Gilbert P.

Bohiyan BSIT 2I

ORGANIZATIONAL BEHAVIOR

Pre-Assessment

Multiple Choice:

1. The earliest comprehensive general theory of management applied to organizations was offered by
_____________.
a. Henri Fayol
b. Thomas Watson
c. Henry Ford
d. Thomas Edison

2. The most made known study of organizations is called the _____________.

a. Los Alamos Experiment
b. Tavistock Studies
c. Dell Analysis
d. Hawthorne Studies

3. Organizational behavior as a field is considered to be ______________.

a. Outdated
b. Same as management
c. Multidisciplinary
d. Only applicable in developed countries

4. Deming and Juran are considered world-class experts on ________.

a. Quality
b. Mathematics
c. Organizations
d. Business planning

5. Psychology has made a major contribution to organizational behavior, especially at what level of analysis?
a. Individual
b. Team
c. System
d. Organization

6. Most would agree that the most important long-run criterion of effectiveness is __________.
a. Survival
b. Efficiency
c. Satisfaction
d. Costs

7. Who was credited with introducing the concept of scientific management?

a. Joseph Joran
b. Frederick W. Taylor
c. Joseph Wharton
d. Henry Fayol
8. A manager with good ________________________ can make the work place more pleasant.
a. Communication
b. knowledge
c. experience
d. Interpersonal skills

9. According to Herzberg, which of the following is a maintenance factor?

a. Salary
b. Work itself
c. Recognition
d. Responsibility

10. As an executive of a company, you are likely to try your best on a project if you believe it could lead to a
promotion. This shows how your _____ influences your behavior.
a. vested interest
b. global attitude
c. temporary interest
d. emotional attitude

11. Which of the following best describes why an employee behaves as s/he does?
a. The environment is the most important consideration in understanding individual employee
behavior.
b. Both the environment and individual differences are important considerations in understanding
individual employee behavior
c. Neither the environment nor individual differences are important considerations in understanding
individual employee behavior.
d. Employee personality and attitudes are primarily dictated by the environment.

12. Which of the following is a strategy of job design that increases job depth by meeting employees needs
for psychological growth?
a. Job rotation
b. Job enrichment
c. Job enlargement
d. Job engagement

13. Each individual set his goal and he also know the _____________ which will take him to achieve the goal.
a. Process
b. Behavior
c. Event
d. way

14. OB Helps to understand behavior of human in ___________.

a. work place and Society
b. work place only
c. Society only
d. Department only
 15. Due to emphasis on productivity & efficiency employee are not allowed work with harmony with one
another is a limitation of
a. Organizational Cultural
b. Organizational Structure
c. Organizational Behavior
d. Organizational Value

Module 1

Lesson 1: The Meaning and the Historical Roots of Organizational Behavior

Worksheet No. 1

Let’s Try It!

1. _____ is a field of study devoted to understanding, explaining and improving the attitudes and behaviors
of individuals and groups in organizations.
a. Sociology
b. Scientific Management
c. Organizational Behavior
d. Theory Evaluation

2. OB focuses at 3 levels:
a. Individuals, Organization, Society
b. Society, Organization, Nation
c. Employee, Employer, Management
d. Individuals, Groups, Organization

3. Which of the following is not correct for organizational behavior?

a. Organizational behavior is an integral part of management.
b. Organizational behavior is a disciplinary option.
c. Organizational behavior helps in analysis of behavi
d. Organizational behavior is goal-oriented.

4. The scientific Management approach was developed by:

a. Elton Mayo
b. F.W. Taylor
c. Maslow
d. Henry Fayol

5. ___ is recognized as the father of "human relations".

a. William Gilberth
b. Henri Fayol
c. Elton Mayo
d. F. W. Taylor

Let’s Think It!

1. Organizational Behavior is:

a. A Science
b. An Art
c. A Science as well as an Art
 d. None of these

2. OB is the study of _____ in the organization.

a. Human
b. Employer
c. Human Behavior
d. Employees

3. Which one of the following is the definition given by Fred Luthans

a. “Organizational behavior is to understand, predicting and controlling human behavior at work”
b. “Organizational behavior is subset of management activities concerned to human behavior”
c. “Organizational behavior is a branch of social sciences that seeks to build theories”
d. “Organizational behavior is a field of study that investigates the impact on behavior”

4. A study of human behavior in organizational settings is:

a. Organizational Behavior
b. Group Behavior
c. Individual Behavior
d. None of these

5. Which of the following represents the correct sequencing of historical developments of Organizational
Behavior?
a. Industrial Revolution ---> Scientific Management ---> Human Relations Movement ---> OB
b. Industrial Revolution ---> Human Relations Movement ---> Scientific Management ---> OB
c. Scientific Management ---> Human Relations Movement ---> Industrial Revolution ---> OB
d. None of these

Let’s Level Up!

1. The study of organizational behavior has certain basic assumptions. Which of the following is correct?
a. An industrial enterprise is an organization of people
b. These people must be motivated to work effectively.
c. The goals of the employee and the employer may not necessarily coincide.
d. All of the above

2. Which of the following is not correct for the organizational behavior?

a. Organizational behavior is an integral part of management
b. Organizational behavior is a disciplinary approach
c. Organizational behavior helps in analysis of behavior
d. “Organizational behavior is goal-oriented

3. ______________________ is called as father of scientific management

a. Elton Mayo
b. Hendry Fayol
c. F.W.Taylor
d. Robert Owen

4. The Hawthome experiment was conducted by

a. William Gilbreth
b. Hendry Fayol
 c. F.W.Taylor
d. Elton Mayo

5. Which of the following was not a part of Weber’s ideal bureaucracy?

a. career orientation
b. hire relatives
c. authority hierarchy
d. formal rules and regulations

Lesson 2: Contributing Disciplines to the OB Field

Worksheet No. 2

Let’s Try It!

1. The term ‘psychology’ is derived from the word ‘psyche’, which means ‘soul’ or ‘spirit’
a. Latin
b. French
c. Greek
d. None of these

2. Which of the following is not a contributing discipline of OB.

a. Anthropology
b. Psychology
c. Physiology
d. Sociology

3. ____________________ is a Study of individual Behavior.

a. Anthropology
b. Psychology
c. Political Science
d. Sociology

4. ____________________ is a Study of Group Behavior.

a. Anthropology
b. Psychology
c. Physiology
d. Sociology

5. ____________________ is a Study of man, his work and Culture.

a. Anthropology
b. Psychology
c. Social psychology
d. Sociology

Let’s Think It!

