Organizational Behavior Human Behavior at Work John Newstrom 14e - Test Bank

Organizational Behavior Human Behavior at Work John Newstrom 14e – Test Bank

 

Instant Download – Complete Test Bank With Answers

 

 

Sample Questions Are Posted Below

 

Chapter 5

Motivation

 

 

True/False Questions

 

 

1. Motivation originates from within an individual.

Ans: True

Page: 116

Difficulty: Easy

 

 

2. High expectations sometimes make it difficult for achievement-oriented managers to delegate effectively.

Ans: True

Page: 118-119

Difficulty: Medium

 

 

3. People with power motives work better when they are complimented for their favorable attitudes and cooperation.

Ans: False

Feedback: People with affiliation motives work better when they are complimented for their favorable attitudes and cooperation.

Page: 119

Difficulty: Medium

 

 

4. Managers with strong needs for affiliation are always the most effective.

Ans: False

Feedback: Managers with strong needs for affiliation may have difficulty being effective managers.

Page: 119

Difficulty: Medium

 

 

5. Power-motivated people make excellent managers if their drives are for personal power rather than institutional power.

Ans: False

Feedback: Power-motivated people make excellent managers if their drives are for institutional power instead of personal power.

Page: 119

Difficulty: Medium

 

 

6. The theories of Maslow, Herzberg, and Alderfer build on the distinction between primary and secondary needs.

Ans: True

Page: 121

Difficulty: Easy

 

 

7. Giving more of the same reward can have a diminishing impact on motivation.

Ans: True

Page: 122

Difficulty: Medium

 

 

8. According to Maslow’s hierarchy of needs, the lower-order needs do not have to be satisfied for employees to move on to the high-order needs.

Ans: False

Feedback: According to Maslow’s hierarchy of needs, unless the two lower-order needs (physiological and security) are basically satisfied, employees will not be greatly concerned with higher-order needs.

Page: 122

Difficulty: Medium

 

 

9. Herzberg’s theory of motivation is universally applicable.

Ans: False

Feedback: The Herzberg model is not universally applicable, because it was based on and applies best to managerial, professional, and upper-level white-collar employees.

Page: 124

Difficulty: Medium

 

 

10. According to Alderfer’s E-R-G model, pay, physical working conditions, and job security can all address growth needs.

Ans: False

Feedback: According to Alderfer’s E-R-G model, pay, physical working conditions, and job security can all address existence needs.

Page: 124

Difficulty: Medium

 

 

11. Content theories argue that external consequences tend to determine behavior.

Ans: False

Feedback: Whereas content theories argue that internal needs lead to behavior, OB Mod states that external consequences tend to determine behavior.

Page: 125

Difficulty: Medium

 

 

12. Negative reinforcement occurs when behavior is accompanied by removal of an unfavorable consequence.

Ans: True

Page: 127

Difficulty: Easy

 

 

13. Continuous reinforcement may be desirable in some instances to encourage quick learning.

Ans: True

Page: 128

Difficulty: Easy

 

 

14. Learning is slower with continuous reinforcement than with partial reinforcement.

Ans: False

Feedback: Learning is slower with partial reinforcement than with continuous reinforcement.

Page: 128

Difficulty: Medium

 

 

15. Self-efficacy can be judged either on a specific task or across a variety of performance duties.

Ans: True

Page: 129

Difficulty: Easy

 

 

16. Self-generated feedback has little motivational value.

Ans: False

Feedback: Performance feedback tends to encourage better job performance, and self-generated feedback is an especially powerful motivational tool.

Page: 131

Difficulty: Medium

 

 

17. Instrumentality refers to the strength of a person’s preference for receiving a reward.

Ans: False

Feedback: Instrumentality represents the employee’s belief that a reward will be received once the task is accomplished.

Page: 133

Difficulty: Easy

 

 

18. If both expectancy and instrumentality are low, then motivation will be weak even if the reward has high valence.

Ans: True

Page: 133

Difficulty: Medium

 

 

19. A complex incentive is often more motivating than a simple one.

Ans: False

Feedback: A simple straightforward incentive is often more motivating than a complex one.

Page: 134

Difficulty: Medium

 

 

20. Equity sensitivity suggests that individuals have similar preferences for equity.

Ans: False

Feedback: Equity sensitivity suggests that individuals have different preferences for equity.

