CH 13

Motivation and Performance, Chapter 13
ch9
Student: ___________________________________________________________________________
1. The concept of motivation is concerned with the direction of the worker's behavior, the amount of effort of
the worker, and the level of persistence of the worker.
True False
2. Persistence refers to how hard an employee works for an organization.
True False
3. Effort refers to whether an employee keeps trying in the face of obstacles within the organization.
True False
4. The concept of motivation attempts to explain why workers act the way they do.
True False
5. A behavior that is performed "for its own sake" is called extrinsically motivated behavior.
True False
6. In intrinsically motivated behavior, the source of motivation is in the consequences of the behavior, and not
in the behavior itself.
True False
7. Behavior that is performed in order to acquire either a material or a social reward is called intrinsically
motivated behavior.
True False
8. An employee's perception about the extent to which his or her effort will result in a given level of
performance is called expectancy.
True False
9. Providing employees with highly valent outcomes can not only contribute to high levels of motivation, but
also has the potential to reduce turnover.
True False
10. According to expectancy theory, if an individual is low on instrumentality, his motivation can still be high
if his expectancy and valence is high.
True False
11. According to Maslow's motivation theory, the lowest level of unmet needs in the needs hierarchy is the
prime motivator of a worker's behavior.
True False
12. 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.
True False
13. In Herzberg's theory, needs that are related to the nature of the work itself and whether or not it is
challenging are known as hygiene needs.
True False
14. The extent to which a person has a strong desire to control or influence others is called the need for
achievement.
True False
15. Employees at the SAS Institute are motivated only by intrinsic motivators.
True False
16. In equity theory, when an employee perceives that his own outcome/input ratio is greater than that of a
referent, underpayment inequity has occurred.
True False
17. Inequity exists when a worker perceives her outcome/input ratio to be equal to that of a referent.
True False
18. When people experience overpayment inequity, equity also can be restored by perceiving the referent's
inputs to be lower or the referent's outcomes to be higher than one originally thought.
True False
19. The most motivating goals are those that are hard, but not impossible, to attain.
True False
20. Feedback about how they are doing is essential to subordinates achieving goals.
True False
21. Developing action plans helps people achieve goals.
True False
22. Once an appropriate goal is set and accepted by an employee, feedback is not necessary.
True False
23. 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 enhance performance.
True False
24. The learning theory focuses on the linkage between performance and outcomes in the motivation equation.
True False
25. According to operant conditioning theory, all behavior is determined by its consequences.
True False
26. Negative reinforcement is primarily used to remove the performance of functional behaviors within the
organization.
True False
27. Negative reinforcement involves presenting a negative consequence for behavior when functional
behaviors are performed.
True False
28. Negative reinforcement can create an unpleasant work environment.
True False
29. Extinction is the process where managers eliminate whatever is reinforcing the dysfunctional behavior.
True False
30. Punishment involves removing a negative consequence when dysfunctional behaviors occur.
True False
31. When a subordinate performs a dysfunctional behavior and the manager administers an undesired
consequence for that behavior, punishment has occurred.
True False
32. Punishment is primarily used to promote the performance of dysfunctional behaviors within the
organization.
True False
33. Social learning theory postulates that motivation can occur from an employee's beliefs.
True False
34. Vicarious learning is the same thing as "observational learning."
True False
35. Vicarious learning is a weak source of motivation on the job.
True False
36. Self-efficacy influences motivation when workers provide their own reinforcement, but not when managers
provide reinforcement.
True False
37. A compensation plan of an organization that bases pay on performance levels is called a merit pay plan.
True False
38. ABC Company bases a worker's pay on the number of units of output of the worker. This is called a piece-
rate pay program.
True False
39. Acme Explosives bases sales representatives' pay on the percentage of sales dollars they generate. They are
using a commission pay program.
True False
40. How hard an employee works on the job is referred to as:
A. persistence.
B. effort.
C. affiliation.
D. valence.
E. determination.
41. The degree to which an employee keeps trying when faced with obstacles to the accomplishment of a goal
is referred to as:
A. assertiveness.
B. equity.
C. conscientious.
D. effort.
E. persistence.
42. 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.
E. overpayment inequity.
43. Ron is exceptional in mathematics. It is not only a subject in his school but also his past time. He loves
solving complicated problems related to mathematics. Which of the following best explains this behavior?
A. Extrinsically motivated behavior

