
51) Self-actualization most closely corresponds to ________.

A) satisfying basic animal needs
B) fitting in with others
C) feeling aware of one's strengths
D) becoming a whole person
Answer: D
Explanation: D) Self-actualization fits in with self-fulfillment and reaching one's potential, both
fitting best with becoming a whole person. Being aware of one's strengths, fitting in with others,
or satisfying basic needs are not synonymous with self-fulfillment, so all three choices are
incorrect.
Objective: 10.2
12
52) Which of the following is a lower-order need in Maslow's hierarchy?
A) love
B) self-worth
C) independence
D) personal safety
Answer: D
Explanation: D) Maslow considers the first two levels, the physiological and safety levels, to be
lower-order, and the other three levels to be higher-order. Since love and independence would
qualify as esteem needs, they can be eliminated as possible correct responses. Self-worth would
be a self-actualization need so it too could be eliminated. That leaves personal safety as the
correct response with personal safety being a lower-order need.
Objective: 10.2
53) ________ assumes that employees have little ambition, dislike work, and avoid
responsibility.
A) Theory Y
B) Theory X
C) Self-actualization Need Theory
D) Belongingness Need Theory
Answer: B
Explanation: B) McGregor's theories divide human nature into two categories. Theory Y people
have a positive outlook, welcome responsibility, want to work hard and provide their own
direction. Theory X people, on the other hand, are driven by fear, lack ambition, avoid
responsibility, and need to be coerced or forced to work hard. This makes Theory X the correct
response and eliminates Theory Y. The remaining two choices can also be ruled out because they
are not recognized theories of human nature.
Objective: 10.2
54) Theory Y assumes that people inherently ________.

A) are driven by fear
B) are unhappy
C) want to control their own destiny
D) don't trust one another
Answer: C
Explanation: C) McGregor sees Theory Y people as the opposite of being fundamentally
unhappy, driven by fear, or mistrustful. Those are all Theory X traits and incorrect responses for
this question. The positive outlook of Theory Y individuals would mean that they would want to
control their own destinies, making that the correct response.
Objective: 10.2
13
55) Theory X assumes that people work hard ________.
A) only when they are forced
B) because they enjoy a sense of accomplishment
C) whether or not they are paid
D) out of a sense of fairness
Answer: A
Explanation: A) Theory X holds that people are basically lazy and lack ambition. This would
mean that workers would not work hard purely for accomplishment, to be fair, or without
compensation, making all of these choices incorrect. What would motivate a Theory X individual
would be force, threats, or coercion, making being forced the correct response.
Objective: 10.2
56) A manager with a Theory X view of human nature would ________.

A) be unlikely to allow workers to work independently
B) be likely to let workers work independently
C) allow workers to monitor themselves
D) trust his workers
Answer: A
Explanation: A) A Theory X manager would lack a sense of trust, so he would not allow his
workers to monitor themselves or work completely on their own. Without a sense of trust, the
Theory X manager would be unlikely to let workers work on their own, making that the correct
response.
Objective: 10.2
57) A manager with a Theory Y view of human nature would be likely ________.
A) not to try to challenge his workers
B) to try to challenge his workers
C) to try to intimidate his workers
D) to monitor his workers closely
Answer: B
Explanation: B) A Theory Y point of view holds that people respond best to positive motivators,
such as a challenge. This makes trying to challenge his workers the correct response and
eliminates not challenging them. Intimidation and close monitoring are both Theory X methods
of motivation, so both are incorrect for this question.
Objective: 10.2
14
58) Workers with a Theory X point of view would be likely to respond to ________ best.
A) kindness
B) a hands-off approach
C) fear of losing their job
D) freedom to modify their job
Answer: C
Explanation: C) Fear is a major motivator for individuals that have a Theory X point of view.
That makes fear of losing their job the correct response. Kindness and freedom to work
somewhat independently are Theory Y modes of motivation and so would be unlikely to be
effective for motivating workers under a Theory X point of view.
Objective: 10.2
59) Workers with a Theory Y point of view would be likely to ________.

A) just want to collect a paycheck
B) love their job more than the money they make
C) avoid work unless rewards were high
D) avoid responsibility for their actions
Answer: B
Explanation: B) Theory Y workers would be likely to enjoy working hard. This would eliminate
just wanting to collect a check, being a shirker, or failing to be accountable as correct responses.
A Theory Y person would be likely to love his or her job, so loving their job more than the
money they make is the correct response here.
Objective: 10.2
60) According to Herzberg, which kind of characteristics are most closely associated with job
dissatisfaction?
A) intrinsic things that come from within themselves
B) extrinsic things that come from the outside
C) lack of advancement
D) the goals of the job
Answer: B
Explanation: B) Herzberg sees dissatisfaction being determined by external factors: working
conditions, relationships with others, pay rate, and so on. When these factors are unfavorable,
workers are highly dissatisfied. This means that extrinsic things is the correct response and
intrinsic things is incorrect. Job goals and advancement issues are largely internal factors, so
these two choices can be eliminated as correct responses.
Objective: 10.2
15
61) According to Herzberg's Motivation-Hygiene theory, ________ are associated with job
satisfaction.
A) rewards
B) punishments
C) hygiene factors
D) motivators
Answer: D
Explanation: D) Herzberg sees motivation as driven purely by internal factors—a worker's sense
of achievement, appreciation, growth, and so on. These internal factors are termed motivators by
Herzberg, making motivators the correct response, and eliminating the other responses.
Objective: 10.2
62) According to Herzberg, which of the following is considered a motivator?

A) pay
B) working conditions
C) hygiene factors
D) responsibility
Answer: D
Explanation: D) Herzberg's motivators are all intrinsic factors that are involved with self-esteem
and self-actualization rather than external, material concerns. Pay, working conditions, and
hygiene factors all qualify as external factors and so by definition are not motivators. A sense of
responsibility is an internal factor, so it is classified as a motivator, making responsibility the
correct response.
Objective: 10.2
63) According to Herzberg, favorable hygiene factors can cause an employee to feel ________.
A) satisfied
B) not dissatisfied
C) dissatisfied
D) indifferent
Answer: B
Explanation: B) In Herzberg's view, hygiene factors are the factors that affect dissatisfaction
only—not satisfaction. Thus, when hygiene factors are favorable, dissatisfaction is low, making
"not dissatisfied" the correct response and "dissatisfied," as its opposite, incorrect. Since hygiene
factors cannot influence satisfaction, "satisfied" is eliminated. The term indifferent was not
specifically used by Herzberg so that choice is incorrect.
Objective: 10.2
16
64) According to Herzberg, the opposite of the state of being satisfied is ________.
A) the opposite of dissatisfied
B) not satisfied
C) an extrinsic factor
D) the opposite of intrinsic
Answer: B
Explanation: B) It would seem logical that satisfied would be the opposite of dissatisfied, but in
Herzberg's formulation, satisfaction and dissatisfaction are two separate entities that don't
intersect. Thus, the opposite of satisfied is not satisfied rather than dissatisfied. This makes "not
satisfied" the correct response and eliminates "the opposite of dissatisfied." Both "an extrinsic
factor" and "the opposite of intrinsic" are incorrect because they do not describe the state of
being satisfied.
Objective: 10.2
65) According to Herzberg, when an extremely dissatisfied employee gets an improved salary
and working conditions, he ________.
A) becomes more motivated and more satisfied
B) becomes less motivated and less satisfied
C) becomes more dissatisfied and his motivation increases
D) becomes less dissatisfied and his motivation is unaffected
Answer: D
Explanation: D) In Herzberg's view, dissatisfaction is not involved with motivation. Factors that
cause dissatisfaction can be improved—which will decrease dissatisfaction but at the same time
will not affect motivation one way or another. Putting these ideas together, the choices regarding
becoming more motivated and more satisfied as well as becoming less motivated and less
satisfied can be eliminated as correct answer because both involve motivation. The choice
regarding becoming more dissatisfied and increasing motivation simply gets the situation wrong,
as dissatisfaction would not increase. This leaves the correct response, which indicates that
dissatisfaction would decrease and motivation would not change.
Objective: 10.2
66) According to Herzberg, what controls satisfaction and motivation?