1. ______________ focuses on the influence of people on one another.

a. Anthropology
b. Psychology
c. Social psychology
 d. Sociology
2. Which of the following disciplines do not contribute to the field of organizational behavior?
a. Psychology
b. Sociology
c. Geography
d. Political Science

3. Psychology’s major contributions to the field of organizational behavior have been primarily at what level
of analysis?
a. The level of the group
b. The level of the individual
c. The level of the organization
d. The level of the culture

4. Which behavioral science discipline is most focused on understanding individual behavior?

a. Sociology
b. Social psychology
c. Psychology
d. Anthropology

5. Which of the following fields has most helped us understand differences in fundamental values, attitudes,
and behavior among people in different countries?
a. Anthropology
b. Psychology
c. Political Science
d. Sociology

Let’s Level Up!

1. In-group bias is the:

a. Tendency to favor one's group and see this group as correct
b. Tendency to see other members of a group as similar
c. Tendency to perform better when others are watching
d. Tendency to perform worse when others are watching
e. Tendency to conform to the social harmony of a group

2. People who are less likely to help someone because there are a lot of people present would be exhibiting:
a. Groupthink
b. Group Polarization
c. Diffusion of responsibility
d. Mere exposure effect
e. Ethnocentrism

3. At first Jimmy did not like his teacher, but after sitting in this teacher's class for a number of weeks Jimmy
as started to like his teacher. this new perspective would be an example of:
a. Diffusion of responsibility
b. Bystander effect
c. In-group bias
d. Ethnocentrism
e. Mere-exposure effect
 4. Muzafer Sherif believed that __________ would reduce prejudice behavior.
a. Working together to solve a problem
b. Sharing background
c. Group sharing
d. Talking out differences
e. Competitive games

5. Information social influence occurs when:

a. The person presenting the information as seen as expert and making it more likely for a person to
listen or conform to their ideas
b. A person is influenced by the presence or group opinion encouraging conformity or changing of
attitudes
c. A person is less likely to listen or conform
d. A person is less likely to perform behavior within a group
e. A person does not share his or opinion from fear of upsetting the group

Lesson 3: Challenges and Opportunities for OB

Worksheet No. 3

Let’s Try It!

True or False Questions

1. Workforce diversity refers to the important similarities and differences among the employees of the
organization.
a. True
b. False

2. Differences in age, gender, ethnicity, and physical ability are all considered to be components of diversity
a. True
b. False

3. Workforce diversity is mostly occurring in the United States, rather than in other countries around the
world.
a. True
b. False

4. The most effective service organizations produce intangible outcomes for their customers.
a. True
b. False

5. False Globalization is one of the most significant sources of change for organizations today.
a. True
b. False

Let’s Think It!

1. The major source of change impacting many organizations today is increasing

a. cultural change
b. corporate governance
 c. globalization
d. business ethics
e. technological knowledge

2. Which of the following is true about employees working in the same company but in different locations?
a. Their behaviors may differ within and across countries.
b. Their behaviors will be the same regardless of their location
c. Their behaviors at work are not important.
d. Their behaviors will have nothing to do with their locations.
e. Their behaviors will be the same within single countries, but may differ from one country to the next

3. Which of the following is NOT an example of a dimension of diversity?

a. age
b. gender
c. sexual orientation
d. mental abilities
e. marital status

4. Not paying attention to diversity can be costly to organizations in all of the following ways EXCEPT
a. It can decrease turnover.
b. it can lower productivity
c. it can block minority involvement in decision making
d. it can increase tensions among workers.
e. it can increase lawsuits.

5. Marcos believes that men make better managers than women. Marcos's attitude is an example of
a. it can increase lawsuits.
b. prejudice
c. cultural competence
d. ethnocentrism
e. the "like me" bias

Think and Reflect

1. ___________ workers are hired because of what they know.

a. Contingent
b. Tiered
c. Knowledge
d. Offshore
e. Outsourced

2. Mismanaging diversity is likely to result in all of the following EXCEPT

a. reduced innovation
b. reduced motivation.
c. increased absenteeism.
d. costly lawsuits
e. reduced turnover

3. Which of the following is considered diversity?

a. life experiences
 b. educational background
c. where someone is from
d. how old someone is
e. all of these

4. In the present context, challenges for OB are

a. Employee expectation
b. Workforce diversity
c. Globalization
d. All of the above

5. TQM refers to
a. Total quarterly management
b. Total qualifying management
c. Total quality measurement
d. Total quality management

Lesson 4: Organizational Behavior – Models

Worksheet No. 4

Let’s Try It!

1. Job satisfaction is best describe as_______.

a. Behavior
b. Value
c. An Attitude
d. Resulting in high performance

2. Which of the following is an example of being an efficient company?

a. operating at the lowest possible cost while yielding a higher output
b. creating the highest customer satisfaction ratings
c. meeting the production schedule
d. obtaining the highest market share

3. At its root, productivity involves concern for both ____.

a. diversity and homogeneity
b. motivation and distraction
c. absenteeism and motivation
d. effectiveness and efficiency

4. The best predictor of turnover is

a. job satisfaction
b. personality
c. organizational commitment
d. values

5. __________________________ embodies a team concept, is based on the principle of mutual

contribution by
a. Autocratic model
 b. Custodial model
c. Supportive model
d. Collegial model

Let’s Think It!

1. Which of the following forms the basis for the autocratic model of OB?
a. Obedience
b. Authority
c. Power
d. Dependence on boss

2. Which of the following is a strategy of job design that increases job depth by meeting employee’s needs
for psychological growth?
a. Job rotation
b. Job enrichment
c. Job enlargement
d. Job engagement

3. The job satisfaction of an employee is depend on the

a. Behavior
b. Attitude
c. Personality
d. Employer

4. “Leadership motivates the people to work and not the power of money”, this concept is related to
a. Autocratic model
b. Custodial model
c. Supportive model
d. Collegial model

Let’s Level Up!

