lOMoARcPSD|30523631

Jones 8e chapter 09 tb answerkey

Management Faculty of Business Administration (Trường Đại học Kinh tế – Luật, Đại học
Quốc gia Thành phố Hồ Chí Minh)

Scanne pour ouvrir sur Studocu

Studocu n'est pas sponsorisé ou supporté par une université ou un lycée

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])
 lOMoARcPSD|30523631

Essentials of Contemporary Management, 8e (Jones)

Chapter 9 Motivation

1) "Attitude" refers to how hard an employee works for an organization.

Answer: FALSE
Explanation: "Effort" refers to how hard people work for an organization.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

2) "Effort" refers to whether an employee keeps trying or gives up, when faced with obstacles in
an organization.

Answer: FALSE
Explanation: "Persistence" refers to whether an employee keeps trying or gives up, when faced
with obstacles in an organization.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

3) An employee's perception about the extent to which his or her effort will result in a given level
of performance is called expectancy.

Answer: TRUE
Explanation: An employee's perception about the extent to which his or her effort will result in a
given level of performance is called expectancy.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

1
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

4) According to equity theory, when an employee perceives that his or her own outcome-input
ratio is greater than that of a referent, underpayment inequity has occurred.

Answer: FALSE
Explanation: Overpayment inequity exists when a person perceives his or her own outcome-
input ratio to be greater than that of a referent. In comparing yourself to a referent, you think you
are receiving more outcomes than you should be, given your inputs.
Difficulty: 2 Medium
Topic: Equity Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

5) In Herzberg's theory, needs that are related to the physical and psychological context in which
the work is performed are known as motivator needs.

Answer: FALSE
Explanation: In Herzberg's theory, needs that are related to the physical and psychological
context in which the work is performed are known as hygiene needs.
Difficulty: 1 Easy
Topic: Herzberg's Motivator-Hygiene Theory
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

6) The extent to which a person has a strong desire to control or influence others is called the
need for achievement.

Answer: FALSE
Explanation: The need for achievement is the extent to which an individual has a strong desire to
perform challenging tasks well and to meet personal standards for excellence. People with a high
need for achievement often set clear goals for themselves and like to receive performance
feedback.
Difficulty: 1 Easy
Topic: Herzberg's Motivator-Hygiene Theory
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

2
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

7) Learning theory focuses on the linkage between performance and outcomes in the motivation
equation.

Answer: TRUE
Explanation: Learning theory focuses on the linkage between performance and outcomes in the
motivation equation.
Difficulty: 1 Easy
Topic: Performance Management
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

8) According to operant conditioning theory, people learn to perform behaviors that lead to
desired consequences and learn not to perform behaviors that lead to undesired consequences.

Answer: TRUE
Explanation: According to operant conditioning theory, people learn to perform behaviors that
lead to desired consequences and learn not to perform behaviors that lead to undesired
consequences.
Difficulty: 1 Easy
Topic: Performance Management
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

9) Punishment involves removing a negative consequence when dysfunctional behaviors occur.

Answer: FALSE
Explanation: Punishment involves administering an undesired or negative consequence when
dysfunctional behavior occurs. Punishments used by organizations range from verbal reprimands
to pay cuts, temporary suspensions, demotions, and firings.
Difficulty: 1 Easy
Topic: Performance Management
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

3
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

10) Acor, Ltd., bases sales representatives' pay on the percentage of sales dollars they generate.
They are using a commission pay program.

Answer: TRUE
Explanation: Commission pay is another individual-based merit pay plan, where managers base
pay on a percentage of sales.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation
tool.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

11) The term ________ refers to the psychological forces that determine the direction of a
person's behavior in an organization, a person's level of effort, and a person's level of persistence.
A) resiliency
B) stimulus
C) motivation
D) adaptability

Answer: C
Explanation: Motivation may be defined as psychological forces that determine the direction of
a person's behavior in an organization, a person's level of effort, and a person's level of
persistence in the face of obstacles.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

4
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

12) How hard an employee works on the job is referred to as

A) value.
B) effort.
C) affiliation.
D) valence.

Answer: B
Explanation: "Effort" refers to how hard people work. For example, the employees at SAS exert
high levels of effort to provide superior software solutions for business customers.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

13) The degree to which an employee keeps trying to accomplish a goal when faced with
obstacles is referred to as
A) assertiveness.
B) persistence.
C) conscientiousness.
D) effort.

Answer: B
Explanation: "Persistence" refers to whether, when faced with roadblocks and obstacles, people
keep trying or give up.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

5
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

14) Behavior that is performed by an employee "for its own sake" is referred to as
A) extrinsically motivated behavior.
B) an external locus of causality.
C) intrinsically motivated behavior.
D) equity behavior.

Answer: C
Explanation: Intrinsically motivated behavior is behavior that is performed for its own sake.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

15) Saanviis exceptional in mathematics. She does not treat it as just a subject; rather, she loves
solving complicated problems related to mathematics. Saanvi's behavior is explained by
A) intrinsically motivated behavior.
B) an external locus of control.
C) an internal locus of control.
D) prosocially motivated behavior.

Answer: A
Explanation: Intrinsically motivated behavior is behavior that is performed for its own sake; the
source of motivation is actually performing the behavior, and motivation comes from doing the
work itself. An elementary school teacher who really enjoys teaching children, a computer
programmer who loves solving programming problems, and a commercial photographer who
relishes taking creative photographs are all intrinsically motivated.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

6
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

16) George knows that Sue is extrinsically motivated. To increase her motivation, George would
most likely
A) give Sue interesting work.
B) give Sue tasks that give her a feeling of accomplishment.
C) increase Sue's salary.
D) give Sue more autonomy.

Answer: C
Explanation: Extrinsically motivated behavior is behavior that is performed to acquire material
or social rewards or to avoid punishment. Outcomes such as pay, job security, benefits, and
vacation time result in extrinsically motivated behavior.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

17) A computer programmer who does his or her job well because he or she enjoys solving
complicated computer problems is said to be
A) extrinsically motivated.
B) negatively reinforced.
C) experiencing extinction.
D) intrinsically motivated.

Answer: D
Explanation: Intrinsically motivated behavior is behavior that is performed for its own sake; the
source of motivation is actually performing the behavior, and motivation comes from doing the
work itself. An elementary school teacher who really enjoys teaching children, a computer
programmer who loves solving programming problems, and a commercial photographer who
relishes taking creative photographs are all intrinsically motivated.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

7
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

18) Behavior that is performed by an employee to acquire a material reward, to acquire a social
reward, or to avoid punishment is referred to as ________ motivated behavior.
A) extrinsically
B) practically
C) vicariously
D) intrinsically

Answer: A
Explanation: Extrinsically motivated behavior is behavior that is performed to acquire material
or social rewards or to avoid punishment.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

19) Enzois intrinsically motivated, so he is motivated by

A) praise.
B) job security.
C) responsibility.
D) vacation time.

Answer: C
Explanation: Intrinsically motivated behavior is behavior that is performed for its own sake.
Outcomes such as autonomy, responsibility, a feeling of accomplishment, and the pleasure of
doing interesting or enjoyable work result in intrinsically motivated behavior.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

8
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

20) Dan, a car salesperson, is extrinsically motivated. As a result, he most likely chose his
profession because of the
A) attractive sales commission he receives on each car sale.
B) pleasure of selling high-quality cars to customers.
C) opportunity to provide customers with cars at bargain prices.
D) freedom of scheduling his own time to sell cars.