A) intrinsic factors
B) extrinsic factors
C) both intrinsic and extrinsic factors
D) extrinsic and security factors
Answer: A
Explanation: A) Herzberg feels that motivation and satisfaction are controlled entirely by
internal self-actualization type factors such as a sense of achievement, importance, and
recognition. Those factors are called motivators, and they come from within so they are termed
intrinsic factors. This makes intrinsic factors the correct response and the other three choices all
incorrect because they all feature extrinsic factors.
Objective: 10.2
17
67) According to Herzberg, hygiene factors ________.
A) help people avoid infections
B) control motivation but not satisfaction
C) control dissatisfaction but not satisfaction
D) control motivation and satisfaction
Answer: C
Explanation: C) Herzberg separates satisfaction and dissatisfaction using hygiene factors.
Hygiene factors are strictly concerned with dissatisfaction. When hygiene factors are favorably
taken care of, dissatisfaction is minimal; when they are unfavorable, dissatisfaction is high.
These ideas make "controlling dissatisfaction but not satisfaction" the correct response and
eliminate the other three choices. Helping people avoid infections is wrong because hygiene
factors do not influence health. The remaining two choices are incorrect because hygiene factors
are not involved with motivation or satisfaction.
Objective: 10.2
68) According to Herzberg, in order to provide employees with job satisfaction, managers should
concentrate on ________.
A) salary and status
B) working conditions
C) achievement and recognition
D) security
Answer: C
Explanation: C) Of the choices provided, only achievement and recognition identify what
Herzberg called motivators that are determining factors for job satisfaction. Salary, status,
working conditions, and security are all hygiene factors, which according to Herzberg affect job
dissatisfaction but not job satisfaction. Therefore, achievement and recognition is the correct
response.
Objective: 10.2
69) Which of the following holds that intrinsic factors are related to job satisfaction, and
extrinsic factors are related to job dissatisfaction?
A) Maslow's hierarchy of needs
B) McGregor's Theory X and Theory Y
C) Vroom's expectancy theory
D) Herzberg's motivation-hygiene theory
Answer: D
Explanation: D) Maslow's hierarchy of needs discusses internal and external factors, but not in
terms of job satisfaction, so it is an incorrect choice. Neither McGregor's X and Y theories or
Vroom's expectancy theory directly address job satisfaction so they are both incorrect. Herzberg's
motivation- hygiene theory is a job satisfaction/dissatisfaction theory, so it is the correct choice.
Objective: 10.2
18
70) Herzberg has had the greatest influence on which of the following?
A) employee pay scales
B) work conditions
C) how managers design jobs
D) labor-management relations
Answer: C
Explanation: C) Herzberg's motivation-hygiene ideas have been given credit for spawning
interest in job design and contributing in a major way to the Job Characteristics Model, the most
complete job design system. All of these facts lead to the conclusion that Herzberg had a great
influence on job design, and not compensation, work conditions, or labor relations.
Objective: 10.2
71) Which of the following is true of the three early theories of motivation?
A) Maslow focuses on job satisfaction.
B) McGregor focuses on the needs of the individual.
C) Both McGregor and Herzberg focus on human nature.
D) Only McGregor focuses on human nature.
Answer: D
Explanation: D) Maslow focused on needs, not job satisfaction, so Maslow focusing on job
satisfaction is not a correct choice. McGregor focused on human nature, making McGregor
focusing on individual needs incorrect and only McGregor focusing on human nature the correct
response. The remaining choice is incorrect because it identifies Herzberg as also focusing on
human nature, which is not true.
Objective: 10.2
72) Which of the following is true of the three early theories of motivation?
A) Herzberg focuses on job satisfaction.
B) McGregor does not address motivation.
C) Maslow focuses on job satisfaction.
D) Herzberg focuses on needs.
Answer: A
Explanation: A) Maslow focused on needs, not job satisfaction, so Maslow focusing on job
satisfaction is not a correct choice. McGregor focused on human nature, not needs, making
McGregor not addressing motivation incorrect. Herzberg focusing on job satisfaction is correct
because it identifies Herzberg as focusing on job satisfaction, which at the same time eliminates
the remaining choice because it associates Herzberg with needs.
Objective: 10.2
19
73) Which of the following was directly influenced by Herzberg's two-factor theory?
A) Maslow's hierarchy of needs
B) the job characteristics model
C) McClelland's three-needs theory
D) expectancy theory
Answer: B
Explanation: B) Herzberg's work on job satisfaction stimulated many researchers to focus on job
design. The most important work to stem from Herzberg's work is the JCM or Job Characteristics
Model developed by Hackman and Oldham, which identified the core dimensions in jobs that
people valued. This makes the job characteristics model the correct response and eliminates the
work of Maslow, McClelland, and Vroom (expectancy theory) as correct choices.
Objective: 10.2
74) Which three needs are recognized in McClelland's three-needs theory?

A) achievement, power, security
B) achievement, power, affiliation
C) power, comfort, stimulation
D) security, self-interest, affiliation
Answer: B
Explanation: B) McClelland identified the basic needs that are major motivations in work as the
need for power, the ability to influence others; affiliation, the need to have meaningful
relationships with others; and achievement, the need to be successful and strive to be excellent.
Of the three needs, only nAch (achievement) has been studied and applied extensively. The only
choice that correctly identifies nAch, nPow, and nAff correctly is achievement, power, affiliation.
Objective: 10.2
75) Which of the following suggests that humans have an innate desire for friendly and close
interpersonal relationships?
A) need for achievement
B) need for power
C) need for fulfillment
D) need for affiliation
Answer: D
Explanation: D) McClelland identified nAff as the human need for close and meaningful
relationships with other human beings. Obviously, different people have different requirements
in this area, but nearly all people possess the need to form relationships at least to some degree.
Objective: 10.2
20
76) You would expect a successful inventor of a new type of heart valve to have a high
________.
A) nAff
B) nPow
C) nAch
D) nFun
Answer: C
Explanation: C) An inventor would be likely to be someone who wanted to "do something
better" and strive to create a successful product or other type of innovation. This need to excel
and exceed what has already been done is a classic characteristic of nAch, the need for
achievement and not any of the other choices provided in this question.
Objective: 10.2
77) Surprisingly, most successful managers don't have this.

A) high IQ
B) high nPow
C) high nAch
D) low IQ
Answer: C
Explanation: C) The talent that some of the best managers have is not for achieving personal
goals but rather to be a facilitator and help others to achieve goals. Accordingly, this type of
manager does not have a high nAch, making high nAch the correct response. There is no
evidence that successful managers have either a low or a high IQ, so neither of these two choices
would be correct answers for this question. One would not be surprised if a successful manager
had high nPow, so that choice is incorrect.
Objective: 10.2
78) Successful managers tend to have this more than any other trait.
A) low nPow
B) high nPow
C) high nAch
D) high nAff
Answer: B
Explanation: B) Since a large part of what managers do is control other people, it is not
surprising that successful managers tend to have a high need for power, nPow. This makes high
nPow correct and eliminates low nPow as a correct response. High nAff can be ruled out because
most successful managers do not have high nAffs. Finally, high nAch can be ruled out because
many managers are much better at helping others achieve goals than achieving their own goals,
giving them only a moderate to low nAch rating.
Objective: 10.2
21
79) Successful managers tend to be better at ________.
A) doing their own work than helping others
B) identifying their own goals than identifying goals of subordinates
C) helping others achieve goals rather than themselves
D) accomplishing goals rather than identifying goals
Answer: C
Explanation: C) Successful managers are often better facilitators than they are personal
achievers, making helping others achieve goals rather than themselves correct and doing their
own work and accomplishing goals incorrect. Identifying their own goals is wrong because it
puts the goals of the manager ahead of the goals of the people she manages, again something that
is not common in successful managers.
Objective: 10.2
80) The most influential of McClelland's needs by far has been ________.
A) need for achievement
B) need for power
C) need for recognition
D) need for affiliation
Answer: A
Explanation: A) McClelland identified three basic needs, the need for power, affiliation, and
achievement. nAch by far has received the most attention and has had the most influence on
managerial theory, making need for achievement the correct response. The other McClelland
needs, nPow and nAff, have not been extensively studied or tested in academic circles. Finally,
need for recognition is incorrect because it is not one of McClelland's official categories.
Objective: 10.2
81) Which is the best summary of goal-setting theory?