Page: 137

Difficulty: Easy

 

 

Multiple Choice Questions

 

 

1. _____ is a drive some people have to pursue and attain challenging goals.
2. A) Achievement motivation
3. B) Experience motivation
4. C) Affiliation motivation
5. D) Power motivation

Ans: A

Page: 118

Difficulty: Easy

 

 

2. Fiona is a manager in a software firm who finds it difficult to delegate effectively. Her subordinates find it difficult to satisfy her high demands. Which of the following statements best describes Fiona?
3. A) She is an affiliation-oriented manager.
4. B) She is a power-oriented manager.
5. C) She is an achievement-oriented manager.
6. D) She is an experience-oriented manager.

Ans: C

Page: 118

Difficulty: Hard

 

 

3. _____ is a drive to relate to people on a social basis—to work with compatible people and experience a sense of community.
4. A) Achievement motivation
5. B) Affiliation motivation
6. C) Experience motivation
7. D) Power motivation

Ans: B

Page: 119

Difficulty: Easy

 

 

4. Affiliation-oriented managers may have difficulty in _____.
5. A) assigning challenging tasks
6. B) directing work activities
7. C) monitoring work effectiveness
8. D) all of the above

Ans: D

Page: 119

Difficulty: Easy

 

 

5. _____ is a drive to influence people, take control, and change situations.
6. A) Affiliation motivation
7. B) Power motivation
8. C) Experience motivation
9. D) Achievement motivation

Ans: B

Page: 119

Difficulty: Easy

 

 

6. Which of the following is a primary need?
7. A) Competitiveness
8. B) Self-esteem
9. C) Sleep
10. D) Respect

Ans: C

Page: 120

Difficulty: Easy

 

 

7. Which of the following is a secondary need?
8. A) Competitiveness
9. B) Food and water
10. C) Sleep
11. D) None of the above

Ans: A

Page: 120

Difficulty: Easy

 

 

8. Which of the following is classified as a lower-order need in Maslow’s hierarchy of needs?
9. A) A sense of belonging
10. B) The social environment at work
11. C) A safe work environment
12. D) A feeling of self-actualization

Ans: C

Page: 121

Difficulty: Easy

 

 

9. Which of the following is classified as a higher-order need in Maslow’s hierarchy of needs?
10. A) A safe work environment
11. B) Being loved
12. C) A comfortable retirement plan
13. D) Need for food, air, and water

Ans: B

Page: 122

Difficulty: Easy

 

 

10. Which of the following is the last level of human needs in Maslow’s theory of motivation?
11. A) Belonging and social needs
12. B) Physiological needs
13. C) Self-actualization and fulfillment needs
14. D) Safety and security needs

Ans: C

Page: 122

Difficulty: Easy

 

 

11. All of the following are examples of extrinsic motivators EXCEPT _____.
12. A) retirement plans
13. B) health insurance
14. C) vacations
15. D) recognition

Ans: D

Page: 123

Difficulty: Easy

 

 

12. Under the E-R-G model, employees are initially interested in satisfying their _____ needs.
13. A) growth
14. B) relatedness
15. C) existence
16. D) none of the above

Ans: C

Page: 124

Difficulty: Easy

 

 

13. In Alderfer’s E-R-G model, the _____ need involves the desire for self-esteem and self-actualization.
14. A) existence
15. B) relatedness
16. C) growth
17. D) experience

Ans: C

Page: 124

Difficulty: Easy

 

 

14. Which of the following statements is true of OB Mod?
15. A) It states that internal needs lead to behavior.
16. B) It states that external consequences tend to determine behavior.
17. C) It places the least degree of control in the hands of the manager.
18. D) It is based on the idea that behavior is independent of its consequences.