Answer: A
Explanation: Extrinsically motivated behavior is behavior that is performed to acquire material
or social rewards or to avoid punishment; the source of motivation is the consequences of the
behavior, not the behavior itself. A car salesperson who is motivated by receiving a commission
on all cars sold, a lawyer who is motivated by the high salary and status that go along with the
job, and a factory worker who is motivated by the opportunity to earn a secure income are all
extrinsically motivated.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

21) A worker in an automobile assembly line who chooses his or her work because of the job
security it entails is said to be
A) intrinsically motivated.
B) experiencing overpayment inequity.
C) experiencing underpayment inequity.
D) extrinsically motivated.

Answer: D
Explanation: Extrinsically motivated behavior is behavior that is performed to acquire material
or social rewards or to avoid punishment; the source of motivation is the consequences of the
behavior, not the behavior itself. A car salesperson who is motivated by receiving a commission
on all cars sold, a lawyer who is motivated by the high salary and status that go along with the
job, and a factory worker who is motivated by the opportunity to earn a secure income are all
extrinsically motivated.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

9
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

22) An example of an employee's input with an organization is

A) experience.
B) a feeling of accomplishment.
C) vacation time.
D) interesting work assignments.

Answer: A
Explanation: An input is anything a person contributes to the job or organization, such as time,
effort, education, experience, skills, knowledge, and actual work behaviors.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

23) Don, an accountant, has had many inputs related to his position as an accountant over the
years. One of his inputs is
A) praise from his boss.
B) job security.
C) education.
D) vacation time.

Answer: C
Explanation: An input is anything a person contributes to the job or organization, such as time,
effort, education, experience, skills, knowledge, and actual work behaviors.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

10
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

24) Barbara is the dean of the College of Business. She enjoys the pace of her work and the
feeling of accomplishment she gets when she is able to initiate a new program to help students.
She also appreciates her attractive salary, which allows her to travel abroad on her vacations.
Barbara is
A) intrinsically and input motivated.
B) extrinsically motivated.
C) intrinsically and extrinsically motivated.
D) input motivated.

Answer: C
Explanation: People can be intrinsically motivated, extrinsically motivated, or both intrinsically
and extrinsically motivated. For example, at the SAS Institute, employees are both extrinsically
motivated, because of equitable pay and outstanding benefits, and intrinsically motivated,
because of the opportunity to do interesting work.
Difficulty: 3 Hard
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

25) Lotte is highly intrinsically and prosocially motivated and to a lesser degree extrinsically
motivated. As a result, she enjoys her work as a fashion designer for Clothes Plus, Inc., because
she uses
A) her creativity to design clothes for needy families while receiving lower pay than designers
working for top fashion houses.
B) little of her creatively in designing bland clothes for needy families, but receives as much pay
as designers working for top fashion houses.
C) her creativity to design clothes for wealthy people while being paid a rate comparable to the
top clothing designers.
D) little of her creativity to design basic clothes for wealthy people while receiving moderate pay
for the industry.

Answer: A
Explanation: People who are motivated because the work is creative are intrinsically motivated.
People who are motivated by doing work that helps others in need are prosocially motivated.
People who are motived by a large paycheck are extrinsically motivated.
Difficulty: 3 Hard
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation

11
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

26) A hospital has an opening for a nurse and wants to hire a person who is motivated by
something other than extrinsic or intrinsic forces. Considering this and what you know about the
nature of motivation, which of the following statements by interviewees for the job would most
likely impress the interviewer in a positive way?
A) "I'd love working for a hospital like this, which is rated so highly."
B) "What I like the most about being a nurse is helping others."
C) "With my experience, I do expect to receive a certain salary level."
D) "I find providing treatments to patients to be very interesting."

Answer: B
Explanation: Prosocially motivated behavior is behavior that is performed to benefit or help
others. As a result, the statement, "What I like the most about being a nurse is helping others"
would most likely impress an interviewer wanting to hire a nurse who is highly prosocially
motivated.
Difficulty: 3 Hard
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

27) The idea that motivation is high when workers believe that high levels of effort lead to high
performance and high performance leads to the attainment of desired outcomes is explained by
the ________ theory.
A) expectancy
B) valence
C) hierarchy of needs
D) motivator-hygiene

Answer: A
Explanation: Expectancy theory, formulated by Victor H. Vroom in the 1960s, posits that
motivation is high when workers believe that high levels of effort lead to high performance and
high performance leads to the attainment of desired outcomes.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

12
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

28) An employee's perception of the extent to which his or her effort will result in a given level
of his or her performance is known as
A) valence.
B) expectancy.
C) instrumentality.
D) equity.

Answer: B
Explanation: Expectancy is a person's perception about the extent to which effort (an input)
results in a certain level of performance.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

29) Professor Artem offers his students $10 if they can run around the classroom building in two
minutes. Ahmad, his student, believes that even if he does this, Professor Artem would not really
give him the money. Ahmad's lack of motivation can be explained by
A) instrumentality.
B) underpayment inequity.
C) valence.
D) directive leadership.

Answer: A
Explanation: Instrumentality is a person's perception about the extent to which performance at a
certain level results in the attainment of outcomes.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

13
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

30) An employee's perception of the extent to which performance at a given level will result in
outcomes the employee desires is known as
A) instrumentality.
B) inequity.
C) valence.
D) expectancy.

Answer: A
Explanation: Instrumentality is a person's perception about the extent to which performance at a
certain level results in the attainment of outcomes.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

31) The desirability to an employee of each of the outcomes available from the employee's job or
organization is known as
A) instrumentality.
B) expectancy.
C) valence.
D) equity.

Answer: C
Explanation: "Valence" refers to how desirable each of the outcomes available from a job or
organization is to a person.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

14
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

32) When managers provide employees with highly valent outcomes, it is likely to result in
A) low motivation.
B) low expectancy.
C) reduced turnover.
D) reduced job satisfaction.

Answer: C
Explanation: Providing employees with highly valent outcomes not only can contribute to high
levels of motivation but also has the potential to reduce turnover.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

33) At Space Solutions, Ltd., William works on valence by

A) making sure his employees will value the opportunity of working with less supervision.
B) deciding that a five percent raise for all employees is fair.
C) informing his employees that they are expected to work overtime.
D) reducing the number of employees to increase the profit margin.

Answer: A
Explanation: "Valence" refers to how desirable each of the outcomes available from a job or an
organization is to a person. By making sure his employees will value the opportunity of working
with less supervision, William is working on valence.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

15
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

34) According to expectancy theory, when people perceive that high performance leads to the
receipt of certain outcomes, the concept of ________ is high.
A) valence
B) instrumentality
C) expectancy
D) self-actualization

Answer: B
Explanation: Instrumentality is high when people perceive that high performance leads to the
receipt of certain outcomes.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

35) Ali, Lucia, Liam, and Miyu all agree that the work they do for Jamison, Ltd., results in
company improvements and other positive outcomes. They also agree that their hard work
positively benefits them personally in a variety of ways. Ali does interesting creative work for a
moderate salary. Lucia does routine work but has high seniority. Liam does work that helps
disadvantaged children for high pay. Miyu often works alone and has high seniority. Which of
these employees would be most likely quit their job?
A) Ali, who has high valence for pay rate
B) Lucia, who has high valence for job security
C) Liam, who has high valence for prosocial work
D) Miyu, who has high valence for autonomy

Answer: A
Explanation: The term valence refers to how desirable each of the outcomes available from a job
or an organization is to a person. A job has high valence if an employee values its outcomes. Ali
has a high valence for pay rate, which means he wants to be paid a high salary. However, his
current salary at Jamison is moderate. So he would be more likely than the others to quit his job.
Difficulty: 3 Hard
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation

16
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

36) After conducting a study of company, a business consultant realized this organization has low
instrumentality for pay. As a result, the consultant would most likely recommend that the
company
A) set up more social events to promote esprit de corps.
B) give bonuses for people who work overtime.
C) provide support to enable employees to achieve high performance.
D) hire people who have a higher valence for job security than autonomy.