A) Goals make no difference in performance.
B) Specific goals increase performance.
C) Always make your goals a bit higher than you can reach.
D) Easy goals make for happier employees.
Answer: B
Explanation: B) Goal-setting theory starts with a basic premise: goals increase performance. The
relationship isn't absolute or linear but it is consistent in most job situations. This makes "specific
goals increasing performance" the correct response and eliminates "goals making no difference"
as a correct choice. Though "easy goals" as a choice is intriguing, there is no evidence to support
the idea that easy goals make employees happy, and the assertion only makes a limited amount
of sense. Similarly, "always making goals above your reach" is plausible but has no supporting
evidence and may or may not be a wise course of action to take.
Objective: 10.3
22
82) Setting goals definitely seems to ________.
A) increase performance and motivation
B) increase motivation but not performance
C) decrease performance but increase motivation
D) decrease motivation and performance
Answer: A
Explanation: A) Credible evidence suggests that goals make people give more effort and
increase the likelihood that their effort will result in success. This makes increasing performance
and motivation the correct response since it identifies both performance and motivation to be
positively influenced by goals. None of the other choices listed here show an increase in both
performance and motivation so they all can be eliminated as correct responses.
Objective: 10.3
83) In goal-setting theory, which of the following is the best kind of feedback?
A) feedback from a superior
B) feedback from a peer
C) self-feedback
D) group feedback
Answer: C
Explanation: C) Evidence shows that worker performance improves if the worker gets feedback
on how he is doing. The most effective kind of feedback is self-generated, making self-feedback
the correct response and eliminating feedback from outsiders that include a superior, a colleague,
or a group of coworkers.
Objective: 10.3
84) In which kinds of cultures do goal-setting theory ideas seem to do best?

A) high power distance, high uncertainty avoidance
B) low power distance, high uncertainty avoidance
C) high power distance, low uncertainty avoidance
D) low power distance, low uncertainty avoidance
Answer: D
Explanation: D) Goal-setting theory works best in an individualistic, achievement-oriented
society. This kind of society would be risk-taking and not overly concerned with the possibility
of displeasing capricious, overly powerful superiors. All of these traits translate to a low power
distance (bosses and subordinates somewhat equal in status) and low uncertainty avoidance (risk-
taking) culture. "Low power distance and low uncertainty avoidance" is the only choice that
identifies this culture, making it the correct response and the other choices incorrect.
AACSB: Diversity
Objective: 10.3
23
85) Goal-setting tends to do well in ________, where its basic ideas align well with general
cultural values.
A) North America
B) South America
C) India and China
D) the Middle East
Answer: A
Explanation: A) Citizens of the United States and Canada live in achievement-oriented, risk-
taking, low power distance, highly individualistic societies that seem to respond well to goals
and incentives. South American, Asian, and Middle Eastern cultures tend to be less
individualistic than North America, so these choices can be eliminated as correct responses.
AACSB: Diversity
Objective: 10.3
86) The job characteristics model (JCM) maintains that ________ is critical to motivating
workers.
A) how workers are treated
B) how jobs are designed
C) equal treatment for all
D) setting goals
Answer: B
Explanation: B) The JCM postulates that if jobs are designed correctly, workers will be more
productive, more motivated, and happy in their jobs. The theory encompasses a large range of
issues that include setting proper goals and good treatment for workers. However, job design is
by far the most critical element to JCM making "how jobs are designed" the correct response and
the other responses incorrect.
Objective: 10.3
87) The JCM contends that meaningful work is ________.

A) high paying
B) always difficult
C) considered important and valuable by the worker
D) considered unimportant to managers
Answer: C
Explanation: C) JCM contends that the first three core dimensions together determine the
meaningfulness of work—something that workers value highly. This makes "being considered
important and valuable" correct. "High paying" and "always difficult" are incorrect because they
don't identify key elements of the three core dimensions that make up meaningful work
according to JCM. "Being considered unimportant to managers" is incorrect primarily because it
is untrue—most thoughtful managers do consider meaningful work to be
important.
Objective: 10.3
24
88) The JCM contends that ________ are required in meaningful work.
A) skill variety, task identity, and task significance
B) skill variety, autonomy, and feedback
C) task identity, autonomy, and feedback
D) task significance, autonomy, and feedback
Answer: A
Explanation: A) Skill variety (how many skills are used in a job), task identity (how whole the
work product is), and task significance (how important the job is to the world) are identified in
JCM as the dimensions that collectively make up meaningful work. The correct choice correctly
identifies these components, while the other three choices include only one or two of the
recognized dimensions of meaningful work.
Objective: 10.3
89) The JCM contends that these dimensions are required for a high level of motivation among
workers.
A) high pay, autonomy, feedback
B) meaningful work, autonomy, feedback
C) meaningful work, autonomy, independence
D) autonomy, feedback, good management
Answer: B
Explanation: B) JCM identifies five core dimensions as required for high motivation and high
performance in work: the three meaningful work dimensions—skill variety (how many skills are
used in a job), task identity (how whole the work product is), and task significance (how
important the job is to the world) plus a sense of autonomy and feedback. This makes
"meaningful work, autonomy, feedback" the correct response for this question. It eliminates the
other three choices because they do not include all five of the core dimensions.
Objective: 10.3
90) Autonomy is important in the JCM because it gives the worker ________.
A) time to finish the job
B) help from fellow employees
C) flexibility in dealing with managers
D) a sense of personal responsibility
Answer: D
Explanation: D) People generally perform better when they have a sense of control over their
environment and are not at the mercy of factors that are out of their control. Autonomy in the
work place gives workers a way to manage their own affairs, control their environment, and take
personal responsibility in their work—and for those reasons autonomy is considered a core
dimension. Time to complete a job may be important to workers but it can be achieved without
autonomy. Similarly, help from coworkers and flexibility may be valued, but they are not related
to autonomy so they are not correct responses for this question.
Objective: 10.3
25
91) In the JCM, motivation and satisfaction increase when this is true.
A) The employee feels good about herself.
B) The employee cares about the task.
C) The employee feels rewarded.
D) The employee feels like she belongs.
Answer: B
Explanation: B) Ultimately, successful job design aims to get the worker to take "ownership" of
the task—in other words, to truly care about its successful completion. Feeling good about
yourself, rewarded, or like you belong are all positive items but they are not identified in JCM as
critical factors. Caring is identified in JCM as a critical factor so it is the correct response for this
question.
Objective: 10.3
92) Job enrichment in the JCM seems to work best with people who have ________.
A) a low growth need
B) a high growth need
C) no growth need
D) a variable growth need
Answer: B
Explanation: B) JCM identifies a growth need as an individual's desire to achieve high levels of
self-esteem and self-actualization. Evidence shows that a job that successfully incorporates the
five core JCM dimensions is most successful in creating motivation and excitement for a job
when the job-holder is a person with a high job growth profile. This makes a high growth need
the correct response and eliminates low growth, no growth, and variable growth needs as
possible correct responses.
Objective: 10.3
93) A theory that suggests that employees compare their inputs and outputs from a job to the
ratio of relevant others is known as ________.
A) action motivation
B) goal setting
C) reinforcement theory
D) equity theory
Answer: D
Explanation: D) Equity theory holds that workers measure their situation against ideals to
evaluate how well they are doing in the workplace. What workers generally measure is the ratio
of how much they get out of a job to how much they put in—outcomes-to-input. This identifies
equity theory as the correct response and the other choices mentioned in this question incorrect.
Objective: 10.3
26
94) Equity theory is based primarily on ideas about which of the following?
A) objectivity
B) the importance of work
C) fairness
D) automation
Answer: C
Explanation: C) Equity theory focuses on fairness. The individual in equity theory compares his
situation to that of a meaningful referent—a person, system, or one's own set of values—to
gauge how fair and equitable it is. These ideas are concerned more with fairness than objectivity,
work importance, or automation, meaning that fairness is the correct response and the other three
choices are incorrect.
Objective: 10.3
95) Equity theory recognizes that individuals are concerned with ________.
A) making enough money to live on
B) employers sharing profits
C) comparing their rewards to those of others
D) justice for all people who work
Answer: C
Explanation: C) Equity theory is primarily a comparative system in which individuals gauge
their own situation against other individuals, systems, or their own values. This makes
comparing their rewards to those of others the correct response. People are concerned with
making enough money to live on and justice but neither of these choices is comparative, and, as
is also true of employers sharing profits, they are not directly involved with equity theory.
Objective: 10.3
96) Equity theory uses the ratio of output you get out of your job to the amount of ________.
A) input you put into your job
B) output a referent gets out of a job
C) benefit you get from your job
D) compensation you get from your job
Answer: A
Explanation: A) Equity theory's basic ratio is an output-to-input ratio that compares the output of
what you get from your job to the input of what you put in. That makes "input you put into your
job" the correct choice and rules out "output a reference gets out of a job" because it names an
output and the other two choices because they are neither inputs nor outputs.
Objective: 10.3
27
97) Equity theory compares your own outcomes-to-input ratio to that of ________.
A) your boss
B) a referent
C) the input-to-output ratio of another worker
D) the input-to-output ratio of an idealized worker
Answer: B
Explanation: B) In equity theory, an individual's own output-to-input ratio gets compared to
other entities, which are termed referents. Referents include individuals who hold a similar job
position, systems the job holder is familiar with, or the job holder's individual set of values and
requirements. The two choices regarding input-to-output ratios are incorrect because they
identify input-to-output rather than output-to-input ratios of referents. Your boss is incorrect
because the boss is not a peer and therefore would not qualify as a legitimate referent with which
to gauge one's situation.
Objective: 10.3
98) A referent in equity theory refers to which of the following?