Ans: B

Page: 125

Difficulty: Medium

 

 

15. _____ provides a favorable consequence that encourages repetition of a behavior.
16. A) Power motivation
17. B) Affiliation motivation
18. C) Positive reinforcement
19. D) Negative reinforcement

Ans: C

Page: 126

Difficulty: Easy

 

 

16. _____ is a systematic and progressive application of positive reinforcement.
17. A) Scaling
18. B) Extinction
19. C) Expansion
20. D) Shaping

Ans: D

Page: 127

Difficulty: Easy

 

 

17. _____ occurs when behavior is accompanied by removal of an unfavorable consequence.
18. A) Power motivation
19. B) Affiliation motivation
20. C) Positive reinforcement
21. D) Negative reinforcement

Ans: D

Page: 127

Difficulty: Easy

 

 

18. _____ is the administration of an unfavorable consequence that discourages a certain behavior.
19. A) Punishment
20. B) Extinction
21. C) Positive reinforcement
22. D) Negative reinforcement

Ans: A

Page: 128

Difficulty: Easy

 

 

19. _____ is the withholding of significant positive consequences that were previously provided for a desirable behavior.
20. A) Positive reinforcement
21. B) Shaping
22. C) Extinction
23. D) Negative reinforcement

Ans: C

Page: 128

Difficulty: Easy

 

 

20. _____ occurs when reinforcement accompanies each correct behavior by an employee.
21. A) Shaping
22. B) Extinction
23. C) Partial reinforcement
24. D) Continuous reinforcement

Ans: D

Page: 128

Difficulty: Easy

 

 

21. _____ occurs when only some of the correct behaviors are reinforced—either after a certain time or after a number of correct responses.
22. A) Continuous reinforcement
23. B) Partial reinforcement
24. C) Extinction
25. D) Shaping

Ans: B

Page: 128

Difficulty: Easy

 

 

22. _____ is an internal belief regarding one’s job-related capabilities and competencies.
23. A) Self-esteem
24. B) Self-efficacy
25. C) Self-concept
26. D) Self-integrity

Ans: B

Page: 129

Difficulty: Easy

 

 

23. According to the expectancy model, motivation = _____.
24. A) valence × expectancy/instrumentality
25. B) valence × expectancy × instrumentality
26. C) valence/expectancy × instrumentality
27. D) valence/expectancy/instrumentality

Ans: B

Page: 132

Difficulty: Easy

 

 

24. _____ refers to the strength of a person’s preference for receiving a reward.
25. A) Shaping
26. B) Expectancy
27. C) Valence
28. D) Instrumentality

Ans: C

Page: 132

Difficulty: Easy

 

 

25. _____ is the strength of belief that one’s work-related effort will result in completion of a task.
26. A) Shaping
27. B) Expectancy
28. C) Valence
29. D) Instrumentality

Ans: B

Page: 132

Difficulty: Easy

 

 

26. _____ represents the employee’s belief that a reward will be received once the task is accomplished.
27. A) Shaping
28. B) Expectancy
29. C) Valence
30. D) Instrumentality

Ans: D

Page: 133

Difficulty: Easy

 

 

27. Cathy feels that no matter how much effort she puts, she will never be able to submit her report on time. Hence, she does not want to work hard on her report. This indicates that her valence is closer to _____.
28. A) 1
29. B) 0
30. C) -1
31. D) none of the above

Ans: B

Page: 134

Difficulty: Hard

 

 

28. The expectancy model depends on the employee’s perception of the relationship between all of the following EXCEPT _____.
29. A) performance
30. B) effort
31. C) reward
32. D) status

Ans: D

Page: 134

Difficulty: Easy

 

29. According to the equity theory by J. Stacy Adams, _____.
30. A) One’s own outcomes/One’s own inputs = Others’ outcomes/Others’ inputs
31. B) One’s own inputs + Other’s inputs + One’s own outcomes = Other’s outcomes
32. C) One’s own outcomes/Other’s input = One’s own inputs/Others’ outcomes
33. D) Other’s inputs × One’s own inputs × Other’s outcomes = One’s own outcomes

Ans: A

Page: 135

Difficulty: Medium

 

 

30. Major challenges for a manager using the equity model lie in all of the following EXCEPT in _____.
31. A) understanding that employees work within several social systems
32. B) measuring employee assessments of inputs and outputs
33. C) identifying employees’ references
34. D) evaluating employee perceptions of inputs and outputs

Ans: A

Page: 137

Difficulty: Medium

 

 

Essay Questions

 

 

1. How does achievement motivation influence behavior?

Ans: Achievement-oriented people work harder when their supervisors provide detailed evaluation of their work behavior. Furthermore, achievement-oriented people select assistants who are technically capable, with little regard for personal feelings about them. People with an affiliation-oriented motive work better when they are complimented for their favorable attitudes and cooperation. They tend to surround themselves with friends and likable people, receiving inner satisfaction from being with friends and focusing on job freedom to develop those relationships.