Answer: B
Explanation: If a company has low instrumentality for pay, employees feel they do not get paid
enough for the amount of work they do. As a result, giving bonuses for people who work
overtime could help to correct this situation.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

37) According to expectancy theory, high motivation will occur when

A) expectancy is low and valence is high.
B) instrumentality is low and expectancy is high.
C) expectancy, instrumentality, and valence are high.
D) both expectancy and valence are low.

Answer: C
Explanation: According to expectancy theory, high motivation results from high levels of
expectancy, instrumentality, and valence. If any one of these factors is low, motivation is likely to
be low.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

17
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

38) The perception of workers of the fairness of their work outcomes relative to their work inputs
is the focus of ________ theory.
A) equity
B) valence
C) instrumentality
D) needs hierarchy

Answer: A
Explanation: Equity theory is a theory of motivation that concentrates on people's perceptions of
the fairness of their work outcomes relative to, or in proportion to, their work inputs.
Difficulty: 1 Easy
Topic: Equity Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

39) The justice, impartiality, and fairness to which all organizational members are entitled are
collectively referred to as
A) valence.
B) expectancy.
C) equity.
D) instrumentality.

Answer: C
Explanation: Equity is the justice, impartiality, and fairness to which all organizational members
are entitled.
Difficulty: 1 Easy
Topic: Equity Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

18
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

40) Vasil, an engineer, gets paid more than his colleague, Milosz. Vasil has more years on the job
than Milosz and works more hours. Vasil thinks he and Milosz are paid fairly, but Milosz thinks
that he should be paid the same as Vasil because his degree is from a better university and he is
more creative. Vasil is experiencing
A) overpayment inequity and Milosz is experiencing underpayment inequity.
B) underpayment inequity and Milosz is experiencing overpayment inequity.
C) equity and Milosz is experiencing underpayment inequity.
D) equity and Milosz is experiencing overpayment inequity.

Answer: C
Explanation: Equity exists when a person perceives his or her own outcome-input ratio to be
equal to a referent's outcome-input ratio. Underpayment inequity exists when a person's own
outcome-input ratio is perceived to be less than that of a referent.
Difficulty: 2 Medium
Topic: Equity Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

41) Elizabeth believes she is dealing with underpayment inequity with a co-worker named Sally.
Elizabeth wants to correct this by adjusting their outcome-input ratios to achieve equity. To do
this, Elizabeth would most likely want to
A) get paid as much as her co-worker Sally but reduce Sally's work hours.
B) get paid as much as her co-worker Sally for the same amount of work.
C) increase the pay for her co-worker Sally, who does as much work as Elizabeth.
D) increase the pay for herself and for Sally by the same amount.

Answer: B
Explanation: Underpayment inequity exists when a person's own outcome-input ratio is
perceived to be less than that of a referent. For example, Elizabeth most likely feels she is
dealing with underpayment inequity with Sally because she does not get paid as much as Sally
for the same amount of work. Therefore, to achieve equity Elizabeth would like to get paid as
much as Sally for the same amount of work.
Difficulty: 3 Hard
Topic: Equity Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

19
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

42) Jennifer perceives that though she works harder than her coworker Kelly, she is paid the
same. This is an example of
A) the valence effect.
B) extinction.
C) negative reinforcement.
D) underpayment inequity.

Answer: D
Explanation: Underpayment inequity exists when a person's own outcome-input ratio is
perceived to be less than that of a referent. In comparing yourself to a referent, you think that you
are not receiving the outcomes you should be, given your inputs.
Difficulty: 2 Medium
Topic: Equity Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

43) People experiencing underpayment inequity are most likely to

A) raise their perceptions of their own inputs.
B) lower their perceptions of others' outcomes.
C) work harder.
D) be absent.

Answer: D
Explanation: People experiencing underpayment inequity feel they are being paid or rewarded
less than a referent. They are likely to lower their inputs by reducing their working hours, putting
forth less effort on the job, or being absent.
Difficulty: 1 Easy
Topic: Equity Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

20
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

44) People experiencing overpayment inequity are most likely to

A) raise their perceptions of their own inputs.
B) ask for a raise in accordance with their experience.
C) work slower so they are paid more for less work.
D) be absent more to take advantage of vacation benefits.

Answer: A
Explanation: People experiencing overpayment inequity feel they are being paid or rewarded
more than a referent. They may raise their perceptions (or the reality) of their own inputs, lower
their perceptions of the referent's inputs, or raise their perceptions of the referent's outcomes.
Difficulty: 2 Medium
Topic: Equity Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

45) In general, motivation of employees in an organization is high with ________ informational

justice.
A) low interpersonal justice and high
B) high interpersonal justice and high
C) high interpersonal justice and low
D) low interpersonal justice and low

Answer: B
Explanation: Four forms of justice are important for high motivation. It is most advantageous for
distributive, procedural, interpersonal, and informational justice all to be high.
Difficulty: 2 Medium
Topic: Interpersonal Justice
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

21
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

46) Miray, an employee at J.R. Smith, was promoted recently due to the huge success of two
projects she delivered that generated more revenue and further projects for the technology
division. She is highly motivated by the promotion and perceives ________ justice of the firm to
be high.
A) individual
B) distributive
C) informational
D) interpersonal

Answer: B
Explanation: "Distributive justice" refers to an employee's perception of the fairness of the
distribution of outcomes (such as promotions, pay, job assignments, and working conditions) in
an organization. Employees are more likely to be highly motivated when they perceive
distributive justice to be high rather than low.
Difficulty: 2 Medium
Topic: Distributive Justice
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

47) Henry, an employee of Azla Communications, believes that the procedural justice of his
manager is low. Considering this, Henry's motivation would most likely increase if the
A) manager treated Henry with more respect.
B) manager renovated the office to improve working conditions.
C) method of performance appraisal used by his manger improved.
D) explanations by the manager about new policies improved.

Answer: C
Explanation: "Procedural justice" refers to an employee's perception of the fairness of the
procedures used to determine how to distribute outcomes in an organization. If important
outcomes such as pay and promotions are distributed based on performance appraisals and an
employee perceives that the procedure that is used (i.e., the performance appraisal system) is
unfair, then procedural justice is low and motivation is likely to suffer. More generally,
motivation is higher when procedural justice is high rather than low.
Difficulty: 2 Medium
Topic: Procedural Justice
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

22
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

48) When managers of an organization treat their subordinates with dignity and respect and are
polite and courteous, the interpersonal justice is
A) low and motivation is low.
B) low and motivation is high.
C) high and motivation is low.
D) high and motivation is high.

Answer: D
Explanation: Interpersonal justice is high when managers treat subordinates with dignity and
respect and are polite and courteous. Motivation is higher when interpersonal justice is high
rather than low.
Difficulty: 2 Medium
Topic: Interpersonal Justice
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

49) According to Maslow's hierarchy of needs theory, which of the following is the highest level
of needs of workers?
A) physiological
B) safety
C) self-actualization
D) esteem

Answer: C
Explanation: Self-actualization needs, the needs to realize one's full potential as a human being,
are the highest-level needs in Maslow's hierarchy of needs.
Difficulty: 1 Easy
Topic: Maslow's Hierarchy of Needs
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

23
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

50) Which of the following motivators is the most basic need in Maslow's hierarchy of needs?
A) safety
B) belongingness
C) physiological
D) esteem

Answer: C
Explanation: Physiological needs are basic needs for things such as food, water, and shelter that
must be met in order for a person to survive.
Difficulty: 1 Easy
Topic: Maslow's Hierarchy of Needs
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

51) An employer can attempt to meet the employees' safety needs by providing
A) adequate pay.
B) company social events.
C) promotions.
D) medical benefits.