A) a theoretical worker
B) other people and systems only
C) oneself only
D) other people, systems, or oneself
Answer: D
Explanation: D) Referents in equity theory can be other workers, a system to which you can
compare yourself, or your own values and sense of fairness. This makes other people, systems, or
oneself the correct response. The other three choices are not correct because all three are
incomplete—they fail to name all of the different types of referents.
Objective: 10.3
99) In equity theory, a worker's "self" category compares a person's outcomes-to-input ratio with
________.
A) the standards and expectations of other workers
B) the highest paid worker
C) the lowest paid worker
D) the person's own standards and expectations
Answer: D
Explanation: D) Equity theory's "self" category has a worker comparing her own output-to-input
ratio against the ratio she would expect to obtain, based on her own personal set of values,
standards, and sense of fairness with respect to the job she has. This eliminates the three
incorrect choices because each of them refers to other workers.
Objective: 10.3
28
100) Inequity exists when one's own outcomes-to-input ratio ________ that of the referent.
A) is greater than but not less than
B) is less than but not greater than
C) is equal to
D) is greater than or less than
Answer: D
Explanation: D) Inequity in equity theory can exist in two ways—when the outcomes-to-input
ratio is either greater or less than that of the referent. Being less than but not greater than
identifies one kind of inequity, the underrewarded situation, while being greater than but not less
than identifies an overrewarded situation. Being equal identifies equity rather than inequity, so it
is incorrect. Only the correct choice names both kinds of inequity so it is the correct response.
Objective: 10.3
101) Equity exists when one's own outcomes-to-input ratio ________ that of the referent.
A) is greater than
B) is less than
C) is equal to
D) is greater than or less than
Answer: C
Explanation: C) Equity in equity theory exists when a person's job situation is fair: the
outcomes-to-input ratio of what he actually gets matches what he would expect to get as
compared to the referent. The three incorrect choices are incorrect because they all identify
situations of inequity. "Being greater than" identifies a situation of overreward, "being less than"
a situation of underreward, and "being greater than or less than" a situation of both under- and
overreward. Only "being equal" identifies an equity situation, so it is the correct response.
Objective: 10.3
102) In equity theory, an underrewarded individual ________ the work he or she does.
A) is paid too much for
B) is paid too little for
C) is paid fairly for
D) does not complain about
Answer: B
Explanation: B) An underrewarded individual in equity theory gets paid too little for what she
"deserves," making "being paid too little" the correct response and ruling out "being paid too
much" and "being paid fairly." Complaining about compensation is not a recognized part of
equity theory, so that choice cannot be a correct response.
Objective: 10.3
29
103) Underrewarded inequity exists when one's own outcomes-to-input ratio ________ that of
the referent.
A) is greater than
B) is less than
C) is equal to
D) is greater than or equal to
Answer: B
Explanation: B) A situation in which a worker is underrewarded involves an outcomes-to-input
ratio that is less than that of the referent:
worker's ratio < referent's ratio.
This makes "less than" the correct response and eliminates the other choices listed.
Objective: 10.3
104) Overrewarded inequity exists when one's own outcomes-to-input ratio ________ that of the
referent.
A) is greater than
B) is less than
C) is equal to
D) is greater than or equal to
Answer: A
Explanation: A) A situation in which a worker is overrewarded involves an outcomes-to-input
ratio that is greater than that of the referent:
worker's ratio > referent's ratio.
This makes "less than" the correct response and eliminates the other choices listed.
Objective: 10.3
105) In equity theory, distributive justice is concerned with which of the following?
A) comparing one individual to an entire system
B) comparing output-to-input ratios among individuals
C) comparing output-to-input ratios among large groups
D) comparing fairness between different cultures
Answer: B
Explanation: B) Originally, equity theory focused almost exclusively on distributive justice, a
comparison of an individual's outcomes-to-input ratio to that of another individual. The correct
choice identifies distributive justice. Comparing one individual to an entire system identifies
procedural justice in which rather than compare oneself to other individuals, the worker
evaluates the fairness of the entire system—not the correct response here. The remaining two
choices are incorrect because they compare groups, not individuals.
Objective: 10.3
30
106) In equity theory, procedural justice is concerned with which of the following?
A) determining how fair the system is
B) determining how honest one's boss is
C) comparing output-to-input ratios among individuals
D) comparing fairness between different organizations
Answer: A
Explanation: A) In equity theory, procedural justice is a determination by an individual of how
fair the process is by which she is evaluated and compensated for her efforts. Generally, if the
individual sees the system as fair and does not show bias or favoritism, she is more willing to put
up with what might otherwise be identified as inequity. From this description, it is clear that
determining the fairness of the system is the correct response. The other choices here do not
specifically focus on the system itself and the process by which rewards are allocated, so they are
incorrect.
Objective: 10.3
107) In equity theory, an underrewarded individual is likely to ________.

A) have high motivation to show her value to the organization
B) lack motivation because she does not receive enough reward for what she does
C) have just the right motivation to get the job done
D) have high motivation due to high self esteem
Answer: B
Explanation: B) Underrewarded individuals are underpaid or undercompensated in some other
way. They are putting more into the job than they are getting out. This typically decreases
motivation due to a perception of unfairness, making lack of motivation the correct response.
High motivation to show value to the organization and just the right motivation can be eliminated
because they do not identify low motivation. Having high motivation due to high self esteem can
be ruled out because it identifies the situation as one of equity, which is not true.
Objective: 10.3
108) The first variable in expectancy theory involves how much effort a person must exert to
________.
A) receive a given reward
B) attain a certain level of performance
C) finish the job in the shortest period of time
D) finish the job with the lowest possible standards
Answer: B
Explanation: B) In expectancy theory, the first calculation a person must make is the so-called
effort-performance variable: How much effort will I need to put into the task in order to achieve
the performance that is required? Is the job asking for too much? Will I be able to do it without
too much stress or hardship? This description clearly matches attaining a certain level of
performance, making it the correct response. The effort-performance variable does not directly
involve reward, time period, or job standards, so all of these choices are incorrect.
Objective: 10.3
31
109) The second variable in expectancy theory requires the worker to ask him- or herself: If I
perform at a given level, how likely is it that I will ________?
A) attain the reward or outcome I am looking for
B) be promoted to a higher position in the company
C) keep my job
D) be noticed by my superiors
Answer: A
Explanation: A) The second expectancy theory variable is the performance-reward link: Will my
performance result in the reward that has been offered? This reward can be anything, so being
promoted, keeping one's job, and being noticed by superiors are too specific to be the correct
responses. Attaining the hoped-for reward or outcome gives a generic reward, so it is the correct
response.
Objective: 10.3
110) The third variable in expectation theory requires the worker to ask him- or herself which
question?
A) How likely am I to attain this outcome?
B) What do I need to do to attain this outcome?
C) How important is this outcome to me?
D) How important is this outcome to the organization I work for?
Answer: C
Explanation: C) The third variable in expectancy theory is the valence or reward-goals link: Is
the reward that is being offered something that I actually want? Is the reward meaningful to me?
"How important the outcome is to me" best expresses these ideas, so it is the correct response.
"What I need to do to attain this outcome" is more suited to the effort-performance linkage than
valence, while "how likely I am to attain this outcome" matches the performance-reward linkage,
making both choices incorrect. "How important the outcome is to my organization" does not
match any of the three variables, so it is also incorrect.
Objective: 10.3
32
111) In expectancy theory, a person may have the ability to reach a certain goal, but lack
motivation because ________.
A) the goal is too easy
B) the goal is too hard
C) the person's desire to reach the goal is too strong
D) the person has no strong desire to reach the goal
Answer: D
Explanation: D) The valence or attractiveness that a goal has for an individual is critical to
motivation. A goal that is worth everything to one individual might be meaningless to a second
individual. Expectancy theory takes this fact into account, maintaining that there is no
universally agreed-upon reward that will guarantee high motivation. The person having no strong
desire is the correct response here, since it states that motivation is reduced when valence for a
goal is low. How easy or hard the goal is to reach may affect attainment of a goal but not
motivation to reach the goal, so those choices are not correct. The person's desire to reach the
goal being too strong is incorrect because it identifies a situation of high, not low motivation.
Objective: 10.3
112) A key element of expectancy theory might be summarized by saying ________.