1. Connecting the situational leadership theory requires leaders to assess follower’s maturity level and
adjust their leadership style accordingly. You have been assigned to lead a new department that is
comprised of recent college graduates with little if any relevant job experience and no commitment (as
yet) to the organization. For best results, you should adopt a ________ leadership style.
a. Telling
b. Participating
c. Selling
d. Organizing

2. Alhea has just been promoted to manage a team of a dozen employees. He’s considering the best way to
be a leader to his team. As he does so, he considers both his leadership approach and the preparedness of
his new employees to accept a new manager. What theory or model is Ajesha using?
a. Hersey and Blanchard’s Situational Theory
b. Leader-Member Exchange Theory
c. Path-Goal Theory
d. Fiedler Contingency Mode
 3. Marian is the head of a group at an ad agency working with copywriters, artists, and designers to come up
with effective branding of new products. Why is it particularly important for her to keep her team happy?
a. People are more conscientious when they are in a good mood.
b. People are more efficient when they are in a good mood.
c. People are more productive when they are in a good mood.
d. People are more creative when they are in a good mood.

4. If recent day managers do not positively address and manage force diversity of the following may become
negative outcomes for an organization except
a. more difficult communication
b. increased creativity and innovation
c. more interpersonal conflicts
d. potential for higher employee turnover

5. __________ articulates a team concept, is based on the principle of mutual contribution by employer and
employees
a. authocratic model
b. Collegial model
c. Supportive model
d. Custodial model

Self-Assessment

1. Which of the following is not correct for the organizational behaviour

a. Organizational behavior is an integral part of management
b. Organizational behavior is a disciplinary approach
c. Organizational behavior helps in analysis of behavior
d. Organizational behavior is goal-oriented

2. High rate of ______________ increase cost and tend to place less experienced employee in job
a. Training
b. Absenteeism
c. Employee Turnover
d. Strikes

3. Job Satisfaction have ________________ related to Absenteeism and Turnover

a. Positively
b. Negatively
c. Directly
d. Elastically

4. Some of OB’s challenges and opportunities include all of the following except
a. reinforcing the importance of traditional methods of management
b. offering specific insights to improve interpersonal and people skills
c. helping us learnt to cope in a continues changing world
d. facilitating the improvement of quality and employee productivity
5. A program that asks managers to reconsider how work would be done and the organization structured if
they were starting to develop the company from the beginning is
a. Reengineering
b. MBO
c. TQM
d. Diversity Training

6. ____________ symbolizes a team concept, is based on the principle of mutual contribution by employer
and employees
a. Autocratic model
b. Custodial model
c. Supportive Model
d. Collegial Model

7. Organizational behavior is
a. A science
b. An art
c. A science as well as an art
d. None of the above

8. The field of organizational behavior is primarily concerned with

a. The behavior of individual and groups.
b. How resources are effectively managed.
c. Control processes and interactions between organizations, external context
d. Both a and c.

9. The process of continuous quality improvement in management refers to

a. JIT
b. TQM
c. IBM
d. ERM

10. The positive action to ensure that people are given fair opportunities to be hired in organizations
regardless of ethnicity, gender or age is known as
a. Affirmative action
b. Discrimination
c. Race relations
d. Progressive practices

11. Productivity is a ratio of outputs (products or services) to _______

a. Profits generated
b. Sales price
c. Inputs consumed
d. Behavior effectiveness

12. Some of OB’s challenges and opportunities include all of the following except
a. Reinforcing the importance of traditional methods of management
b. Offering specific insights to improve interpersonal and people skill
c. Helping us learn to cope in a continues changing world
 d. Facilitating the improvement of quality and employee productivity

13. A program that asks managers to reconsider how work would be done and the organization structure if
they were starting to develop the company from the beginning is.
a. Reengineering
b. MBO
c. TQM
d. Diversity Training

14. Leadership motivates the people to work and not the power of money”, this concept is related to
a. Autocratic model
b. Custodial model
c. Supportive model
d. Collegial model

15. It embodies a team concept, is based on the principle of mutual contribution by employer and employees
a. Autocratic model
b. Custodial model
c. Supportive model
d. Collegial model

Module 2: BASIC MOTIVATION CONCEPTS TO APPLICATION

Worksheet No. 5

Let’s Try It! (True or False)

1. Motivation is the process by which employees’ efforts at workplace are energized, directed, and sustained
toward attaining a goal.
 True
2. Motivation is a result of an interaction between a person and a situation.
 True
3. The three key elements in the definition of motivation are energy, direction, and achievement.
 False
4. High levels of effort don’t necessarily lead to favorable job performance unless the effort is
channelled in a direction that benefits the organization.
 True
5. Factors that motivate depend on the individual and the situation the individual is in.


Let’s Think It! (Multiple Choice)

1. _______ is the processes that account for an individual’s intensity, direction, and persistence of effort
toward attaining a goal.
a. Perception
b. Motivation
c. Cooperation
d. Affection

2. Motivation is
a. A component of ability, personal traits and desire
 b. An individual’s intensity, direction and persistence.
c. An effort toward creating goals.
d. A constant intensity.

3. ______ is the set of forces that energize, direct, and sustain behavior.
a. Expectancy
b. Motivation
c. Empowerment
d. Socialization

4. Which of the following is not a “pull” force of motivation?

a. availability of training
b. performance-level goals
c. rewards and compensation
d. pressure for high levels of output

5. Which of the following is not an internal motivation force?

a. goals
b. needs
c. attitudes
d. feedback

Let’s Level Up!

1. Why is motivation important in Organizational Behavior?

 It allows management to meet the company’s goal. Motivated employees can lead to increased
productivity and allow an organization to achieve higher levels of output.

2. Explain the three drivers of motivation: intensity, direction and persistence.

 Intensity – describes how hard a person tries. This is the element most of us focus on when we
talk about motivation.
 Direction – this defines the effort that is put in towards a particular goal or objectives.
 Persistent – it measures how long person can maintain effort. Motivated individuals stay with a
task long enough to achieve their goal

Lesson 6: Early and Contemporary Theories of Motivation

Worksheet No. 6

Let’s Try It! (True or False)

1. According to Maslow, the highest level of needs pertain to safety.

 False

SCENARIO: Julie wishes to apply Maslow's hierarchy in her workplace. She is interested in how various employee
needs are met by the organization.

2. Some of the employees' safety needs are met by providing them with disability insurance.
 True
3. Social needs can be met by providing employees with a place to take their breaks together.
 True
 4. The organization will find that employees' self-actualization needs are the easiest to satisfy.
 False
5. According to Maslow, once an employee's safety needs are satisfied, the employee moves on to his or her
social needs.
 False

Let’s Think It!

SCENARIO: Mary is a new manager hired by Glass Industries Inc. She has discovered that working conditions are
not good for her employees—they work in an old building with a poor heating, air-conditioning and ventilation
system. The work itself is tedious and a supervisor who reports directly to Sara is rarely available to assist and help
them make decisions on unique work orders. Sara has decided to analyze this work situation using Herzberg's
motivation-hygiene.