Answer: D
Explanation: Safety needs can be satisfied by providing job security, adequate medical benefits,
and safe working conditions.
Difficulty: 2 Medium
Topic: Maslow's Hierarchy of Needs
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

24
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

52) By granting promotions and recognizing accomplishments of an employee, a manager can

satisfy the ________ need of the employee.
A) self-actualization
B) belongingness
C) safety
D) esteem

Answer: D
Explanation: Esteem needs of an employee can be satisfied by a manager by granting
promotions and recognizing accomplishments.
Difficulty: 2 Medium
Topic: Maslow's Hierarchy of Needs
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

53) According to Maslow's hierarchy of needs, Ethan, a middle manager, is trying to help his
employees satisfy their self-actualization needs at work by
A) establishing a merit system that awards their accomplishments.
B) giving them tasks that fit their skill set.
C) organizing a company picnic.
D) replacing equipment that is old.

Answer: B
Explanation: Self-actualization needs can be satisfied by giving people the opportunity to use
their skills and abilities to the fullest extent possible.
Difficulty: 2 Medium
Topic: Maslow's Hierarchy of Needs
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

25
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

54) Zoe is a low-level employee who is friends with several co-workers, does not worry about
paying the rent or buying food, and knows that her position in the company is necessary and that
her managers do not want her to leave. Considering this, which of the following notes would she
most likely place in her company's suggestion box?
A) Provide more autonomy for employees to use their skills in a creative way.
B) Crack the glass ceiling by promoting more women to upper management jobs.
C) Increase the pay for all employees by 10 percent.
D) Sponsor more social activities to improve teamwork.

Answer: B
Explanation: Esteem needs deal with promotions and recognizing accomplishments. After
people fulfill the more basic needs listed in Maslow's Hierarchy of Needs, including
physiological, safety, and belongingness needs, they move on to esteem needs.
Difficulty: 3 Hard
Topic: Maslow's Hierarchy of Needs
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

55) In Herzberg's motivator-hygiene theory, needs that are related to the nature of the work itself
and the degree of challenge contained in the work are known as ________ needs.
A) motivator
B) actualization
C) esteem
D) hygiene

Answer: A
Explanation: Motivator needs are related to the nature of the work itself and how challenging it
is.
Difficulty: 1 Easy
Topic: Herzberg's Motivator-Hygiene Theory
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

26
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

56) Which of the following outcomes satisfies hygiene needs?

A) interesting work
B) responsibility
C) pay
D) sense of accomplishment

Answer: C
Explanation: Hygiene needs are satisfied by outcomes such as pleasant and comfortable working
conditions, pay, job security, good relationships with coworkers, and effective supervision.
Difficulty: 2 Medium
Topic: Herzberg's Motivator-Hygiene Theory
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

57) In Herzberg's motivation theory, needs that are related to the physical and psychological
context in which the work is performed are known as ________ needs.
A) motivator
B) hygiene
C) valence
D) expectancy

Answer: B
Explanation: Hygiene needs are related to the physical and psychological context in which the
work is performed.
Difficulty: 1 Easy
Topic: Herzberg's Motivator-Hygiene Theory
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

27
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

58) An outcome that satisfies motivator needs is

A) pay.
B) responsibility.
C) job security.
D) good relationships with coworkers.

Answer: B
Explanation: Outcomes such as interesting work, autonomy, responsibility, being able to grow
and develop on the job, and a sense of accomplishment and achievement help to satisfy
motivator needs.
Difficulty: 2 Medium
Topic: Herzberg's Motivator-Hygiene Theory
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

59) The theory that distinguishes needs related to the work itself from those related to the context
of the work is ________ theory.
A) Maslow's hierarchy
B) B.F. Skinner's
C) Herzberg's motivator-hygiene
D) McClelland's needs

Answer: C
Explanation: According to Herzberg's motivator-hygiene theory, people have two sets of needs
or requirements: motivator needs and hygiene needs. Motivator needs are related to the nature of
the work itself. Hygiene needs are related to the physical and psychological context in which the
work is performed.
Difficulty: 2 Medium
Topic: Herzberg's Motivator-Hygiene Theory
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

28
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

60) A strong desire to perform challenging tasks well and to meet personal standards for
excellence is called the need for
A) stability.
B) power.
C) affiliation.
D) achievement.

Answer: D
Explanation: The need for achievement is the extent to which an individual has a strong desire to
perform challenging tasks well and to meet personal standards for excellence.
Difficulty: 1 Easy
Topic: Need for Achievement
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

61) Sosuke requested feedback from Clement, his manager, on his performance. Clement is
delighted by Sosuke's attitude. As a result, Clement rated Sosuke high on the need for
A) affiliation.
B) power.
C) recognition.
D) achievement.

Answer: D
Explanation: People with a high need for achievement often set clear goals for themselves and
like to receive performance feedback.
Difficulty: 2 Medium
Topic: Need for Achievement
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

29
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

62) Establishing and maintaining good interpersonal relations and being liked are characteristics
of individuals who can be rated high on the need for
A) affiliation.
B) power.
C) consciousness.
D) achievement.

Answer: A
Explanation: The need for affiliation is the extent to which an individual is concerned about
establishing and maintaining good interpersonal relations, being liked, and having the people
around him or her get along with each other.
Difficulty: 1 Easy
Topic: Need for Affiliation
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

63) It is especially important that upper-level managers have a need for

A) affiliation.
B) power.
C) consciousness.
D) achievement.

Answer: B
Explanation: Research suggests that high needs for achievement and for power are assets for
first-line and middle managers and that a high need for power is especially important for upper
managers.
Difficulty: 2 Medium
Topic: Need for Power
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

30
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

64) Because he has a high need for power, Gunnar would most likely decide to
A) spend long-hours of overtime to create a great computer game.
B) take a co-worker who is having a hard time at work out to dinner.
C) review an annual report several times to make sure it is accurate.
D) persuade the governor of a state to pass laws that benefit his company.

Answer: D
Explanation: The need for power is the extent to which an individual desires to control or
influence others. Therefore, if Gunnar has a high need for power, he would most likely decide to
persuade the governor of a state to pass laws that benefit his company.
Difficulty: 2 Medium
Topic: Need for Power
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

65) According to goal-setting theory, to stimulate high motivation and performance, goals must
be
A) specific and easy.
B) general and easy.
C) specific and difficult.
D) general and difficult.

Answer: C
Explanation: Goal-setting theory suggests that to stimulate high motivation and performance,
goals must be specific and difficult.
Difficulty: 1 Easy
Topic: Goal-Setting Theory
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

31
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

66) Specific, difficult goals may be detrimental for

A) learning tasks involving minimal effort.
B) work that is very creative and uncertain.
C) performing routine tasks.
D) jobs requiring a significant amount of time.

Answer: B
Explanation: When people are performing complicated and very challenging tasks that require
them to focus on a considerable amount of learning, specific, difficult goals may actually impair
performance. For work that is very creative and uncertain, specific, difficult goals may be
detrimental.
Difficulty: 2 Medium
Topic: Goal-Setting Theory
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

67) A relatively permanent change in a person's knowledge or behavior that results from practice
or experience is known as
A) individuality.
B) adaptation.
C) self-efficacy.
D) learning.