B. An external locus of control
C. An internal locus of control
D. Prosocially motivated behavior
E. Intrinsically motivated behavior
44. Which of the following is an example of extrinsically motivated behavior?
A. Interesting work
B. A feeling of accomplishment
C. Praise
D. Autonomy
E. Responsibility
45. A computer programmer who does her job well because she enjoys solving complicated computer
problems is said to be:
A. extrinsically motivated.
B. negatively reinforced.
C. experiencing extinction.
D. intrinsically motivated.
E. experiencing overpayment inequity.
46. 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:

B. equitable behavior.
C. vicarious behavior.
D. intrinsically motivated behavior.
E. contingent behavior.
47. Which of the following is an example of an intrinsically motivated behavior?
A. Praise
B. Job security
C. Benefits
D. Vacation time
E. Responsibility
48. A car salesperson who chooses his occupation because he enjoys receiving a sales commission on each car
sold is said to be:
B. experiencing external locus of control.
C. experiencing underpayment inequity.
E. prosocially motivated.
49. A worker in an automobile assembly line who chooses her work because of the job security it entails is said
to be:
A. intrinsically motivated.
B. experiencing overpayment inequity.
D. extrinsically motivated.
50. "I don't mind working here if the pay is good." This statement suggests that the individual is:
C. experiencing internal locus of control.
51. Which of the following is an example of an employee's input to an organization?
A. Experience
B. Feeling of accomplishment
C. Vacation time
D. Pleasure of performing interesting work
E. Autonomy
52. Eileen is dean of the College of Business at her University. 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. The salary she
receives is attractive and allows her to travel abroad on her vacations. Eileen is:
B. extrinsically motivated.
C. both intrinsically and extrinsically motivated.
D. has high needs for power and achievement.
53. Which of the following theory postulates that motivation of employees will be high when employees
believe that a high level of effort on their part will lead to high performance on their part, but only when
they believe that high performance leads to their attainment of outcomes which they desire?
A. Expectancy theory
B. Valence theory
C. Hierarchy of needs theory
D. Motivator-hygiene theory
E. Goal-setting theory
54. 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.
E. inequity.
55. Professor Beswick offers his students $10 if they can run around the classroom building in 2 minutes. None
of his students take him up on his offer. Which of the following statements reflects the idea of expectancy?
A. Charise thinks $10 is not very much money.

B. Harry doesn't believe he can run around the building that fast.
C. Peter would rather stay in the classroom and study for a test next period.
D. Winnie thinks Professor Beswick is kidding.
E. Ariel doesn't want to look silly.
56. Professor Beswick offers his students $10 if they can run around the classroom building in 2 minutes.
Jason, his student, believes that even if he does this, Professor Beswick wouldn't really give him the
money. Jason's lack of motivation can be explained by which of the following concepts in the expectancy
theory?
A. Instrumentality
B. Underpayment inequity
C. Valence
D. Directive leadership
E. Extinction
57. An employee's perception of the extent to which her performance at a given level will result in outcomes
the employee desires is known as:
A. instrumentality.
B. inequity.
C. valence.
D. expectancy.
E. punishment.
58. 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.
E. extinction.
59. Matt, a manager, makes sure the outcomes he offers to subordinates for good performance are rewards they
value. Matt is working on:
A. valence.
B. instrumentality.
C. expectancy.
D. self-actualization.
E. affiliation.
60. According to expectancy theory, high motivation will occur when:
A. expectancy is high.
B. instrumentality is high.
C. valence is high.
D. expectancy and instrumentality are high.
E. expectancy, instrumentality, and valence are all high.
61. 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
E. Belongingness
62. Which of the following motivators is the most basic need in Maslow's hierarchy?
A. Safety
B. Belongingness
C. Physiological
D. Esteem
E. Self-actualization
63. An employer can attempt to meet employees' safety needs by providing:
A. adequate pay.
B. company social events.
C. promotions.
D. medical benefits.
E. opportunity to grow.
64. In Herzberg's Motivation-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:
A. motivator needs.
B. expectancy needs.
C. instrumentality needs.
D. hygiene needs.
E. valence needs.
65. Which of the following outcomes can satisfy hygiene needs?
A. Interesting work
B. Responsibility
C. Pay
D. A sense of accomplishment
E. Autonomy
66. In Herzberg's Motivation-Hygiene theory, needs that are related to the physical and psychological context
in which the work is performed are known as:
A. motivator needs.
B. hygiene needs.
C. valence needs.
D. expectancy needs.
E. extinction needs.
67. Which of the following outcomes can satisfy motivator needs?
A. Pay
B. Responsibility
C. Job security
D. Good relationships with coworkers
E. Effective supervision
68. The theory that suggests that distinguishes between needs related to the work itself from those related to the
context of the work is:
A. Maslow's Hierarchy Theory