A) most people are motivated by money
B) everyone is always motivated by fear of failure
C) everyone is motivated by the same thing
D) everyone is motivated by something different
Answer: D
Explanation: D) Expectancy theory maintains that different rewards motivate people in different
ways. This rules out money, fear of failure, or the "same thing" as choices because all three imply
that there is a universal motivator. Only "everyone being motivated by something different"
expresses the idea that there is no universal motivator, so it is the correct response.
Objective: 10.3
113) The key to expectancy theory is that an individual's goals ________.

A) are not too high
B) are not too high and not too low
C) match the goals of fellow workers and superiors
D) match the rewards provided by the organization
Answer: D
Explanation: D) Expectancy theory suggests that managers carefully consider the rewards they
offer to make sure they are attractive to their employees. Whether rewards are too high, too low,
or whether they work for others in the organization is not relevant to any particular individual, so
these responses are incorrect. What matters is that the goals are meaningful to the individual,
which makes "matching the rewards provided by the organization" the correct response.
Objective: 10.3
33
114) If salespeople in John's company meet their sales goals for the month, they are given an all-
expense-paid trip to a Denver Broncos football game. Football is not one of John's favorite
sports, and the Denver Broncos are definitely not John's favorite team. John's performance might
be influenced by the ________ part of Vroom's expectancy theory.
A) effort-performance linkage
B) performance-reward linkage
C) effort-reward linkage
D) attractiveness
Answer: D
Explanation: D) John's situation points out the importance of job valence or attractiveness in
expectancy theory: the reward or goal will only increase motivation if it has meaning and
importance to the employee. Effort-performance linkage and performance-reward linkage give
linkages in expectancy theory that do not address reward valence directly, so they are incorrect
responses. Effort-reward linkage does not list a recognized expectancy theory linkage, so it is an
incorrect response.
Objective: 10.3
115) Katie has just been asked to type up a report in two days using a software program she has
never seen before. Katie wonders if she will be able to get her project accomplished on time and
in the format wanted by her manager. This is an example of which variable in Vroom's
expectancy theory?
A) effort-performance linkage
B) performance-reward linkage
C) valence-reward linkage
D) attractiveness
Answer: A
Explanation: A) Katie is struggling with the linkage between effort and performance: how hard
will she need to work in order to perform at the level that is required for the task? The other
choices here provide expectancy theory linkages that do not include both effort and performance,
so they are incorrect.
Objective: 10.3
116) A model for motivation that combines all of the theories presented in this chapter owes its
organization to which of the following?
A) JCM theory
B) expectancy theory
C) equity theory
D) goal-setting theory
Answer: B
Explanation: A) Expectancy theory works best as a framework for combining all of the
motivation theories in the chapter. JCM, equity theory, and goal-setting theory are all included in
the combined overall scheme, but the structure for the scheme is provided by expectancy theory.
Objective: 10.3
34
117) The integrated model for motivation (Exhibit 10-9, page 277) features the following basic
sequence.
A) effort → performance → rewards → individual goals
B) effort → equity → goals → needs
C) needs → factors → extrinsic factors → individual goals
D) needs → goals → individual effort → organizational goals
Answer: A
Explanation: A) The correct choice shows a shorthand version of the basic scheme for
expectancy theory. This scheme is the one used for the combined model for motivation depicted
in the diagram on page 277. The other choices here do not follow the framework presented in the
diagram, so they are incorrect choices.
Objective: 10.3
118) The integrated model for motivation (Exhibit 10-9, page 277) predicts strong motivation for
an individual to perform when the reward is based on ________.
A) seniority or years of service in the organization
B) personal favorites of top managers
C) performance above all factors
D) likability of the worker
Answer: C
Explanation: C) Motivation is measured primarily in terms of effort, which means that
expectancy theory's effort-performance variable is the key to this situation. Effort is clearly not
related to seniority, favoritism, or likability, so all of these choices are incorrect. Effort is linked
to performance, so performance above all factors is the correct response.
Objective: 10.3
119) In the integrated model for motivation (Exhibit 10-9, page 277), high achievers circumvent
the entire sequence of steps for motivation because ________.
A) they are motivated by the organization's assessment of their performance
B) they are internally motivated, not motivated by rewards
C) they are motivated by rewards only, not by internal factors
D) their only goal is domination
Answer: B
Explanation: B) In the integrated model, the high achiever isn't motivated by organizational
rewards or performance assessment. Instead, the high achiever's rewards are internal, making
internally motivated the correct response. Domination as a goal can be eliminated because
domination is not a universal or even a common goal for high achievers.
Objective: 10.3
35
120) In the integrated model for motivation (Exhibit 10-9, page 277), how do reinforcement
theory and equity theory figure in?
A) Appropriate rewards reinforce a high level of performance.
B) Underrewarding results in "hungry" employees who will work harder.
C) Overrewarding results in "satisfied" employees who will work harder.
D) Reinforcement and equity theories do not influence motivation.
Answer: A
Explanation: A) Both reinforcement and equity theories stress having appropriate rewards for
performance, making appropriate rewards the correct response and eliminating reinforcement as
the correct response. Underrewarding and overrewarding can both be ruled out because both
erroneously assume that inequity increases motivation, something that does not occur in most
instances.
Objective: 10.3
121) The JCM is seen in the integrated model of motivation in that jobs that are designed around
the five JCM dimensions ________.
A) increase motivation because the worker enjoys the work and autonomy it provides
B) decrease motivation because the work is too easy to complete and the autonomy lacks
structure
C) increase motivation by applying pressure to employees
D) decrease motivation by giving the employee too much autonomy
Answer: A
Explanation: A) Jobs that are designed around the five core dimensions of JCM increase, rather
than decrease motivation, so the two choices regarding decreasing motivation can be ruled out as
correct responses. JCM core dimensions do not rely on pressure to motivate, so increasing
motivation by applying pressure to employees can also be ruled out. This leaves increasing
motivation because the worker enjoys the work as the correct response, as it accurately states that
well-designed jobs increase motivation because they give workers a sense of accomplishment
and autonomy.
Objective: 10.3
122) Expectancy theory and goal-setting theory align well with American workers because
American culture places a strong emphasis on ________.
A) collectivism and achievement
B) achievement and individualism
C) individualism and high power distance
D) low power distance and high uncertainty avoidance
Answer: B
Explanation: B) The keys to both expectancy theory and goal-setting theory are goals and
rewards, so both theories mesh well with the values of the highly individualistic and
achievement/goal-oriented U.S. society. The United States is not collectivist, has high power
distance, or a high level of uncertainty avoidance so all of these choices can be ruled out.
Objective: 10.4
36
123) Formerly communist countries tend to differ from U.S. workers with respect to equity
theory in that they expect ________.
A) inputs to be greater than outcomes
B) outcomes to be greater than inputs
C) inputs and outcomes to be equal
D) nothing from the state
Answer: B
Explanation: B) Becoming accustomed to a society in which the state provides for all has given
people in formerly communist societies an expectation that they will be provided for—that is,
that outcomes will be disproportionately high compared to inputs. This makes "outcomes being
greater than inputs" the correct response and eliminates "inputs greater than outcomes" and
"inputs being equal to outcomes" as choices, since neither identifies a high outcomes system.
Finally, since people in these societies generally do have high expectations from the state,
"nothing from the state" must be ruled out as a correct response.
AACSB: Diversity
Objective: 10.4
124) One factor that seems to motivate workers across all cultures is seeking ________.
A) high status
B) shorter working hours
C) interesting work
D) easy work
Answer: C
Explanation: C) Evidence suggests when it comes to motivation, status, working hours, and ease
of task take a back seat to performing work that is absorbing and interesting—no matter which
culture you observe. This cross-cultural agreement makes "interesting work" the correct response
and eliminates all other choices.
AACSB: Diversity
Objective: 10.4
125) Across cultures, the need for achievement seems to correlate with which of the following?
A) need for money
B) acceptance of risk
C) little acceptance of risk
D) need for security
Answer: B
Explanation: B) High achievement-oriented societies like the United States seem to be much
more accepting of risk than societies that are not achievement-oriented, making "acceptance of
risk" the correct response and eliminating "little acceptance of risk." While money and security
are universal needs, they do not correlate strongly with achievement so they are incorrect
responses for this question.
AACSB: Diversity
Objective: 10.4
37
126) In countries with high levels of uncertainty avoidance, which of the following would you
expect?
A) little acceptance of risk and high achievement need
B) high acceptance of risk and high achievement need
C) high acceptance of risk and low achievement need
D) little acceptance of risk and low achievement need
Answer: D
Explanation: D) By definition, high uncertainty avoidance indicates a culture that avoids risk,
eliminating the two choices indicating high acceptance of risk. Evidence shows that low risk
acceptance also correlates with low achievement, making "little acceptance of risk and low
achievement need" the correct response and eliminating "little acceptance of risk and high
achievement need" because it identifies high achievement need.
AACSB: Diversity
Objective: 10.4
127) In today's diverse workforce, which factor do managers need to focus on most to maximize
motivation?
A) control
B) well-organized workplace
C) flexibility
D) status and recognition
Answer: C
Explanation: C) The diversity of the workforce has resulted in workers with a wide variety of
different needs and different family and home situations. The best way to deal with these kinds
of complications is to promote flexibility in the workplace in terms of such things as conditions,
hours, behavior, personal appearance, and location of work. Control, organization, and
recognition are still important, but for maintaining motivation, flexibility is key because it allows
workers to avoid stress and conflict in their lives and to blend in well with the prevailing
workplace culture.
AACSB: Diversity
Objective: 10.4
128) ________ allow companies to accommodate the needs of workers with non-standard
family situations.
A) Flextime and expanded workweeks
B) Expanded workweeks and job sharing
C) Flexible pay rates
D) Flextime, compressed workweeks, and job sharing
Answer: D
Explanation: D) Only "flextime, compressed workweeks, and job sharing" identify recognized
ways to improve non-standard employee situations so it is the correct response. The two choices
indicating expanded workweeks are incorrect because they both list expanded rather than
compressed workweeks. "Flexible pay rates" is wrong because "flexible pay rates are not a
recognized way to deal with non-standard family situations.
AACSB: Diversity
Objective: 10.4
38
129) What is a potential disadvantage of telecommuting?
A) lack of time for tending to personal or family needs
B) unsatisfied social needs between workers
C) less time spent commuting
D) casual dress
Answer: B
Explanation: B) Many workers place great value in the comradery that exists in the workplace.
When they telecommute, they have no direct contact with fellow workers and tend to feel
isolated and lose motivation. This makes unsatisfied social needs the correct response. Less time
commuting and informal dress are generally seen as advantages, not disadvantages to
telecommuting so these choices are incorrect. Similarly, telecommuting tends to increase, rather
than decrease, personal time so lack of time for personal needs is incorrect.
AACSB: Technology
Objective: 10.4
130) Which of the following does NOT describe the effect of flexible work arrangements on
employees?
A) increased job satisfaction
B) a drastic decrease in job satisfaction
C) a small decrease in job satisfaction
D) a sharp increase in job satisfaction
Answer: C
Explanation: C) Flexible work arrangements have been shown to produce a small but noticeable
decrease in job satisfaction. The two choices regarding increased job satisfaction are incorrect
because they list a job satisfaction increase, while a drastic decrease is wrong because the
decrease is small, not drastic.
Objective: 10.4
131) Which of the following is thought to best motivate professionals?