Answer: D
Explanation: Learning can be defined as a relatively permanent change in a person's knowledge
or behavior that results from practice or experience.
Difficulty: 1 Easy
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

32
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

68) How employees learn to perform behaviors that lead to desired consequences and avoid
behaviors that lead to undesired consequences is described in ________ theory.
A) needs hierarchy
B) ERG
C) equity
D) operant conditioning

Answer: D
Explanation: According to operant conditioning theory, developed by psychologist B. F. Skinner,
people learn to perform behaviors that lead to desired consequences and learn not to perform
behaviors that lead to undesired consequences.
Difficulty: 1 Easy
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

69) Amau was often late to work, despite his manager, Ebba, warning him against it several
times. As a last resort, Ebba reduced Amau's salary in proportion to the hours he missed at work
by being late. It turned out to be the right thing to do, as Amau was never late to work after the
incident. This scenario is explained by
A) instrumentality.
B) valence.
C) positive reinforcement.
D) negative reinforcement.

Answer: D
Explanation: Negative reinforcement can encourage members of an organization to perform
desired or organizationally functional behaviors. Managers using negative reinforcement actually
eliminate or remove undesired outcomes once the functional behavior is performed.
Difficulty: 2 Medium
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

33
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

70) Donnie changed his behavior from a dysfunctional to a functional one, and his manager then
removed an undesired outcome. This is known as
A) positive reinforcement.
B) extinction.
C) negative reinforcement.
D) inequity.

Answer: C
Explanation: Negative reinforcement can encourage members of an organization to perform
desired or organizationally functional behaviors. Managers using negative reinforcement actually
eliminate or remove undesired outcomes once the functional behavior is performed.
Difficulty: 2 Medium
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

71) A manager removes a positive reinforcement in order to change the behavior of a

subordinate. This is called
A) extinction.
B) positive reinforcement.
C) negative reinforcement.
D) instrumentality.

Answer: A
Explanation: According to operant conditioning theory, all behavior is controlled or determined
by its consequences; one way for managers to curtail the performance of dysfunctional behaviors
is to eliminate whatever is reinforcing the behaviors. This process is called extinction.
Difficulty: 2 Medium
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Understand
AACSB: Reflective Thinking; Knowledge Application
Accessibility: Keyboard Navigation

34
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

72) Maria, a middle manager, enjoys talking over work situations with Daniel, her subordinate,
who is a first-line supervisor. However, she notices that Daniel frequently brings problems to her
that he expects her to solve, rather than solving them himself. Since Daniel has been a supervisor
for a significant length of time, he should be more independent in his actions. Based on what you
know about operant conditioning theory, what should Maria do?
A) solve the problems for Daniel to give him an example on how to deal with these situations
B) compliment Daniel on his various managerial abilities to boost his confidence
C) allow Daniel to take the afternoon off to think of a solution whenever one of these problems
occurs
D) stop acting interested in the problems Daniel brings to her and make her responses brief

Answer: D
Explanation: According to operant conditioning theory, all behavior is controlled or determined
by its consequences; one way for managers to curtail the performance of dysfunctional behaviors
is to eliminate whatever is reinforcing the behaviors. This process is called extinction. To do this,
Maria would stop acting interested in the problems Daniel brings to her and make her responses
brief.
Difficulty: 3 Hard
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

73) Mira performs a dysfunctional behavior, and her manager administers an undesired
consequence. This is known as
A) extinction.
B) punishment.
C) counteractive control.
D) equity.

Answer: B
Explanation: Punishment is administering an undesired or negative consequence to subordinates
by managers when the subordinates perform dysfunctional behavior.
Difficulty: 1 Easy
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

35
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

74) To administer the punishment of an employee effectively, Tsitsi would most likely
A) inform Mark that his probation for violating company policy is not surprising considering the
type of person he is.
B) tell Kamela at a team meeting that she will be put on probation for violating company policy.
C) take Chuy aside to a private area and emphasize that docking his pay is only because he
violated company policy.
D) think about an incident for more than a month and then tell Dorinda that her pay will be
docked because of her violation of company policy.

Answer: C
Explanation: To administer the punishment of an employee effectively, a manager should make
sure the employee knows he or she is being punished because of dysfunctional behavior, and not
because of who he or she is as a person; make the punishment as soon as possible; and avoid
punishing someone in front of others.
Difficulty: 3 Hard
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

75) Liam, a manager, strongly believes that rewarding an employee can cause motivation. Also,
he believes that the employee's thoughts and beliefs about the work and the organization
influence the employee's learning and motivation. Which learning theory supports Liam's
understanding of motivation?
A) cognitive
B) social
C) emotional
D) constructive

Answer: B
Explanation: Social learning theory proposes that motivation results not only from direct
experience of rewards and punishments but also from a person's thoughts and beliefs.
Difficulty: 2 Medium
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

36
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

76) Eduardo, a production manager at a growing company, has mastered the processes and
procedures of overall management of the ongoing production operations by walking around and
watching other managers as they work. This is an example of
A) negative reinforcement.
B) contingent learning.
C) equity learning.
D) vicarious learning.

Answer: D
Explanation: Vicarious learning, often called observational learning, occurs when a person (the
learner) becomes motivated to perform a behavior by watching another person (the model)
perform the behavior and be positively reinforced for doing so.
Difficulty: 2 Medium
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

77) Observational learning is also known as

A) self-efficacy.
B) operant learning.
C) vicarious learning.
D) equity learning.

Answer: C
Explanation: Vicarious learning is often called observational learning.
Difficulty: 1 Easy
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

37
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

78) An employee controls his or her own behavior without the need for outside control of that
behavior by a manager. This is an example of
A) vicarious learning.
B) self-efficacy.
C) self-reinforcement.
D) observational learning.

Answer: C
Explanation: In self-reinforcement, people can control their own behavior by setting goals for
themselves and then reinforcing themselves when they achieve the goals.
Difficulty: 2 Medium
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

79) Paul sets a goal of completing the design for a new display box for a major customer by the
end of the week. In general, he motivates himself to achieve goals by using self-reinforcement.
In this case, Paul practices self-reinforcement by
A) agreeing to take a training course suggested by his manager to improve his confidence at
work.
B) doing something he loves, namely playing golf over the weekend, if he is able to complete the
project on time.
C) accepting the invitation of co-workers to observe their work, thereby enabling Paul to hone
his skills.
D) promising his manager that he will double-check his work to make sure it has been
completely correctly.

Answer: B
Explanation: In self-reinforcement, people can control their own behavior by setting goals for
themselves and then reinforcing themselves when they achieve the goals. Self-reinforcers are any
desired or attractive outcomes that a person gives to himself or herself for good performance.
Difficulty: 3 Hard
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

38
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

80) Anything that an employee can give to himself or herself as a reward for "good" performance
on the job is known as a(n)
A) interpersonal stimulus.
B) equity reinforce.
C) self-reinforcer.
D) self-compliment.

Answer: C
Explanation: Self-reinforcers are any desired or attractive outcomes or rewards that people can
give to themselves for good performance.
Difficulty: 1 Easy
Topic: Self-Reinforcer
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

81) Sonya, the manager of a restaurant, has just hired three servers. As part of their training
program, she wants them to first learn by watching another, current server act out his job. Based
on what you know about social learning theory, Sonya should
A) have the three new servers crowd around the server acting as the model at the same time.
B) make sure the server acting as a model emphasizes the large tips given for attentive service.
C) skip quizzing the new servers to see what they learned from the server acting as the model.
D) emphasize that the three servers should not ask questions of the server acting as the model.