B. Inequity Theory
C. Herzberg's Motivator-Hygiene Theory
D. McClelland's Needs Theory
E. Equity Theory
69. Joey has recently joined an advertising firm as an executive. He keeps asking Michael, his manager, for
feedback on his performance. Michael, who normally has problems giving feedback to his subordinates, is
delighted by Joey's attitude. In this context, which of the following needs could Joey be rated high on?
A. Need for affiliation

B. Need for power
C. Need for recognition
D. Need for achievement
E. Need for self-actualization
70. Establishing and maintaining good interpersonal relations and being liked are characteristics of individuals
who can be rated high on which of the following?

B. Need for power
C. Need for consciousness
71. Which of the following needs is considered important for upper-level managers?

B. Need for power
72. Which of the following theory focuses on the perceptions of workers of the fairness of their work outcomes
relative to their work inputs?
A. Equity theory
B. Valence theory
C. Instrumentality theory
D. The needs hierarchy theory
E. Motivator-hygiene theory
73. Donna, an employee of ABC Company, perceives that her outcome/input ratio is less than that of her
coworker Sam. This is known as:
A. overpayment inequity.
B. underpayment inequity.
C. the valence effect.
D. positive reinforcement.
E. extinction.
74. Johanna perceives that she works harder than her coworker Abdul, but is paid the same. This is an example
of:
A. the valence effect.

B. extinction.
C. negative reinforcement.
D. underpayment inequity.
75. Glenn, an engineer, is paid more money than his colleague Fred. Glenn has more years on the job than
Fred, and works more hours. Glenn thinks he and Fred are paid fairly, but Fred thinks that he should be
paid the same as Glenn because his degree is from a better university and he is more creative. Glenn is
experiencing _____ and Fred is experiencing _____.
A. overpayment inequity, underpayment inequity

B. underpayment inequity; overpayment inequity
C. equity; underpayment inequity
D. equity; overpayment inequity
E. overpayment inequity, equity
76. 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 more absent.
E. ask for more work.
77. People experiencing overpayment inequity are most likely to:

B. ask for a raise.
C. work slower.
D. be absent more.
E. come in early to work and stay late.
78. According to the goal-setting theory, the most motivating goals are:
A. general and difficult.

B. general and easy.
C. specific and difficult.
D. specific and easy.
E. specific but out of reach.
79. Specific, difficult goals can detract from performance when:
A. the employee is learning simple, easy tasks.

B. the employee is learning complex, difficult tasks.
C. the employee is performing routine tasks.
D. the employee has been on the job a significant amount of time.
E. the employee provides his own feedback.
80. Which of the following is the best statement of a specific goal?
A. Lose weight by the end of the term

B. Learn to type 50 words per minute
C. Improve my public speaking ability
D. Study harder
E. Write an "A" project report in the next ten days
81. Which of the following theories describes how employees learn to perform behaviors that lead to desired
consequences, and to avoid behaviors that lead to undesired consequences?
A. Needs hierarchy theory