1. Mary decided first to analyze the dissatisfiers in the work situation. Mary will be reviewing
a. Recognition
b. intrinsic rewards
c. Working conditions
d. advancement
e. responsibility

2. Which of the following would motivate the employees according to Herzberg?

a. improvement in working conditions
b. fixing the heating system
c. receiving recognition for a job well done
d. having the supervisor "hang around" more
e. eliminating the supervisor's position

3. Which of the following would Herzberg classify as a hygiene factor?

a. Responsibility
b. Growth
c. Achievement
d. Company Policy
e. Self-Satisfaction

4. Herzberg investigated which of the following questions?

a. What do people need from their jobs?
b. What do people dislike about their jobs?
c. What do people do at their jobs?
d. What do people take from their jobs?
e. What do people want from their jobs?

5. According to Maslow, when does a need stop motivating?

a. when a higher level need comes into focus
b. It never stops motivating.
c. when one returns to a lower level need
d. when it is substantially satisfied
e. when too many other needs come into focus
Let’s Level Up!

SCENARIO: Your department is diverse-it is made up of people who are different in their lifestyles and their stages
of life. Marrie is a 23-year-old single parent who is working for minimum wage. Jonathan is 60 years old, extremely
wealthy and works because he enjoys it. Jhun is single, 45 years old and has few friends or activities outside the
office. You have decided to attempt to apply Maslow's hierarchy of needs to motivate each of these individuals.

1. You would expect that Marrie is trying to satisfy which need?

a. social
b. esteem
c. physiological
d. self-actualization
e. safety

2. You would expect that Jhun is attempting to satisfy which need?

a. social
b. esteem
c. physiological
d. self-actualization
e. safety

3. Which of the following do you think would motivate Marrie the most?
a. more vacation time
b. more responsibility
c. greater discretion over her job
d. more satisfying work
e. more money

4. Franco had dreamed of making lots of money since he was a child, and that has driven him to great
success. James is motivated by
a. intrinsic motivators
b. esteem motivators.
c. extrinsic motivators.
d. safety motivators.
e. social motivators

5. The needs for achievement, power, and affiliation are part of whose theory?
a. Frederick Herzberg's
b. David McClelland's
c. Victor Vroom's
d. Abraham Maslow's
e. Douglas McGregor's

Lesson 7: Management by Objectives

Worksheet No.7

Let’s Try It! (True or False)

1. In MBO, goals are established for departments and units rather than for individual employees.
 False
2. In MBO, goals should be tangible and measurable.
 True
3. The four ingredients common to MBO programs are goal specificity, participative decision making, an
implicit time period, and performance feedback.
 False
4. Sam and his assistant Kim recently sat down to collectively set tangible performance goals for her. This is a
key aspect of MBO.
 True

Let’s Think It!

1. Which of the following is an example of an MBO objective?

a. Telephone orders should be processed promptly.
b. Quality of all products should increase substantially.
c. Sales should be increased by two percent.
d. Company costs should be decreased as much as possible.
e. New customers should be brought in on a regular basis.

2. The objectives for each individual will be set

a. unilaterally by you, the supervisor.
b. by each employee.
c. by a committee of peers.
d. by the employee and you, the supervisor.
e. by a committee of both employees and management.

3. Allowing employees to participate in goal setting, rather than have their boss arbitrarily assign a goal, has
an additional effect: each person is more likely to ________ even a difficult goal.
a. Reject
b. Misunderstand
c. begin resenting
d. resist achieving
e. accept

4. Management by objectives (MBO) emphasizes setting goals with the employee; according to MBO, goals
should be
a. easy to attain
b. approved by management
c. tangible, verifiable, measurable.
d. easy to create and develop.
e. general in nature

5. For the individual employee, MBO provides

a. specific, personal performance objectives.
b. increased monetary compensation.
c. communication between co-workers.
d. a means to an end.
e. a way to keep the company accountable
Let’s Level Up!

SCENARIO: When you first went off to college, your father wanted you to study computer science and
mathematics. Your grades during your freshman year were not very good. During your sophomore year, you
decided to pursue a major in human resource management and your grades have gone up considerably. Your
current goal is to graduate within four years and find human resources management job in a mediumsized
corporation.

1. Your freshman grades may be explained because the goal of a major in computer science and
mathematics was
a. too specific.
b. not hard enough
c. not one you had committed to.
d. made public
e. too difficult to achieve

2. ________ is the belief that performance is related to rewards.

a. Valence
b. Expectancy
c. Self-esteem
d. Instrumentality
e. Perception

3. The following is not true for MBO

a. It acts an effective Performance appraisal too
b. The superior evaluate the individual concerned
c. It forces the management to plan the activities in a systematic way
d. Better management and improved communication

4. Objectives are the ______ of Management action

a. Design
b. Endpoint
c. Starting point
d. Planning

5. In Management by Objective (MBO), the manager and subordinate jointly

a. Identify Common goals
b. Defines each individual’s major areas of responsibility
c. Assess the contribution of each of its members
d. All of the above

Lesson 8: Employee Recognition and Involvement Program

Worksheet No. 8

Let’s Try It! (True or False)

1. The main causes of driving interest in Employee Involvement were competitive demands for
lower costs, higher performance, and greater flexibility in organizations.
 True
 2. Employee involvement activity is growing in many countries other than the United States.
 False
3. Employee involvement largely discusses to the amount of power, rewards, information, and
knowledge and skills associated with employee’s work
 True
4. Innovative reward systems are not relevant to employee involvement applications
 False
5. High involvement strategies can impact all four elements of EI to a large extent.
 True
6. Tying rewards to accomplishments is the final stage of TQM implementation.
 True
7. The effectiveness of a union-management cooperative project is fairly easy to assess.
 False
8. Quality circle applications usually involve group problem solving training but no group facilitators.
 False
9. Statistical process control techniques are usually an integral part of training in total quality management.
 True

Let’s Think It!