Answer: B
Explanation: To effectively use vicarious learning, the learner should see or know that the model
is positively reinforced for the behavior. The server acting as the model makes sure the learners
know this by emphasizing the large tips given for attentive service.
Difficulty: 3 Hard
Topic: Self-Reinforcer
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

39
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

82) An individual's belief about his or her ability to perform a behavior successfully is called
A) internal stimulus.
B) self-appreciation.
C) self-efficacy.
D) locus of control.

Answer: C
Explanation: Self-efficacy is a person's belief about his or her ability to perform a behavior
successfully.
Difficulty: 1 Easy
Topic: Self-Efficacy
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

83) The theory that describes how outcomes such as pay should be distributed in proportion to
inputs is ________ theory.
A) expectancy
B) need
C) goal-setting
D) equity

Answer: D
Explanation: According to equity theory, outcomes such as pay should be distributed in
proportion to inputs (including performance levels).
Difficulty: 1 Easy
Topic: Equity Theory
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation
tool.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

40
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

84) A compensation plan that bases pay of an employee on his or her performance is called a(n)
________ plan.
A) customized pay
B) economic
C) distributive
D) merit pay

Answer: D
Explanation: A merit pay plan is a compensation plan that bases pay on performance.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation
tool.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

85) A worker who is paid on the basis of the number of computer components produced per day
is said to be paid on a(n) ________ basis.
A) underpayment inequity
B) overpayment inequity
C) piece-rate
D) equity

Answer: C
Explanation: Using piece-rate pay, an individual-based merit plan, managers base employees'
pay on the number of units each employee produces, whether televisions, computer components,
or welded auto parts.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation
tool.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

41
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

86) sofa, a real-estate agent, is paid on the basis of the percentage of the sale price of a house she
sold. This is an example of
A) piece-rate pay.
B) profit sharing.
C) commission pay.
D) the Scanlon plan.

Answer: C
Explanation: Using commission pay, an individual-based merit pay plan, managers base pay on
a percentage of sales.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation
tool.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

87) A department store that pays its salespeople in the shoe department a percentage of the dollar
value of shoes sold is said to be using a(n) ________-based pay plan.
A) commission
B) equity
C) underpayment inequity
D) overpayment inequity

Answer: A
Explanation: Using commission pay, an individual-based merit pay plan, managers base pay on
a percentage of sales.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation
tool.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

42
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

88) An organization focuses on cost-savings techniques and shares a percentage of the cost
savings resulting from these techniques with its employees. This is the idea behind the ________
plan.
A) Maslow
B) Scanlon
C) Skinner
D) McClelland

Answer: B
Explanation: In a Scanlon plan, members of an organization are motivated to come up with and
implement cost-cutting strategies because a percentage of the cost savings achieved during a
specified time is distributed to the employees.
Difficulty: 1 Easy
Topic: Expectancy Theory
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation
tool.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

89) At turk Electronics, Ltd., a manager decides to combine individual and organization merit
plans by giving bonuses
A) to each employee if they produce a certain number of circuits and a pay raise based on
reaching an overall sales goal.
B) to each employee if they produce a certain number of circuits and a percentage of sales to the
sales people.
C) if the annual production of circuits reaches 500,000 and a pay raise based on reaching an
overall sales goal.
D) if the annual production of circuits reaches 500,000 and a pay raise based on the increase of
the profit margin.

Answer: A
Explanation: It is possible to combine elements of an individual-based plan with a group- or
organization-based plan to motivate each individual to perform highly and, at the same time,
motivate all individuals to work well together, cooperate with one another, and help one another
as needed. Giving bonuses to each employee if they produce a certain number of circuits is an
individual plan. Providing a pay raise based on reaching an overall sales goal is an organizational
plan.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation
tool.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

43
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

90) At Long Shot, Inc., the CEO, Jorge, wants to increase the overall number of golf clubs
produced each year without increasing the size of the work force. Producing a golf club requires
many steps in an assembly line process. Given this process, which of the following payment
systems would Jorge most likely use?
A) one that pays individual assembly line employees a percentage based on golf club sales
B) one that pays all of the employees on the assembly line a percentage of each golf club sale
C) one that pays all of the employees on the assembly line for each golf club they complete as a
team
D) one that pays each individual employee based on their individual contribution to each golf
club made

Answer: C
Explanation: Producing golf clubs requires many employees working together on an assembly
line. Jorge therefore would probably not use an individual merit plan, but rather a group one that
involves the entire assembly-line work force. Also, because Jorge wants the number of units
(golf clubs) to increase, he would probably use a piece-rate pay.
Difficulty: 3 Hard
Topic: Expectancy Theory
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation
tool.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

91) Explain how an employee can be intrinsically motivated, extrinsically motivated, or both,
depending on the factors in his or her job situation. Give one example of an employee who
exhibits each of these three possible work situations.

Answer: Student examples will vary. The following is a sample answer. An employee may be
intrinsically motivated when he or she works hard and long at a job because it is interesting or
challenging. An elementary school teacher who really enjoys teaching children is intrinsically
motivated. An employee may be extrinsically motivated when he or she works hard at a job
because of some external reward, such as money or promotion. A car salesperson who is
motivated by receiving a commission on all cars sold is extrinsically motivated. Many people
work hard at their jobs both because they enjoy the work and because of the external rewards. A
top manager who derives a sense of accomplishment and achievement from managing a large
corporation and strives to reach year-end targets to obtain a hefty bonus is both intrinsically and
extrinsically motivated.
Difficulty: 3 Hard
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

44
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

92) Define prosocially motivated behavior. Can behavior be prosocially motivated in addition to
being extrinsically or intrinsically motivated? Give an example to support your answer.

Answer: Student examples will vary. The following is a sample answer. Prosocially motivated
behavior is behavior that is performed to benefit or help others. Behavior can be prosocially
motivated in addition to being extrinsically and/or intrinsically motivated, such an elementary
school teacher who not only enjoys the process of teaching young children (has high intrinsic
motivation) but also has a strong desire to give children the best learning experience possible
(prosocially motivated behavior).
Difficulty: 3 Hard
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

45
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

93) In the context of motivation theory, what is an output? What is an input? Give examples of
each.

Answer: Student examples will vary. The following is a sample answer. An outcome is anything
a person gets from a job or an organization. Some outcomes, such as autonomy, responsibility, a
feeling of accomplishment, and the pleasure of doing interesting or enjoyable work, result in
intrinsically motivated behavior. For example, a costume designer for a play or movie can find
doing his or her work to be pleasurable because it is creative in a way that the designer finds
interesting. Also, creating great costumes can provide a feeling of accomplishment. Outcomes
such as improving the lives or well-being of other people and doing good by helping others result
in prosocially motivated behavior. For example, a social worker helping impoverished people
can feel good about helping others. Other outcomes, such as pay, job security, benefits, and
vacation time, result in extrinsically motivated behavior. For instance, an air traffic controller can
become more motivated to do this stressful job if he or she receive a large raise in salary and
more vacation time.
Organizations hire people to obtain important inputs. An input is anything a person contributes to
the job or organization, such as time, effort, education, experience, skills, knowledge, and actual
work behaviors. For example, a person working as a research physicist for a company
contributes many types of input, including long work hours (time); intense concentration on tasks
(effort); schooling at a university (education); an ability to analyze problems and come up with
creative solutions (skills); knowledge from past research (experience); and a co-operative
attitude toward other researchers (actual work behaviors).Inputs such as these are necessary for
an organization to achieve its goals. Managers strive to motivate members of an organization to
contribute inputs—through their behavior, effort, and persistence—that help the organization
achieve its goals. Managers ensure that members of an organization obtain the outcomes they
desire when they make valuable contributions to the organization. Giving people outcomes when
they contribute inputs and perform well aligns the interests of employees with the goals of the
organization as a whole because when employees do what is good for the organization, they
personally benefit.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-01 Explain what motivation is and why managers need to be concerned
about it.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

46
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

94) Discuss the three major factors in expectancy theory and give an example for each. Explain
the possible impact of these factors on the motivation of a worker.