B. ERG theory
C. Equity theory
D. Operant conditioning theory
82. Austin was often late to work, despite his manager, Ben, warning him against it several times. As a last
resort, Ben reduced Austin'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 Austin was never late to work after the incident. Which of the following best
explains this scenario?
A. Instrumentality
B. Valence
C. Positive reinforcement
D. Negative reinforcement
E. Vicarious learning
83. A subordinate changes his behavior from a dysfunctional to a functional behavior, and his manager then
removes an undesired outcome. This is known as:
A. positive reinforcement.
B. extinction.
D. inequity.
E. instrumentality.
84. A manager removes a positive reinforcement in order to change the behavior of a subordinate. This is
called:
A. extinction.
B. positive reinforcement.
D. instrumentality.
E. valence.
85. Carolyn, a middle manager, enjoys talking over work situations with Michael, her subordinate, who is a
first-line supervisor. However, she notices that Michael frequently brings problems to her that he expects
her to solve, rather than solving them himself. Since Michael has been a supervisor for a significant length
of time, he should be more independent in his actions. She stops acting interested in the problems Michael
brings her and makes her responses brief. Carolyn is practicing:
B. negative reinforcement.
C. punishment.
D. extinction.
E. self-reinforcement.
86. A subordinate performs a dysfunctional behavior, and her manager administers an undesired consequence
to the subordinate. This is known as:
A. extinction.
D. equity.
E. punishment.
87. Juanita, a manager, learns what not to do by watching the behavior and consequences of that behavior of
Shaifeez, another manager. This is an example of which type of learning?
A. Negative reinforcement
B. Extinction
C. Punishment
D. Vicarious learning
E. Positive reinforcement
88. Another name for observational learning is:
A. self-efficacy.
B. operant learning.
C. vicarious learning.
D. equity learning.
E. contingent learning.
89. An employee controls his own behavior without the need for outside control of that behavior by his
manager. This is an example of:
A. vicarious learning.
B. self-efficacy.
C. self-reinforcement.
D. observational learning.
E. none of the above.
90. Glenn, an engineer in a corrugate box company, sets himself a goal of completing the design for a new
display box for a major customer by the end of the week. He promises himself that if he completes the task,
he will play golf on Saturday, or on Sunday if it rains on Saturday. This is an example of:
A. self-efficacy.
B. self-reinforcement.
C. contingent reinforcement.
D. vicarious learning.
E. negative reinforcement.
91. Anything that an employee can give to himself as a reward for "good" performance on the job is known as:
A. extinction.
B. a negative reinforcer.
C. a self-reinforcer.
D. a self-operant.
E. a valence.
92. According to which of the following theory, outcomes such as pay should be distributed in proportion to
inputs?
B. Need theories
C. Goal-setting theory
D. Equity theory
E. Learning theories
93. A worker who is paid on the basis of the number of computer components produced per day is said to be
paid on:
A. an underpayment inequity basis.

B. an overpayment inequity basis.
C. a commission basis.
D. an equity basis.
E. a piece-rate basis.
94. A real-estate agent who is paid on the basis of the percentage of the sale price of a house sold is said to be
paid on:
A. a piece-rate basis.
B. an equity basis.
D. an underpayment inequity basis.
E. an overpayment inequity basis.
95. A department store that pays its salespeople in the shoe department as a percentage of the dollar value of
shoes sold is said to be using:
A. a commission basis pay plan.

B. an equity basis pay plan.
C. an underpayment inequity basis pay plan.
D. an overpayment inequity basis pay plan.
E. a negative valence basis pay plan.
96. 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:
A. a profit-sharing plan.
B. the Scanlon plan.
C. expectancy theory.
D. inequity theory.
E. valence theory.
97. 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.
98. Define prosocially motivating behavior. Can behavior be prosocially motivating in addition to being
extrinsically or intrinsically motivated? Give an example to support your answer.
99. In the context of motivation theory, what is an output? What is an input? Give examples of each.
100.Discuss the three major factors in expectancy theory and explain their possible impact on the motivation of
a worker.
101.Abraham Maslow developed a needs hierarchy 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.
102.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.
103.Specific, difficult goals have been found to increase both motivation and performance in some types of
work situations. But, 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.
104.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.
105.Discuss the pros and cons of using punishment. If managers use punishment, how should they minimize the
negative side effects?
106.Vicarious learning is one of the most important concepts in social learning theory. Discuss what is meant
by this concept and give both a positive and a negative example of how this concept would be useful to a
new manager in terms of "trying to learn the ropes" of a new job.
107.Explain what is meant by a "merit pay plan" and discuss its possible advantages and disadvantages within
an organization.
108.Discuss the differences in impact on motivation of a bonus versus a salary increase of the same amount of
money.
ch9 Key
1. The concept of motivation is concerned with the direction of the worker's behavior, the amount of effort
(p. 297) of the worker, and the level of persistence of the worker.
TRUE
AACSB: Analytic
Bloom's Taxonomy: Knowledge
Difficulty: Easy
Jones - Chapter 09 #1
Learning Objective: 09-1
Topic: The Nature of Motivation
2. Persistence refers to how hard an employee works for an organization.