1. A functioning definition of EI encompasses which of the following criteria?

a. Power
b. Reward
c. Information
d. Skills and Knowledge
e. All of the above

2. The power aspect of EI refers to

a. the knowledge workers have about the organization
b. the ability to control rewards that are given
c. the authority employees have over decisions that affect them
d. B and C only

3. Some methods that EI may improve productivity are

a. by improving communication among employees
b. by improving employee motivation
c. by improving employee capabilities
d. all of the above
e. B and C

4. Cooperative union-management projects

a. do a good job of sharing power with employees
b. can increase employee skills and knowledge through training
c. are most closely associated with the traditional QWL movement
d. B and C
e. A and B
 5. Which of the following is true of high involvement plans?
a. rewards are tied closely to promotion
b. employees have considerable influence over decisions
c. limited information is shared and easily obtained by employees
d. all of the above

Let’s Level Up!

1. An employee involvement program, like stock ownership plans or participative management, is a

managerial approach to motivation that links to
a. Theory Y
b. Management by objective
c. Maslow’s Hierarchy of needs
d. Vroom’s expectancy theory, particularly the link between effort and performance

2. Of the following statements, the weakest set of criteria to evaluate employee performance would be
a. good attitude or self-confidence
b. promptness in submitting monthly reports
c. average number of contact calls per day.
d. number of new accounts established.
e. dollar increase in sales.

3. Companies that use employee involvement programs recognize which of the following benefits?
a. Increased productivity
b. Cost flattening
c. Continuous quality improvement
d. Higher social capital

4. Employee involvement programs motive employees by doing which of the following

a. Give employees more control over how they perform their jobs.
b. Provide employees with greater social capital.
c. Make employees feel like indispensable members of their organization
d. Provide employees with greater job integration.

5. The ‘praise’ and ‘expression of approvals’ in form of program are the best classified as
a. Social recognition program
b. Performance feedback
c. Fixed premium
d. Financial awards

Lesson 9: Variable Pay Programs

Worksheet No.9

Let’s Try It!

1. Profit sharing plans

a. focus on past financial results.
b. are company-established benefit plans in which employees acquires stock as part of their benefits.
c. give employees the right to buy stock in the company at a later date for a guaranteed price
 d. focus on future financial results.
e. give employees the right to buy stock in the company at a later date for the market price at that time.

2. The work team results and gain sharing are ways and means to incentive the
a. Individual
b. Group or team
c. Chief executive officer only
d. Middle managers only

3. The method of giving incentive to employees in which the productivity more than expected is shared with
the employees is classified as
a. Broad banding
b. Draw sharing
c. Profit sharing
d. Gain sharing

4. Variable pay depends on performance and is not added to:

a. Overtime pay
b. Employee’s base pay
c. Commission pay
d. Incentive pay
e. Piece rate earnings

5. The point of compensation which is linked to teams, individuals and organizational performance is
classified as
a. Non-exempted pay
b. Exempted pay
c. Variable pay
d. Base pay
e. Overtime pay

Let’s Think It!

1. .The safety awards, attendance bonuses, sales commission and piece rate are categorized as procedures
of
a. individual pay plans
b. group based pay plans
c. organization wide pay plans
d. organization wide base pay
e. individual wide pay plans

2. When using bonuses, managers should be heedful of

a. The amount, so that the bonus does not negatively effect the profits of the company.
b. not recognizing friends within the company.
c. the size of the bonus in relation to the event recognized.
d. potential unexpected behaviours arising when employees try to ensure they will receive bonuses.
e. very little, the bonus is just so effective.

3. Which variable pay report will produce multiple rows per employee, showing calculated payout for every
business goal an employee has within a bonus plan?
 a. Bonus payout
b. Individual preview
c. Business goal performance
d. Bonus payout details
e. group payout

4. One strong point of a variable-pay program is that it

a. encourages individuals to work together effectively.
b. increases the skill levels of employees.
c. motivates task performance
d. can reduce the number of employees needed.
e. can cause unhealthy competition among employees

5. The scheme which followed in organizations to distribute some portion from profits to all employees in
organization is classified as
a. gain sharing
b. profit sharing
c. broad banding
d. draw sharing

Let’s Level Up!

1. Frinch-Bay Corporation ties its compensation for frontline operations managers to developing their skills
in leadership, workforce development, and functional excellence. This is known as
a. Gain sharing
b. profit sharing
c. skill-based pay.
d. merit-based pay.
e. bonuses.

2. When a sales assistant is paid a commission based on some aggregate of sales, this is evidence of
a. gain sharing
b. an individual performance award.
c. objective goal setting.
d. management discretion.
e. participative decision making.

3. Saying a data entry clerk an hourly rate plus bonus per page is an example of a
a. variable-pay plan.
b. modified piece-rate plan.
c. teamwork incentive plan
d. gainsharing plan.
e. piece-rate plan.

4. Variable-pay or pay-for-performance programs operate reward programs at three levels

a. Individual, departmental and organizational.
b. individual, group and organizational.
c. Individual, departmental and community.
d. Individual, group and community.
 e. Individual, group and managerial.

5. Merry likes to see a direct connection between her performance and the compensation she receives each
year. Merry prefers a
a. variable pay program.
b. seniority-based pay program.
c. inflation-based pay program.
d. merit-based pay program.
e. profit sharing pay program

Lesson 10: Skill-Based Pay Plans and Flexible Benefits

Worksheet No. 10

Let’s Try It!

1. A plan to accommodate employees’ preferences of planning for benefit, classified as

a. cafeteria benefit plans
b. fixed benefit plans
c. flexible benefit plans
d. stable work plans
e. both a and c

2. The job schedules in which the employees can work for fewer days, but for longer time in each day are
classified as
a. deferred work week
b. compressed work week
c. flexible work week
d. stable work week
e. flexible work benefit

3. One weakness of skill-based pay programs is that

a. employees may “top out”, or learn all the skills available
b. team performance can be difficult to evaluate.
c. earnings vary from year to year.
d. individuals do not always have control over factors that affect productivity.
e. equity problems could arise if all members are paid equally.

4. Skill-based pay systems rely on the employee’s _____________to define his or her pay category
a. job skills
b. job title
c. job performance
d. job description
e. job rotation

5. What pay systems seem to be more successful in manufacturing organizations than in service
organizations and organizations pursuing technical innovations?
a. incentive pay systems
b. variable pay systems
c. traditional pay systems
 d. skill-based pay systems

Let’s Think It!