Answer: Student examples will vary. The following is a sample answer. The three major factors
of expectancy theory are expectancy, instrumentality, and valence. Expectancy is the extent to
which a person feels that his or her effort will result in a certain performance level. When a
person expects to create a great computer game if he or she works overtime, then this person's
expectancy is high. When a person expects the quality of the computer game to remain the same
no matter how hard he or she works, then this person's expectancy is low. Instrumentality is the
extent to which a certain level of performance will result in the attainment of certain outcomes.
For example, a person who works hard as a real estate agent because he or she expects to receive
a bonus has high instrumentality. On the other hand, a person who works hard at the same job,
but does not receive any desired outcomes, such as bonuses or a pay raise, has low
instrumentality. Valence is the desirability of each of the outcomes available from a job or an
organization to a person. For example, for a person who feels that working at a creative,
interesting job is important, getting promoted to a job that is less creative would have low
valence. However, for a person who wants a high salary, getting promoted to a job with a higher
salary, even if it is less creative, would have high valence. According to expectancy theory, high
motivation results from high levels of expectancy, instrumentality, and valence. If any one of
these factors is low, motivation is likely to be low.
Difficulty: 3 Hard
Topic: Expectancy Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation

47
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

95) Explain equity theory. What does equity theory suggest people do when they feel they are
not being treated fairly? Give an example of a situation from your own experience where a
person felt he or she was being treated inequitably and explain it using equity theory.

Answer: Student examples will vary. The following is a sample answer. Equity theory is a
theory of motivation that concentrates on people's perceptions of the fairness of their work
outcomes relative to, or in proportion to, their work inputs. Underpayment inequity exists when a
person's own outcome-input ratio is perceived to be less than that of a referent. In comparing
yourself to a referent, you think that you are not receiving the outcomes you should be, given
your inputs. Equity theory suggests when people perceive underpayment inequity that they may
be motivated to lower their inputs by reducing their working hours, putting forth less effort on
the job, or being absent; or they may be motivated to increase their outcomes by asking for a
raise or a promotion.
For example, I had a friend who often worked overtime when asked for a bookstore. Another
worker often declined to work overtime. However, this person was promoted to manager of the
store instead of my friend. As a result, my friend never agreed to work overtime again and within
two months, quit her job for other employment.

Difficulty: 3 Hard
Topic: Equity Theory
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

48
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

96) Define distributive justice, procedural justice, interpersonal justice, and informational justice.
Describe the influence of these perceptions on the motivation of employees in an organization.

Answer: Distributive justice refers to an employee's perception of the fairness of the distribution
of outcomes (such as promotions, pay, job assignments, and working conditions) in an
organization. Employees are more likely to be highly motivated when they perceive distributive
justice to be high rather than low.
Procedural justice refers to an employee's perception of the fairness of the procedures used to
determine how to distribute outcomes in an organization. If important outcomes are distributed
based on performance appraisals and an employee perceives that the procedure used is unfair,
then procedural justice is low. Motivation is higher when procedural justice is high rather than
low.
Interpersonal justice refers to an employee's perception of the fairness of the interpersonal
treatment he or she receives from whoever distributes outcomes to him or her. This justice is high
when managers treat subordinates with dignity and respect and are polite and courteous.
Motivation is higher when interpersonal justice is high rather than low.
Informational justice refers to an employee's perception of the extent to which his or her manager
provides explanations for decisions and the procedures used to arrive at them. If a manager
explains how performance is appraised and how decisions about the distribution of outcomes are
made, informational justice and motivation are high than if the manager does not do this. All in
all, it is most advantageous for distributive, procedural, interpersonal, and informational justice
all to be high.
Difficulty: 2 Medium
Topic: Interpersonal Justice; Procedural Justice
Learning Objective: 09-02 Describe from the perspectives of expectancy theory and equity
theory what managers should do to have a highly motivated workforce.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

49
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

97) Abraham Maslow developed a hierarchy of needs model of motivation. Discuss the different
kinds of needs in this model and give one specific example of each of these types of needs in
terms of a worker's behavior.

Answer: Student examples will vary. The following is a sample answer. Maslow's hierarchy of
needs model includes physiological needs, safety needs, belongingness needs, esteem needs, and
self-actualization needs. Physiological needs are basic needs for things such as food, water, and
shelter that must be met in order for a person to survive. For example, an office clerk for a
business works to get a salary to pay for groceries and rent for an apartment. Safety needs are
needs for security, stability, and a safe environment. For example, a person employed by a steel
company wears protective goggles and clothes when working in the mill. Belongingness needs
are needs for social interaction, friendship, affection, and love. For instance, workers for an
insurance company look forward to the annual costume party during the holiday season, where
they can wear creative costumes and have fun with co-workers. Esteem needs are the needs to
feel good about oneself and one's capabilities, to be respected by others, and to receive
recognition and appreciation. A graphic designer, for example, satisfies esteem needs when given
an award for his or her work. Self-actualization needs are the needs to realize one's full potential
as a human being. For example, a person enjoys working as a head architect for a firm, which
enables him or her to use creativity by designing and overseeing the construction of a lakeside
shopping area in a city.
Difficulty: 2 Medium
Topic: Maslow's Hierarchy of Needs
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

50
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

98) Discuss the concepts of Herzberg's motivator-hygiene theory. How does it differentiate
between motivation needs and hygiene needs of workers?

Answer: According to Herzberg's motivator-hygiene theory, people have two sets of needs or
requirements: motivator needs and hygiene needs.
Motivator needs are related to the nature of the work itself and how challenging it is. Outcomes
such as interesting work, autonomy, responsibility, being able to grow and develop on the job,
and a sense of accomplishment and achievement help to satisfy motivator needs. Hygiene needs
are related to the physical and psychological context in which the work is performed. Hygiene
needs are satisfied by outcomes such as pleasant and comfortable working conditions, pay, job
security, good relationships with coworkers, and effective supervision. When hygiene needs are
not met, workers are dissatisfied, and when hygiene needs are met, workers are not dissatisfied.
Satisfying hygiene needs, however, does not result in high levels of motivation or even high
levels of job satisfaction. For motivation and job satisfaction to be high, motivator needs must be
met.
Difficulty: 2 Medium
Topic: Herzberg's Motivator-Hygiene Theory
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

51
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

99) Psychologist David McClelland extensively researched the needs for achievement,
affiliation, and power. Describe these needs and give an example for each. Discuss the influence
of these needs in the workplace.