(p. 297)
FALSE
AACSB: Analytic
Difficulty: Easy
3. Effort refers to whether an employee keeps trying in the face of obstacles within the organization.
(p. 297)
FALSE
AACSB: Analytic
Difficulty: Easy
4. The concept of motivation attempts to explain why workers act the way they do.
(p. 297)
TRUE
AACSB: Analytic
Difficulty: Easy
5. A behavior that is performed "for its own sake" is called extrinsically motivated behavior.
(p. 297)
FALSE
AACSB: Analytic
Difficulty: Easy
6. In intrinsically motivated behavior, the source of motivation is in the consequences of the behavior, and
(p. 297) not in the behavior itself.
FALSE
AACSB: Analytic
Difficulty: Moderate
7. Behavior that is performed in order to acquire either a material or a social reward is called intrinsically
(p. 297) motivated behavior.
FALSE
AACSB: Analytic
Difficulty: Easy
8. An employee's perception about the extent to which his or her effort will result in a given level of
(p. 299) performance is called expectancy.
TRUE
AACSB: Analytic
Difficulty: Easy
Topic: Expectancy
9. Providing employees with highly valent outcomes can not only contribute to high levels of motivation,
(p. 301) but also has the potential to reduce turnover.
TRUE
AACSB: Analytic
Topic: Valence
10. According to expectancy theory, if an individual is low on instrumentality, his motivation can still be
(p. 303) high if his expectancy and valence is high.
FALSE
AACSB: Analytic
Bloom's Taxonomy: Comprehension
Topic: Bringing It All Together
11. According to Maslow's motivation theory, the lowest level of unmet needs in the needs hierarchy is the
(p. 304) prime motivator of a worker's behavior.
TRUE
AACSB: Analytic
Difficulty: Easy
Topic: Maslow's Hierarchy of Needs
12. In Herzberg's theory, needs that are related to the physical and psychological context in which the work
(p. 305) is performed are known as motivator needs.
FALSE
AACSB: Analytic
Difficulty: Easy
Topic: Herzberg's Motivator-Hygiene Theory
13. In Herzberg's theory, needs that are related to the nature of the work itself and whether or not it is
(p. 305) challenging are known as hygiene needs.
FALSE
AACSB: Analytic
Difficulty: Easy
14. The extent to which a person has a strong desire to control or influence others is called the need for
(p. 306) achievement.
FALSE
AACSB: Analytic
Difficulty: Easy
Topic: McClelland's Needs for Achievement, Affiliation, and Power
15. Employees at the SAS Institute are motivated only by intrinsic motivators.
(p. 307)
FALSE
AACSB: Analytic
Difficulty: Easy
Topic: High Motivation Rules at the SAS Institute
16. In equity theory, when an employee perceives that his own outcome/input ratio is greater than that of a
(p. 309) referent, underpayment inequity has occurred.
FALSE
AACSB: Analytic
Difficulty: Easy
Topic: Inequity
17. Inequity exists when a worker perceives her outcome/input ratio to be equal to that of a referent.
(p. 308)
FALSE
AACSB: Analytic
Difficulty: Easy
Topic: Equity
18. When people experience overpayment inequity, equity also can be restored by perceiving the referent's
(p. 309) inputs to be lower or the referent's outcomes to be higher than one originally thought.
TRUE
AACSB: Analytic
Topic: Ways to Restore Equity
19. The most motivating goals are those that are hard, but not impossible, to attain.
(p. 310)
TRUE
AACSB: Analytic
Difficulty: Easy
Topic: Goal-Setting Theory
20. Feedback about how they are doing is essential to subordinates achieving goals.
(p. 311)
TRUE
AACSB: Analytic
Difficulty: Easy
21. Developing action plans helps people achieve goals.