1. People who prefer segmentation are more likely to be satisfied and committed to their jobs when offered
options such as _______________.
a. job sharing
b. company-sponsored family picnics
c. on-site child care
d. gym facilities

2. For continues work growth, company’s direct, non-financial and financial payments are being received by
the employees, categorized as
a. benefits
b. stock ownership
c. loyalty scholarships
d. all of the above

3. The benefit paid to terminated employees or laid-off employees is

a. Vacations and holidays
b. Lifelong learning
c. Severance pay
d. Optional pay benefits

4. The benefits paid for time not worked are also called
a. Compensation law benefits
b. Supplemental pay benefits
c. Optional pay benefits
d. Unemployment pay benefits

5. The workers compensation, disability insurance, health and hospitalization costs are all types of
a. Employment benefits
b. Insurance benefits
c. Unemployment benefits
d. Optional benefits

Self-Assessment

1. Bureaucracy theory was proposed by

a. Weber
b. Fayol
c. Taylor
d. Handy

2. Bureaucracy theory means

a. the development of management functions and administrative principles
b. a scientific study of work
c. a shared responsibility of authority and delegation
d. a hierarchy of command based on a rational-legal authority structure
3. The unintentional biasing of research outcomes due to the possibility that simply paying attention to the
experimental subjects causes their behaviour to change is known as the
a. Mayo effect
b. Cause and effect
c. Hawthorne effect
d. Law and effect

4. Who defined human motivation as "the study of ultimate human goals

a. Weber
b. Maslow
c. Taylor
d. Fayo

5. The process of continuous quality improvement in management refers to

a. JIT
b. TQM
c. IBM
d. ERM

6. The social science discipline that focuses directly on understanding and predicting individual behaviour is
known as
a. psychology
b. sociology
c. anthropology
d. political science

7. People who work in the Human resource department should have a knowledge of
a. organisational behaviour
b. IT
c. Finance
d. Marketing

8. Motivation includes which of the following?

a. A need, motive, or goal that triggers action.
b. A selection process that directs the choice of action.
c. The intensity of effort that is applied to an action.
d. All of the above

9. Herzberg centered his dual-factor theory on what factors?

a. Hygiene and motivator
b. External and internal.
c. Extrinsic and intrinsic.
d. Esteem and self-actualization.

10. What was the technique that Herzberg argued was the most appropriate way to enhancemotivation?
a. Job enlargement
b. Job enrichment
c. Job rotation
 d. Job sharing

11. What did McGregor intend to provide with Theory X and Theory Y?
a. A model of manager behaviour based upon his extensive empirical research
b. The "one best" way for managers to behave (Theory Y)
c. An awareness of how stereotyped views of human nature can lead to self-fulfilling prophecies
d. All of the above

12. Which is the factor from Herzberg's dual-factor theory that other researchers' evidence conflicts with, in
terms of whether it is a hygiene factor or motivator?
a. Recognition
b. Pay
c. Challenging work
d. Quality of supervision.

13. The ________ theories of motivation identify specific human needs and describe thecircumstances under
which these needs activate behaviour.
a. Need
b. Content
c. Process
d. Expectancy

14. Which of Alderfer's ERG levels includes self-worth?

a. Existence
b. Belongings
c. Relatedness
d. Growth

15. What did Alderfer call the basic survival needs in his ERG theory?
a. Safety needs.
b. Existence
c. Relatedness
d. Growth

16. The goals of using techniques of profit sharing to give incentive the employees include
a. improve employee morale
b. improve product quality
c. recruit employees
d. all of the above

17. The compensation which is made to employee for only one time and is not part of the base pay is
classified as
a. Incentives
b. Primacy reward
c. Bonuses
d. Decency reward

18. According to Herzberg, for creating self-motivated workforce employers should focus on the
a. Motivator factors
 b. De-motivator factors
c. Intrinsic factors
d. Extrinsic factors

19. Which of the following is not a design feature of a participative, high involvement plan?
a. flat organization structure
b. open information system
c. centralized personnel selection
d. heavy training commitment

20. Parallel structures are most similar to what other EI approach?

a. re-engineering
b. union-management cooperative projects
c. downsizing
d. work design
e. none of the above

Post-test

1. If a manager uses positive or negative reinforcement when an employee completes a task, the manager is
trying to
a. strengthen the behavior of completing the task.
b. weaken the behavior of completing the task
c. strengthen the behavior of completing the task with positive reinforcement and weaken the behavior
of completing the task with negative reinforcement.
d. weaken the behavior of completing the task with positive reinforcement and strengthen the behavior
of completing the task with negative reinforcement
e. ntermittently strengthens the behavior by using positive reinforcement and then negative
reinforcement.
2. Reinforcement theory allows managers to vary rewards and punishments based on
a. time intervals and fixed schedules.
b. time intervals and behavior ratios.
c. intermittent schedules and fixed intervals.
d. continuous reinforcement behavior intervals.
e. intermittent schedules.
3. Tina is a weak manager because when she trains people the reinforcement type she uses is
a. positive reinforcement.
b. fixed interval.
c. fixed ratio.
d. punishment.
e. intermittent extinction.

SCENARIO: Central Manufacturing Inc. fabricates medium- and large-scale watercraft, primarily for commercial
use. They also manufacture accessories for a variety of boats and marine service vessels. Central Manufacturing
struggles to keep costs down while maintaining profitability in a highly competitive market. Military and
commercial contracts are its main source of business. Employees at Central Manufacturing appear to be dedicated
individuals who, through their combined efforts, were able to save the company $1.5 million in energy costs by
means of simple efficiency. For this initiative, they did not receive much recognition other than some
encouragement and T-shirts recognizing their contribution to the company. Robert West, operations supervisor,
believed that if other savings could be realized the company would welcome them. Although supportive of
employee efforts, Robert didn't acknowledge the impact on the company's bottom line. Dan White, vice president
of operations, recognized that Central Manufacturing needed to change its operations in order to shake its
bureaucratic and authoritarian image. Although Robert praised employees and talked about performance, the
reward process was limited. Dan undertook the initiative to change things, which meant creating a new process for
both managers like Robert West and his employees. The employees had assumed that they were fairly secure in
their jobs, since the company had a monopoly on specialized watercraft manufacturing. As with most
manufacturing concerns in Canada, however, when a recession occurred, 200 employees, representing about one
third of the workforce, were suddenly laid off. Although this was a major blow to Central Manufacturing, Dan
White and George North, director of human resources, launched a new program to track, monitor, measure,
recognize and reward employees for their efforts. Accountability and performance were to be a major focus in
these programs. As the program commenced, some employees and their supervisors started to display progress
charts. More ideas for operations improvement began to flow once it became evident what was actually going on.
Positive feedback was forthcoming from customers and Dan realized that his initiative was starting to pay off.