A) high pay
B) status and power within the organization
C) short hours and good working conditions
D) challenging problems and important work
Answer: D
Explanation: D) Professionals have been shown not to be motivated by status, pay raises, or easy
working conditions. What professionals seek are challenging problems to solve, recognition, and
work that has meaning and is important to the world.
Objective: 10.4
39
132) Which of the following is NOT recognized as a way to motivate contingent workers?
A) promise of permanent employment in the future
B) opportunity for training
C) opportunity to develop marketable skills
D) opportunity to work alongside permanent employees
Answer: D
Explanation: D) The promise of a permanent job, job training, and the acquisition of job skills
are all excellent ways to motivate contingent workers, so these choices are incorrect. Having
contingent workers work with permanent workers tends to breed feelings of resentment and
inequity that decrease motivation in contingent workers, so working alongside permanent
employees is the correct response.
Objective: 10.4
133) ________ can improve employee performance by sharing the financial circumstances of the
organization with the employee.
A) Pay-for-performance
B) Open-book management
C) Equity management
D) Contingency management
Answer: B
Explanation: B) Of the choices given, only open-book management identifies a practice that
includes sharing of organizational finances, so it is the correct response. Pay-for-performance
refers to such practices as piece-rate pay that are not involved with organizational finances so it
is an incorrect response. Similarly, the management of equity or contingency does not match the
description in the question, so they are incorrect responses.
Objective: 10.4
134) Open-book management encourages employees to ________.