Answer: Student examples will vary. The following is a sample answer. The need for
achievement is the extent to which an individual has a strong desire to perform challenging tasks
well and to meet personal standards for excellence. People with a high need for achievement
often set clear goals for themselves and like to receive performance feedback. For example, a
chemist for a drug company who wants to devise a medicine that will cure cancer would
probably have a nigh need for achievement. The need for affiliation is the extent to which an
individual is concerned about establishing and maintaining good interpersonal relations, being
liked, and having the people around him or her get along with each other. For example, a market
researcher who needs to work on a team where everyone gets along would probably have a high
need for affiliation. The need for power is the extent to which an individual desires to control or
influence others. For example, a person who wants to become the CEO of an international fast
food chain because of the extensive influence he or she will have on people throughout the world
would probably have a high need for power.
The importance of these needs in the workplace depends on the position one occupies. Research
suggests that high needs for achievement and for power are assets for first-line and middle
managers and that a high need for power is especially important for upper managers. U.S.
presidents with a relatively high need for power tended to be especially effective during their
terms of office. A high need for affiliation may not always be desirable in managers and other
leaders because it might lead them to try too hard to be liked by others (including subordinates)
rather than doing all they can to ensure that performance is as high as it can and should be.
Difficulty: 2 Medium
Topic: Need for Achievement; Need for Affiliation; Need for Power
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

52
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

100) Specific, difficult goals have been found to increase both motivation and performance in
some types of work situations. However, they have also been found to decrease both motivation
and performance in some other types of work situations. Discuss both of these possibilities and
explain the factors that are likely to produce each of these two results.

Answer: Regardless of whether specific, difficult goals are set by managers, workers, or teams
of managers and workers, they lead to high levels of motivation and performance. When
managers set goals for their subordinates, their subordinates must accept the goals or agree to
work toward them; also, they should be committed to them or really want to attain them. Having
subordinates participate in the actual setting of goals boosts their acceptance of and commitment
to the goals. In addition, organizational members need to receive feedback about how they are
doing. Specific, difficult goals (a) motivate people to contribute more inputs to their jobs and (b)
affect motivation by helping people focus their inputs in the right direction. The fact that the
goals are specific and difficult frequently causes people to develop action plans for reaching
them.
Specific, difficult goals may detract from performance under certain conditions. When people are
performing complicated and challenging tasks that require them to focus on a considerable
amount of learning, specific, difficult goals may impair performance. Striving to reach such
goals may direct some of a person's attention away from learning about the task and toward
trying to figure out how to achieve the goal. Additionally, for work that is very creative and
uncertain, specific, difficult goals may be detrimental.
Difficulty: 2 Medium
Topic: Goal-Setting Theory
Learning Objective: 09-03 Explain how goals and needs motivate people and what kinds of
goals are especially likely to result in high performance.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

53
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

101) Operant conditioning theory presents four major techniques that managers can use to
influence the behavior of subordinates. Discuss each of these techniques and give a specific
example of how a manager could use each of these techniques in attempting to change a
subordinate's behavior.

Answer: Student examples will vary. The following is a sample answer. Operant conditioning
theory provides four tools that managers can use to motivate high performance and prevent
workers from engaging in absenteeism and other behaviors that detract from organizational
effectiveness. Managers can use positive reinforcement, negative reinforcement, punishment, and
extinction in an attempt to influence the behavior of subordinates in the work setting.
Positive reinforcement gives people outcomes they desire when they perform organizationally
functional behaviors. These desired outcomes, called positive reinforcers, include any outcomes
that a person desires, such as pay, praise, or a promotion. For example, a manager promoting an
employee because he or she has done excellent work will probably motivate this employee to
continue doing excellent work.
Negative reinforcement can encourage members of an organization to perform desired or
organizationally functional behaviors. Managers using negative reinforcement actually eliminate
or remove undesired outcomes once the functional behavior is performed. For example, a
manager might threaten to put an employee on probation to stop him or her from constantly
coming to work late. If the employee begins to arrive on time on a consistent basis, then the
manager would stop making this threat.
According to operant conditioning theory, all behavior is controlled or determined by its
consequences; one way for managers to curtail the performance of dysfunctional behaviors is to
eliminate whatever is reinforcing the behaviors. This process is called extinction. For example,
say two friends who sit in adjacent cubicles spend a lot of time chatting instead of focusing on
their tasks. To stop this behavior, a manager could rearrange the cubicles so that friends are
situated at opposite ends of a floor.
Punishment is administering an undesired or negative consequence to subordinates when they
perform the dysfunctional behavior. For example, a manager could suspend an employee for
breaking organizational rules.
Difficulty: 3 Hard
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

54
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

102) Discuss the pros and cons of using punishment. If managers use punishment, how should
they minimize the negative side effects?

Answer: Punishment is good at stopping an undesired behavior quickly. However, it may cause
resentment, loss of self-respect, and retaliation. To avoid negative side effects, managers should
do the following:

 Downplay the emotional element by focusing on the person's performance, not the
person himself or herself
 Try to punish as soon as possible, and let people know why they are being punished.
 Try not to punish in front of others, but do let people know that offenders are
punished.
Difficulty: 2 Medium
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

103) Vicarious learning is one of the most important concepts in social learning theory. Discuss
the steps to be taken by managers to promote vicarious learning.

Answer: Vicarious learning (also called observational learning) occurs whenever a manager
learns by observing the behavior and its positive or negative consequences of another manager in
the organization. New managers learn management techniques, in part, by observing experienced
members of an organization performing the behavior and being positively reinforced for doing
them. In general, people are more likely to be motivated to imitate the behavior of models who
are highly competent, are experts in the behavior, have high status, receive attractive reinforcers,
and are friendly or approachable. To promote vicarious learning, managers should strive to have
the learner meet the following conditions:

 The learner observes the model performing the behavior.

 The learner accurately perceives the model's behavior.
 The learner remembers the behavior.
 The learner has the skills and abilities needed to perform the behavior.
 The learner sees or knows that the model is positively reinforced for the behavior.
Difficulty: 2 Medium
Topic: Reinforcement
Learning Objective: 09-04 Identify the motivation lessons that managers can learn from operant
conditioning theory and social learning theory.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

104) Explain what is meant by a "merit pay plan" and discuss the use of piece-rate pay,
55
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])

 lOMoARcPSD|30523631

commission pay, the Scanlon plan, and a profit sharing plan.

Answer: A merit pay plan is a compensation plan that is based on performance.

Using piece-rate pay, an individual-based merit plan, managers base employees' pay on the
number of units each employee produces, whether televisions, computer components, or welded
auto parts.
Using commission pay, another individual-based merit pay plan, managers base pay on a
percentage of sales.
Examples of organizational-based merit pay plans include the Scanlon plan and profit sharing.
The Scanlon plan focuses on reducing expenses or cutting costs; members of an organization are
motivated to propose and implement cost-cutting strategies because a percentage of the cost
savings achieved during a specified time is distributed to the employees. Under profit sharing,
employees receive a share of an organization's profits. Regardless of the specific kind of plan
that is used, managers should always strive to link pay to the performance of behaviors that help
an organization achieve its goals.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation
tool.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

105) Discuss the differences in impact on motivation of a bonus versus a salary increase of the
same amount of money.

Answer: Bonuses tend to have more effect for three reasons:

 Salary levels are typically based on performance levels, cost-of-living increases, and
so forth from the day people start working in an organization, which means the
absolute level of the salary is based largely on factors unrelated to current
performance. The amount as a percent of salary may seem relatively small.
 Often, salary increases reflect nonperformance factors such as cost-of-living or
marketing adjustments.
 Bonuses give managers more flexibility in distributing outcomes, because salaries
rarely go down, while bonuses are expected to vary from one period to another.
Difficulty: 2 Medium
Topic: Expectancy Theory
Learning Objective: 09-05 Explain why and how managers can use pay as a major motivation
tool.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

56
Copyright 2019 © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior
written consent of McGraw-Hill Education.

Téléchargé par Kh??ng Nguy?n (hoangkhuong21200@[Link])