4. Kim Roe appeared to be a manager oriented towards traditional ways of doing things. He was convinced
that individuals needed to be monitored carefully with respect to their jobs and the tasks they
accomplished. It is likely that Kim
a. was a Theory Y manager.
b. emphasized ERG theory.
c. was a Theory X manager.
d. emphasized goal-setting theory.
e. as a Theory Z manager.
5. White recognizes that equity theory will play a large role in how he organizes and develops his new
program. Individual employees have a tendency to compare themselves with others and have a series of
options available to them if they perceive that some sort of inequity exists. Which of the following is a
typical employee response to a perceived inequity?
a. Employees will exert more effort.
b. Employees will tend to keep their outcomes unchanged
c. Employees will maintain their perceptions of others.
d. Employees will have a tendency to quit their jobs.
e. Employees will embrace the process of goal setting.
6. In the long term, White decides that equity theory will provide the best guidance for motivating and
providing recognition to the employees. He is also aware that the unions may battle his new initiatives.
Equity theory demonstrates that, for most employees, motivation is influenced
a. significantly by goal setting as well as by ability to be productive.
b. by union influence over their welfare.
c. solely by monetary rewards
d. significantly by relative rewards as well as by absolute rewards.
e. significantly by goal setting as well as by absolute rewards.
7. Roy really disliked his job. He forced himself to go to work each day out of fear of losing his only source of
income. Roy was working mainly because of
a. negative reinforcement.
b. operant conditioning.
c. positive reinforcement
d. intermittent reinforcement
e. continuous reinforcement.
8. Stacie, a single mother, recently re-entered the workforce in order to be able to pay for her most basic
needs, namely food shelter and clothing for her and her son. According to Maslow, which need level was
she trying to fulfill?
 a. self-actualization
b. esteem
c. safety
d. social
e. physiological
9. When Crow was recently deciding between two job offers, his decision came down to which offer
reflected the better health insurance, pension plan, and safe working conditions. According to Maslow,
which need level is he focusing on in his decision?
a. esteem
b. physiological
c. safety
d. social
e. self-actualization
10. Von was a real "people person" so he was glad when his employer began to emphasize working in teams.
Don enjoyed working with others as opposed to by himself. According to Maslow, which need level is
motivating Don?
a. esteem
b. safety
c. self-actualization
d. physiological
e. social
11. LINE Inc. is well known as a company that uses a human relations approach; the company nurtures
creativity and self-control in its employees. This company was following
a. Theory X
b. Theory Y
c. Theory Z
d. Theory T
e. Theory Q
12. Kerk was a manager who believed that, in general, people disliked work; he believed people had to be
forced or threatened with punishment to motivate them to work. Kerk believes in which of the following
management theories?
a. Theory Z
b. Theory X
c. Theory Y
d. Theory Q
e. Theory T
13. When dealing with his employees, Fred sets aside time to find out what kind of rewards each of his
employees prefers and strives to offer these in the work environment He is likely following
a. equity theory
b. goal-setting theory
c. expectancy theory
d. EKG theory
e. hygiene theory
14. Based on her long experience as a manager, Stella was convinced that people exert higher levels of effort
when the goals set out for them are challenging and specific. Stella appears to be an advocate of
a. expectancy theory
b. equity theory
c. goal-setting theory
d. Theory Y
 e. Motivation-hygiene theory.
15. The concept that individuals with a high need for achievement prefer to work on tasks of moderate
difficulty is consistent with
a. ERG Theory
b. Maslow's theory
c. McClelland's theory
d. expectancy theory
e. valence theory
16. Which of the following would be considered a motivator in the motivation-hygiene theory?
a. Salary
b. Supervision
c. Working condition
d. recognition
e. company policy
17. The belief which asserts that motivation depends upon the strength of a tendency to act in a certain way,
which in turn depends on the strength of an expectation that the act will be followed by a given outcome
and on the attractiveness of that outcome to the individual, is called
a. Herzberg's dual-factor theory
b. McClelland's three needs theory
c. Vroom's expectancy theory
d. Maslow's hierarchy of need
e. Alderfer's ERG theory
18. In compare to the hierarchy of needs theory, McClelland suggests that
a. no more than one need may be working at one time.
b. all needs are lower level
c. more than one need may be working at the same time
d. McClelland identifies motivators, not needs
e. interpersonal relationships are always the highest need to be satisfied.
19. Maslow's hierarchy of needs is arranged in which order?
a. physiological, esteem, safety, social, and self-actualization
b. physiological, safety, social, esteem, and self-actualization
c. safety, physiological, esteem, social, and self-actualization
d. hysiological, social, safety, esteem, and self-actualization
e. physiological, social, safety, self-actualization, and esteem
20. What are three dissatisfiers?
a. work conditions, pay and challenge
b. work conditions, challenge and growth opportunities
c. challenge, growth opportunities and company policy
d. company policy, challenge and work conditions
e. company policy, work conditions and pay
21. An example of a SMART goal is
a. Do your best, but be sure to finish before our next meeting.
b. Have it done by Friday and use the correct font this time.
c. Complete your draft proposal for reorganizing the warehouse by Friday; we will review it then and
make plans to finalize.
d. Complete the report as soon as possible.
e. By Friday, I want to see progress on the warehouse proposal.
22. ________ is the theory that individuals act depending upon their evaluation of whether their effort will
lead to good performance, followed by an outcome that is attractive to them.
 a. Goal-setting theory
b. Rewards theory
c. Instrumental theory
d. Valence theory
e. Expectancy theory

SCENARIO: Your group has decided to institute a management by objectives program. The people in your
department have asked you to explain the program and help them understand how it will affect them.

23. You want to convince they understand the ingredients common to MBO programs. Which of the
following is one of those ingredients?
a. Goals should be general enough to allow creativity.
b. Decision making will be autocratic.
c. Time periods will be implicit.
d. Feedback will not be given on each employee's performance.
e. Goals will be specific and measurable
24. Kibram, a recent K.Eng. (engineer), has started his first job with an engineering firm; Bikram uses a self-
outside comparison to determine if the company is treating him fairly. Kibram will compare his treatment
to
a. his experience as a work study student.
b. a fellow male K. Eng recently hired by the firm.
c. a fellow female K. Eng hired by the firm two years ago
d. a fellow female K. Eng recently hired by another firm
e. a woman with an M.Sc. hired with Kibram for the same department
25. When persons perceive an imbalance in their outcome-input ratio relative to others
a. an illegal situation is assumed
b. they expect to be promoted.
c. tension is created
d. turnover is inevitable.
e. goal setting needs to be renewed.