A) think like an owner
B) share their financial situations with management
C) make all top-level decisions for the organization
D) ignore the needs of the organization
Answer: A
Explanation: A) Open-book management shares details of organizational finances and other
matters with employees, allowing them to see the business from an ownership perspective.
Open-book management does not share employee finances with management or allow
employees to make major organizational decisions, making these choices incorrect. It also
doesn't ignore organizational needs, making that choice incorrect.
Objective: 10.4
40
135) What is a recognized way for a manager to motivate low-skilled, minimum-wage
employees?
A) music in the workplace
B) use employee recognition programs
C) threaten low-performing employees with losing their jobs
D) employee peer groups
Answer: B
Explanation: B) While workplace music, employee peer groups, and threats might increase
performance in minimal ways, the only recognized way to increase motivation of the choices
listed above is to use employee recognition programs, making that the correct response.
Objective: 10.4
136) In employee recognition programs employees accumulate points for things such as
________.
A) recruiting new workers
B) whistle-blowing on corruption
C) increased productivity
D) not complaining about working conditions
Answer: C
Explanation: C) New worker recruitment, avoiding complaints, and whistle-blowing are not
recognized methods for increasing motivation in employee recognition programs, so all three are
incorrect responses. One practice that is widely rewarded in employee recognition programs is
productivity, making increased productivity the correct response for this question.
Objective: 10.4
137) Which of the following would NOT be a common way to recognize worker achievements?
A) added worker responsibilities
B) a party
C) a handwritten note of thanks
D) a public announcement of achievement
Answer: A
Explanation: A) Managers use a wide variety of rewards to motivate workers in employee
recognition programs that include parties, notes of appreciation, and public recognition of an
accomplishment, so all of these choices are incorrect. Adding new responsibilities is not a
reward, nor is it used in employee recognition programs, so it is the correct response for this
question.
Objective: 10.4
41
138) Compensation plans based on employee output or productivity are referred to as ________.
A) pay-for-performance programs
B) prize time programs
C) equity plus methods
D) give-back programs.
Answer: A
Explanation: A) Special compensation plans that include piece-rate pay, wage incentive plans,
profit sharing, and bonuses are all typical options in pay-for-performance programs. None of the
other terms listed are recognized terms that describe extra compensation for high-performing
employees.
Objective: 10.4
139) Piece-rate pay plans, wage incentive plans, profit sharing, and lump-sum bonuses are
examples of ________ programs.
A) open-book management
B) employee recognition
C) pay-for-performance
D) rewards
Answer: C
Explanation: C) Pay-for-performance programs feature all of the rewards listed—piece-rate pay
plans, wage incentive plans, profit sharing, and lump-sum bonuses—so pay-for-performance is
the correct response. Open-book management refers to sharing organizational finances so that
choice is incorrect. Employee recognition programs focus on non-monetary rewards so employee
recognition is incorrect. A rewards program is not a recognized term in management theory, so
rewards is incorrect.
Objective: 10.4
140) Managers find that ________ work best for motivating employees.
A) across-the-board pay raises
B) sharing in company profits
C) promotions in job status without increased pay
D) perks such as bigger offices and parking spaces
Answer: B
Explanation: B) Managers find that nonperformance-based practices like across-the-board pay
raises, status-only promotions, and perks don't work nearly as well as performance-based
practices. Profit sharing is the only performance-based choice here, so that is the correct response
for this question.
Objective: 10.4
42
Acme Corporation
Acme Corporation's management feels that employees could be more motivated by their jobs.
The jobs were enriched earlier and some improvements were seen in motivation.
141) To increase the motivation through enrichment, Acme decides to increase the
meaningfulness of the work. This might be done by ________.
A) increasing skill variety
B) increasing autonomy of workers
C) giving workers more feedback
D) giving workers less feedback
Answer: A
Explanation: A) JCM theory defines meaningfulness of work as being determined by task
identity, task significance, and skill variety, so increasing skill variety is the correct response.
None of the other choices list any of the three meaningful work dimensions, so they are
incorrect.
Objective: 10.3
142) Most jobs at Acme were redesigned to allow the employees to complete a whole and
identifiable piece of work. This fits ________, a core dimension of the job characteristics model.
A) skill variety
B) task identity
C) task significance
D) autonomy
Answer: B
Explanation: B) Having a task involve doing something from start to finish and obtaining a
recognizable product is defined by JCM as task identity. Skill variety, task significance, and
autonomy are all core dimensions but they do not match the description given so they are
incorrect responses.
Objective: 10.3
43
143) In addition to these changes, Acme managers explained how important their product was to
the world economy. Which core dimension in the job characteristics model is this?
A) skill variety
B) task identity
C) task significance
D) autonomy
Answer: C
Explanation: C) The managers, in calling attention to the importance of the work product, are
recognizing the JCM core dimension called task significance. The other core dimensions listed
here do not match the description, so they are incorrect responses. Skill variety refers to variety
in job tasks. Task identity refers to providing a discrete and whole work product. Autonomy
refers to independence for workers.
Objective: 10.3
144) The Acme managers developed a program that allowed the employees to have a large
degree of freedom carrying out their jobs. Which core dimension are they providing?
A) task significance
B) autonomy
C) task identity
D) skill variety
Answer: B
Explanation: B) The managers, in giving employees independence, are recognizing autonomy in
the JCM system. The other core dimensions listed here do not match the description, so they are
incorrect responses. Skill variety refers to heterogeneity in job tasks. Task identity refers to
providing a discrete and whole work product. Task significance refers to the importance of a
work product.
Objective: 10.3
44
Application of Early Theories of Motivation
Three managers work at the Pabco Company. Aaron really "cracks the whip" on his employees
and firmly believes in strict controls and punishment for those employees who do not perform up
to company expectations.
Zach has very few controls and believes that as long as people know what their objectives are,
they will exercise self-control and self-direction.
Susan has been trying to improve working conditions and manager-employee relations to
increase the level of productivity in her department.
145) Zach has the desire to develop and use his own abilities and potential to the maximum, an
example of the ________ need in Maslow's hierarchy of needs.
A) esteem
B) safety
C) social
D) self-actualization
Answer: D
Explanation: D) The highest-order need in Maslow's system is self-actualization, in which
individuals stretch their potential and seek self-fulfillment, something that Zach is doing here. In
seeking the highest goals, Zach is going beyond lower-level safety needs, mid-level social needs,
or not quite as high-level esteem needs.
Objective: 10.2
146) McClelland might explain Aaron's desire to influence and control his employees as having a
high need for ________.
A) power
B) affiliation
C) achievement
D) acceptance
Answer: A
Explanation: A) McClelland's definition of power as the need to control the behavior of others
accurately fits the description of Aaron. That means that Aaron has a high nPow, the need for
power, making power the correct response. This rules out nAff, nAch, or the non-McClelland
need for acceptance as correct responses for this question.
Objective: 10.2
45
147) Susan's use of better working conditions and employee relations is likely to ________.
A) increase employee satisfaction
B) decrease employee satisfaction
C) decrease employee dissatisfaction
D) decrease employee dissatisfaction and increase satisfaction
Answer: C
Explanation: C) In Herzberg's Two-Factor theory, improving hygiene factors like working
conditions and employee relations will function to decrease dissatisfaction, but they will not
increase satisfaction. This makes decreasing employee dissatisfaction the correct response and
rules out the other three choices as correct responses because they all involve satisfaction, a
condition that is not affected by changing hygiene factors.
Objective: 10.2
148) Aaron is what type of manager?

A) Theory X-oriented
B) Theory Y-oriented
C) democratic
D) laissez-faire
Answer: A
Explanation: A) A Theory X manager uses fear, punishment, and coercion to manage. A Theory
Y manager provides challenges and incentives for his workers. Aaron, who cracks the whip,
clearly uses fear to manage, so he is a Theory X manager. He is clearly not overly democratic or
laissez-faire so Theory X-oriented is the correct response.
Objective: 10.2
149) Zach is what type of manager?

A) Theory X-oriented
B) Theory Y-oriented
C) dictatorial
D) autocratic
Answer: B
Explanation: B) A Theory X manager uses fear, punishment, and coercion to manage. A Theory
Y manager trusts his workers and provides them with challenges and incentives. Zach, who trusts
his workers, fits the description of a Theory Y manager. He is clearly not dictatorial, autocratic,
or a Theory X manager, so Theory Y-oriented is the correct response.
Objective: 10.2
46
150) Susan was trying to use what types of Herzberg factors to increase productivity?
A) motivators
B) hygiene
C) social
D) esteem
Answer: B
Explanation: B) In bettering working conditions and employee relations, Susan is using hygiene
factors to try to increase productivity. Improving hygiene factors won't improve satisfaction like
motivators, but they will decrease dissatisfaction for workers. Social and esteem factors are not
Herzberg categories so they are not correct responses here.
Objective: 10.2
151) Zach was using which types of Herzberg factors to increase productivity levels?
A) motivators
B) hygiene
C) social
D) esteem
Answer: A
Explanation: A) In giving employees freedom and autonomy, Zach is using motivators to
increase productivity. Unlike hygiene factors, motivators can increase job satisfaction if
implemented correctly. Social and esteem factors are not Herzberg categories so they are not
correct responses here.
Objective: 10.2
152) In a short essay, explain the concept of motivation with respect to an organization. Then
identify and describe the three key aspects of motivation.
Answer: Motivation refers to the willingness to exert high levels of effort to reach organizational
goals. Motivation has three key elements: energy, direction, and persistence. Energy is a measure
of how much intensity and effort an employee puts into achieving a goal. Direction refers to
where and on what that energy is focused. Persistence refers to how sustained a person's efforts
are toward reaching the goal.
It appears that motivation is not a permanent personality traitan individual can be highly
motivated to perform one task and not motivated at all to perform another task. So characterizing
an individual as "motivated" usually depends on the situation. It also appears that the best kind of
motivation comes from within. People are motivated because they want to achieve certain goals,
not because some outside influence is compelling them to perform a task.
Objective: 10.2
47
153) In a short essay, list and discuss how Maslow's hierarchy of needs theory works.
Answer: Maslow saw all humans with a hierarchy of needs that begins with the most basic of
requirements for survival and ends with more aspirational and psychological needs for self-worth
and a feeling of well-being.
Maslow contends that humans must first satisfy their basic needs—food, shelter, sex, safety and
so onbefore they move on less basic requirements. Once one level is satisfied, the person
moves on to a higher level. Physiological needs of food and shelter give way to safety needs of
protection from harmful people and other dangers. Safety needs give way to social needsto fit
in with other people.
Once social needs are satisfied, more aspirational needs are addressed: self-esteem issues
eventually give way to the highest needs for self-fulfillment and self-actualization.
Objective: 10.2
154) In a short essay, discuss why improving extrinsic hygiene factors does not, according to
Herzberg, improve employee satisfaction with a job.
Answer: Herzberg's two-factor theory contends that the so-called hygiene factors can cause
employees to be dissatisfied with a job, but they cannot create job satisfaction. When, for
example, pay and status are low, working conditions are bad, and other hygiene factors are low, a
worker is very likely to be dissatisfied with his or her job. However, improving these hygiene
factors, while eliminating dissatisfaction, according to Herzberg does not increase satisfaction.
An increase in satisfaction can only result from elevated levels of intrinsic factors, such as
recognition, achievement, and growth.
Objective: 10.2
48
155) In a short essay, list and discuss the three-needs theory according to David McClelland.
Then identify which of these needs has been studied most extensively and discuss the findings of
this research.
Answer: The three-needs theory says there are three needs that are major motivational forces in
work: the need for achievement, the need for power, and the need for affiliation, or strong
personal relationships.
Of these three needs, the need for achievement (nAch) has been researched most extensively.
Studies show that people with a high need for achievement strive for personal achievement rather
than for the trappings and rewards of success. They have a desire to do something better or more
efficiently than it's been done before and get satisfaction out of attaining their goal rather than the
rewards associated with their goal.
nAch individuals prefer jobs that offer personal responsibility for finding solutions to problems,
in which they can receive rapid and unambiguous feedback on their performance. High achievers
aren't gamblers; they dislike succeeding by chance. They are motivated by and prefer the
challenge of working at a problem and accepting the personal responsibility for success or
failure.
nAch individuals often don't make great managers. They are better at focusing on their own goals
as opposed to helping others achieve their goals.
Objective: 10.3
156) In a short essay, discuss the equity theory.