Page: 119

Difficulty: Medium

 

 

2. What are intrinsic and extrinsic motivators? Provide an example of each.

Ans: Intrinsic motivators are internal rewards that a person feels when performing a job; for example, a feeling of accomplishment when you perform your job well. Extrinsic motivators are external rewards that occur apart from the nature of work and provide no direct satisfaction at the time the work is performed; for example, health insurance and vacations.

Page: 123

Difficulty: Medium

 

 

3. What are the important differences between Maslow’s, Herzberg’s, and Alderfer’s models?

Ans: Maslow and Alderfer focus on the internal needs of the employee, whereas Herzberg also identifies and differentiates the conditions (job content or job context) that could be provided for need satisfaction.

Maslow’s and Herzberg’s models suggest that in modern societies many workers have already satisfied their lower-order and maintenance needs, so they are now motivated mainly by higher-order needs and motivators. Alderfer suggests that the failure to satisfy relatedness or growth needs will cause renewed interest in existence needs.

Page: 124-125

Difficulty: Medium

 

 

4. What is the major difficulty with content models of motivation?

Ans: The major difficulty with content models of motivation is that the needs people have are not subject to observation by managers or to precise measurement for monitoring purposes. It is difficult, for example, to measure an employee’s esteem needs or to assess how they change over time. Further, simply knowing about an employee’s needs does not directly suggest to managers what they should do with that information.

Page: 125

Difficulty: Medium

 

 

5. Explain the law of effect on which OB Mod is heavily based.

Ans: OB Mod is based on the idea that behavior depends on its consequences; therefore, managers can control, or at least affect, a number of employee behaviors by manipulating their consequences. The law of effect states that a person tends to repeat behavior that is accompanied by favorable consequences (reinforcement) and tends not to repeat behavior that is accompanied by unfavorable consequences. Two conditions are required for successful application of OB Mod—the manager must be able to identify some powerful consequences (as perceived by the employee) and then must be able to control and administer them in such a way that the employee will see the connection between the behavior to be affected and the consequences.

Page: 125

Difficulty: Medium

 

 

6. What is shaping and what is its importance?

Ans: Shaping is a systematic and progressive application of positive reinforcement in order to reinforce behavior in the desired direction. In other words, it occurs when more frequent reinforcements are successively given as the employee comes closer to the desired behavior. Shaping is especially useful for teaching complex tasks.

Page: 127

Difficulty: Medium

 

 

7. Identify at least five tips for building employee self-efficacy.

Ans: The tips for building employee self-efficacy are as follows:

• Don’t imply that employees are incompetent.
• Don’t talk down to them about their performance.
• Don’t find petty faults with their results.
• Don’t criticize their work in front of their peers.
• Don’t belittle the importance of their jobs or tasks.
• Do praise them for their appropriate efforts—and especially their products.
• Do ask for their inputs and suggestions.
• Do listen carefully to their ideas for improvements.
• Do share positive feedback from their peers with them.
• Do provide formal recognition for their achievements.

Page: 130

Difficulty: Medium

 

 

8. What is the difference between the implications of need-based models of motivation and the idea of valence in the expectancy model?

Ans: In the need-based models, broad generalizations are used to predict where a group of employees may have the strongest drives or the greatest unsatisfied needs. In the expectancy model, managers need to gather specific information about an individual employee’s preferences among a set of rewards and then continue to monitor changes in those preferences.

Page: 132

Difficulty: Medium

 

 

9. Employees who feel overrewarded will feel an imbalance in their relationship with their employer. What kinds of actions might they take to restore balance?

Ans: Employees who feel overrewarded may try to work harder to justify the additional rewards. Alternatively, they could discount the value of the rewards received or try to convince other employees to ask for more rewards.

Page: 136

Difficulty: Medium

 

 

10. What kinds of actions might underrewarded employees seek to reduce their feelings of inequity?

Ans: Employees who feel underrewarded may lower the quality or quantity of their productivity, they could inflate the perceived value of the rewards received, or they could bargain for more rewards. They could also find someone else to compare themselves with, or they might just quit.

Page: 136

Difficulty: Medium