SCENARIO: You graduated from college two years ago and began working at BAM Electronics. You have received
good performance evaluations and a raise. You just found out that a recent college graduate with no experience
has been hired at a higher salary than you are now making.

26. Which theory will you probably use in evaluating how you regard this situation?
a. Equity
b. Expectancy
c. Goal setting
d. Reinforcement
e. Performance reward
27. Equity theory demonstrates that, for most employees, motivation is influenced by
a. relative rewards.
b. input-output ratio.
c. absolute rewards
d. relative and absolute rewards
e. Job satisfaction
28. The first step in the process of management by objectives is to
a. Review job an agreement
b. Develop performance standards
 c. Guided setting of objective
d. Ongoing performance discussion
e. Time consuming
29. Downside of management by objectives is
a. Time consuming
b. capital is needed
c. Large pool of human capital is required
d. Both A and B
e. Ongoing performance discussion
30. Thinking of money as a motivator, expectancy theory mainly suggests that
a. money plays no part in motivating employee behaviour
b. money is the only extrinsic motivator
c. individuals need to value the reward, whether it is money or something else, or it won’t be
motivational
d. individuals care little about the value of the reward but appreciate the gesture
e. the mere suggestion of more money will motivate employees.
31. When using bonuses, managers should be mindful of
a. the amount, so that the bonus does not negatively affect the profits of the company.
b. not recognizing friends within the company
c. he size of the bonus in relation to the event recognized
d. potential unexpected behaviors arising when employees try to ensure they will receive bonuses.
e. very little, the bonus is just so effective.
32. One strength of a variable-pay program is that it
a. encourages individuals to work together effectively.
b. increases the skill levels of employees
c. motivates task performance.
d. can reduce the number of employees needed
e. can cause unhealthy competition among employees.
33. Profit sharing plans
a. focus on past financial results.
b. is company-established benefit plans in which employees acquires stock as part of their benefits.
c. gives employees the right to buy stock in the company at a later date for a guaranteed price
d. focus on future financial results.
e. gives employees the right to buy stock in the company at a later date for the market price at that
time.
34. Frito-Lay Corporation ties its compensation for frontline operations managers to developing their skills in
leadership, workforce development, and functional excellence. This is known as
a. Gain sharing
b. Profit sharing
c. Skill-based pay
d. merit-based pay
e. bonuses
35. Taylor Inc. has different benefits plans for employees who are single parents as compared to those for
single employees with no dependents. Specifically, single parents get additional disability insurance as
well as life insurance. This type of benefit plan is known as
a. core-plus.
b. modular.
c. flexible spending
d. cafeteria
 e. secondary
36. Gainsharing is a variable-pay program that is an incentive plan for
a. individuals, where improvements in an individual’s productivity, from one period to another,
determine the amount awarded.
b. all employees of the company, where employees gain when the company gains market share
c. workplace groups or departments, where improvements in group productivity, from one period to
another, determine the amount shared.
d. all employees of the company, where every employee gains when the company increases
productivity.
e. individuals, where an individual who accomplishes specific goals, receives a percentage of company
profit.
37. Variable-pay or pay-for-performance programs operate reward programs at three levels
a. individual, group and organizational.
b. individual, group and organizational.
c. individual, departmental and community
d. individual, group and community
e. individual, group and managerial
38. If managers at Walmart pressure workers to work extra hours for free because the managers must keep
payroll costs below fixed targets or risk demotion, these managers are faced with
a. an ethical dilemma.
b. a gainsharing program.
c. a business decision
d. an advancement opportunity
e. intrinsic motivation
39. Pay for performance means employees must
a. share only in the rewards of a company
b. share in the risks as well as the rewards of their employer’s business
c. share in the risks at the expense of the rewards of their employer’s business.
d. shares all aspects of a company’s business.
e. share very little yet gains from any success the company might achieve.
40. Studies have shown that the most powerful workplace motivator is
a. a company dinner
b. promotion.
c. time in lieu.
d. Money
e. Recognition
41. Compensating a data entry clerk an hourly rate plus bonus per page is an example of a
a. variable-pay plan.
b. modified piece-rate plan
c. teamwork incentive plan
d. gainsharing plan.
e. piece-rate plan
42. If an organization wants a group of individuals to function as a team, emphasis needs to be on
a. individual rewards, rather than team-based awards.
b. team-based performance, rather than team-based rewards.
c. individual rewards, rather than team-based rewards.
d. a sense of company loyalty
e. team-based rewards, rather than individual rewards
43. A unique weakness of skill-based pay programs is that
a. team-based rewards, rather than individual rewards
b. team performance can be difficult to evaluate.
c. earnings vary from year to year.
d. individuals do not always have control over factors that affect productivity
e. equity problems could arise if all members are paid equally
44. Terry likes to see a direct connection between her performance and the compensation she receives each
year. Terry prefers a
a. merit-based pay program.
b. seniority-based pay program.
c. inflation-based pay program.
d. variable pay program.
e. profit sharing pay program.
45. A Php10,000 employee bonus at the National Bank, awarded every time employees referred clients, was
abandoned because
a. it was too expensive.
b. it was too difficult to track.
c. it caused colleagues to compete against one another
d. there was not enough money.
e. employees made too much money
46. Profit-sharing plans share company profit based on
a. past financial results.
b. monthly expectations.
c. individual performance results.
d. future financial results.
e. projected financial results.
47. According to expectancy theory, for employees to be motivated
a. performance must be directly linked to rewards.
b. their compensation must be incremental.
c. they can expect to work less but still find financial benefits.
d. rewards are irrelevant and performance is the key driver for motivation
e. performance must be indirectly linked to rewards.
48. In a piece-rate pay plan, employees are paid
a. a piece of company profits equal to their production quota.
b. a piece of their salary and increases when specific targets are met or surpassed
c. a fixed hourly rate and a bonus for achieving targets.
d. a fixed sum for each unit of production completed.
e. a fixed sum based on their performance appraisal.
49. Expectancy theory tells us that a key component of motivation is
a. the link between satisfaction and compensation.
b. the link between seniority and compensation.
c. the link between productivity and compensation.
d. the link between performance and reward.
e. the link between profit and compensation
50. Variable-pay programs are consistent with expectancy theory predictions; expectancy theory perceives a
strong relationship between performance and
a. Reward
b. Productivity
c. Stock option
d. Salary
e. Seniority