Answer: Equity theory proposes that employees perceive what they get from a job situation
(outcomes) in relation to what they put into it (inputs) and then compare their inputs-outcomes
ratio to those of relevant others (referents).
A referent can be another worker, a system a worker is familiar with, or a worker's own internal
sense of values and fairness. In equity theory, an individual sees inequity in two ways.
Underrewarded inequity results when the individual is putting more into the job than she is
getting outthe outcomes-to-input ratio is low compared to the referent.
Overrewarded inequity results when the individual is putting less into the job than she is getting
outthe outcomes-to-input ratio is high and the individual is not working hard enough to merit
her reward.
Equity occurs when the outcomes-to-input ratio is sensed to be about right. The individual sees
fairness in the situation and is likely to be motivated to perform. In contrast, the two situations of
inequity are likely to result in low motivation for workers. A low outcomes-to-input ratio makes
the individual feel unappreciated. A high ratio sends the message that the system is flawed and
there is no reason to strive to work to capacity.
Objective: 10.3
49
157) In a short essay, describe and discuss the job characteristics model.
Answer: In the JCM, five core dimensions are key to motivation and high performance. The first
three—skill variety, task identity, and task significance—together determine the meaningfulness
of the work that a person does. When those dimensions are combined with a sense of autonomy
in the worker and meaningful feedback for the job, employees tend to be highly motivated and
highly satisfied. Note that the JCM focuses on design of the job itself. The better a job is
designed with respect to the five dimensions, the more likely the manager will see a workforce
that is motivated and productive.
Objective: 10.3
158) In a short essay, explain which theories work best for certain cultures. The discussion
should include Maslow's need hierarchy, the three-needs theory, and the equity theory.
Answer: Maslow's need hierarchy argues that people start at the physiological level and then
move progressively up the hierarchy in order. This hierarchy, if it has any application at all,
aligns well with American culture. In countries like Japan, Greece, and Mexico, where
uncertainty avoidance characteristics are strong, security needs would be on top of the need
hierarchy. Countries that score high on nurturing characteristicsDenmark, Sweden, Norway, the
Netherlands, and Finlandwould have social needs on top.
Another motivation concept that clearly has an American slant is the achievement need. The
view that a high achievement need acts as an internal motivator presupposes two cultural
characteristicsa willingness to accept a moderate degree of risk (which excludes countries with
strong uncertainty avoidance characteristics) and a concern with performance (which applies
almost singularly to countries with strong achievement characteristics). This combination is
found in Anglo-American countries like the United States, Canada, and Great Britain.
Equity theory has a relatively strong following in the United States. In the United States, equity
is meant to closely link pay to performance. However, in collectivist cultures, especially in the
former socialist countries of Central and Eastern Europe, employees expect rewards to reflect
their individual needs as well as their performance. Moreover, consistent with a legacy of
communism and centrally planned economies, employees exhibited a greater "entitlement"
attitudethat is, they expected outcomes to be greater than their inputs.
AACSB: Diversity
Objective: 10.4
50
159) In a short essay, describe how managers might motivate professional workers.
Answer: Financial compensation and promotions typically are low on the priority list for
motivating professionals. Professionals tend to be well paid and enjoy what they do. In contrast,
job challenge for professionals tends to be ranked high. They like to tackle problems and find
solutions. Their chief reward in their job is the work itself. Professionals also want others to
think that what they are working on is important. That may be true for all employees, but
professionals tend to be focused on work as a central life interest, whereas nonprofessionals
typically focus on non-work interests for fulfillment.
Objective: 10.4
160) In a short essay, describe how managers might motivate contingent workers.
Answer: An obvious way to motivate contingent workers is to offer the opportunity to become a
permanent employee. In cases in which permanent employees are selected from a pool of temps,
the temps will often work hard in hopes of becoming permanent. A less obvious answer is the
opportunity for training. The ability of a temporary employee to find a new job is largely
dependent on his or her skills. If the employee sees that the job he or she is doing can help
develop marketable skills, then motivation is increased.
From an equity standpoint, managers should also consider the repercussions of mixing
permanent and temporary workers when pay differentials are significant. When temps work
alongside permanent employees who earn more, and get benefits, too, for doing the same job, the
performance of temps is likely to suffer. Separating such employees or perhaps minimizing
interdependence between them might help managers decrease potential problems.
Objective: 10.4
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What are the key elements of motivation according to the text?

What are the key elements of motivation according to the text?

What is Maslow's hierarchy of needs and how does it relate to motivation?

What is Maslow's hierarchy of needs and how does it relate to motivation?

Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter)

Chapter 10 Motivating and Rewarding Employees

1) Motivation is a process that leads to a goal.

4) Persistence is the amount of drive and intensity a person applies to a task.

6) Most U.S. employees are excited about their jobs.

17) Using fear as a motivator is a Theory X management style.

34) Telecommuting satisfies the needs of employees to interact socially.

37) Open-book management programs motivate by giving employees a greater sense of

39) Motivation is NOT ________.

41) The direction of an individual's motivation can be channeled to benefit ________.

42) About ________ of the U.S. workforce is excited about work.

47) Maslow argued that once a need is substantially satisfied, ________.

48) Maslow believes that higher-order needs ________.

50) Maslow's hierarchical model ________.

51) Self-actualization most closely corresponds to ________.

54) Theory Y assumes that people inherently ________.

56) A manager with a Theory X view of human nature would ________.

59) Workers with a Theory Y point of view would be likely to ________.

62) According to Herzberg, which of the following is considered a motivator?

66) According to Herzberg, what controls satisfaction and motivation?

74) Which three needs are recognized in McClelland's three-needs theory?

77) Surprisingly, most successful managers don't have this.

81) Which is the best summary of goal-setting theory?

84) In which kinds of cultures do goal-setting theory ideas seem to do best?

87) The JCM contends that meaningful work is ________.

98) A referent in equity theory refers to which of the following?

107) In equity theory, an underrewarded individual is likely to ________.

112) A key element of expectancy theory might be summarized by saying ________.

113) The key to expectancy theory is that an individual's goals ________.

131) Which of the following is thought to best motivate professionals?

134) Open-book management encourages employees to ________.

148) Aaron is what type of manager?

149) Zach is what type of manager?

156) In a short essay, discuss the equity theory.

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