(p. 311)
TRUE
AACSB: Analytic
Difficulty: Easy
22. Once an appropriate goal is set and accepted by an employee, feedback is not necessary.
(p. 311)
FALSE
AACSB: Analytic
Difficulty: Easy
23. When people are performing complicated and very challenging tasks that require them to focus on a
(p. 311) considerable amount of learning, specific, difficult goals may actually enhance performance.
FALSE
AACSB: Analytic
24. The learning theory focuses on the linkage between performance and outcomes in the motivation
(p. 312) equation.
TRUE
AACSB: Analytic
Difficulty: Easy
Topic: Learning Theories
25. According to operant conditioning theory, all behavior is determined by its consequences.
(p. 312)
TRUE
AACSB: Analytic
Topic: Operant Conditioning Theory
26. Negative reinforcement is primarily used to remove the performance of functional behaviors within the
(p. 312) organization.
FALSE
AACSB: Analytic
Difficulty: Easy
Topic: Negative Reinforcement
27. Negative reinforcement involves presenting a negative consequence for behavior when functional
(p. 312) behaviors are performed.
FALSE
AACSB: Analytic
28. Negative reinforcement can create an unpleasant work environment.

(p. 313)
TRUE
AACSB: Analytic
Difficulty: Easy
29. Extinction is the process where managers eliminate whatever is reinforcing the dysfunctional behavior.
(p. 313)
TRUE
AACSB: Analytic
Difficulty: Easy
Topic: Extinction
30. Punishment involves removing a negative consequence when dysfunctional behaviors occur.
(p. 313)
FALSE
AACSB: Analytic
Topic: Punishment
31. When a subordinate performs a dysfunctional behavior and the manager administers an undesired
(p. 313) consequence for that behavior, punishment has occurred.
TRUE
AACSB: Analytic
Difficulty: Easy
Topic: Punishment
32. Punishment is primarily used to promote the performance of dysfunctional behaviors within the
(p. 313) organization.
FALSE
AACSB: Analytic
Topic: Punishment
33. Social learning theory postulates that motivation can occur from an employee's beliefs.
(p. 314)
TRUE
AACSB: Analytic
Difficulty: Easy
Topic: Social Learning Theory
34. Vicarious learning is the same thing as "observational learning."

(p. 314)
TRUE
AACSB: Analytic
Difficulty: Easy
Topic: Vicarious Learning
35. Vicarious learning is a weak source of motivation on the job.

(p. 314)
FALSE
AACSB: Analytic
Difficulty: Easy
36. Self-efficacy influences motivation when workers provide their own reinforcement, but not when
(p. 315) managers provide reinforcement.
FALSE
AACSB: Analytic
Difficulty: Easy
Topic: Self-Efficacy
37. A compensation plan of an organization that bases pay on performance levels is called a merit pay plan.
(p. 316)
TRUE
AACSB: Analytic
Difficulty: Easy
Topic: Pay and Motivation
38. ABC Company bases a worker's pay on the number of units of output of the worker. This is called a
(p. 318) piece-rate pay program.
TRUE
AACSB: Analytic
Topic: Examples of Merit Pay Plans
39. Acme Explosives bases sales representatives' pay on the percentage of sales dollars they generate. They
(p. 318) are using a commission pay program.
TRUE
AACSB: Analytic
Bloom's Taxonomy: Application
40. How hard an employee works on the job is referred to as:

(p. 297)
A. persistence.
B. effort.
C. affiliation.
D. valence.
E. determination.
Effort refers to how hard people work.
AACSB: Analytic
Difficulty: Easy
41. The degree to which an employee keeps trying when faced with obstacles to the accomplishment of a
(p. 297) goal is referred to as:
A. assertiveness.
B. equity.
C. conscientious.
D. effort.
E. persistence.
Persistence refers to whether, when faced with roadblocks and obstacles, people keep trying or give up.
AACSB: Analytic
Difficulty: Easy
42. Behavior that is performed by an employee "for its own sake" is referred to as:
(p. 297)

B. an external locus of causality.
C. intrinsically motivated behavior.
D. equity behavior.
Intrinsically motivated behavior is behavior that is performed for its own sake.
AACSB: Analytic
Difficulty: Easy
43. Ron is exceptional in mathematics. It is not only a subject in his school but also his past time. He
(p. 297) loves solving complicated problems related to mathematics. Which of the following best explains this
behavior?
A. Extrinsically motivated behavior

B. An external locus of control
C. An internal locus of control
D. Prosocially motivated behavior
E. Intrinsically motivated behavior
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.
AACSB: Reflective Thinking

44. Which of the following is an example of extrinsically motivated behavior?

(p. 298)
A. Interesting work
B. A feeling of accomplishment
C. Praise
D. Autonomy
E. Responsibility
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.
AACSB: Analytic
45. A computer programmer who does her job well because she enjoys solving complicated computer
(p. 297) problems is said to be:
B. negatively reinforced.
C. experiencing extinction.
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.
AACSB: Analytic
46. Behavior that is performed by an employee to acquire a material reward, to acquire a social reward, or
(p. 297) to avoid punishment is referred to as:

B. equitable behavior.
C. vicarious behavior.
D. intrinsically motivated behavior.
E. contingent behavior.
Extrinsically motivated behavior is behavior that is performed to acquire material or social rewards or to
avoid punishment.
AACSB: Analytic
Difficulty: Easy
47. Which of the following is an example of an intrinsically motivated behavior?
(p. 298)
A. Praise
B. Job security
C. Benefits
D. Vacation time
E. Responsibility
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.
AACSB: Analytic
Difficulty: Easy
48. A car salesperson who chooses his occupation because he enjoys receiving a sales commission on each
(p. 297) car sold is said to be:
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.
AACSB: Analytic
49. A worker in an automobile assembly line who chooses her work because of the job security it entails is
(p. 297) said to be:
B. experiencing overpayment inequity.
D. extrinsically motivated.
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.
AACSB: Analytic
50. "I don't mind working here if the pay is good." This statement suggests that the individual is:
(p. 297)
C. experiencing internal locus of control.
Extrinsically motivated behavior is behavior that is performed to acquire material or social rewards or to
avoid punishment.

51. Which of the following is an example of an employee's input to an organization?

(p. 298)
A. Experience
B. Feeling of accomplishment
C. Vacation time
D. Pleasure of performing interesting work
E. Autonomy
An input is anything a person contributes to the job or organization, such as time, effort, education,
experience, skills, knowledge, and actual work behaviors.
AACSB: Analytic
52. Eileen is dean of the College of Business at her University. She enjoys the pace of her work and the
(p. 297) feeling of accomplishment she gets when she is able to initiate a new program to help students. The
salary she receives is attractive and allows her to travel abroad on her vacations. Eileen is:
B. extrinsically motivated.
C. both intrinsically and extrinsically motivated.
D. has high needs for power and achievement.
Eileen derives motivation both from the nature of the work she does and the monetary rewards she
receives.

Difficulty: Hard
53. Which of the following theory postulates that motivation of employees will be high when employees
(p. 299) believe that a high level of effort on their part will lead to high performance on their part, but only when
they believe that high performance leads to their attainment of outcomes which they desire?
B. Valence theory
C. Hierarchy of needs theory
D. Motivator-hygiene theory
E. Goal-setting theory
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.
AACSB: Analytic
Topic: Expectancy Theory
54. An employee's perception of the extent to which his or her effort will result in a given level of his or her
(p. 299) performance is known as:
A. valence.
B. expectancy.
C. instrumentality.
D. equity.
E. inequity.
Expectancy is a person's perception about the extent to which effort (an input) results in a certain level
of performance.
AACSB: Analytic
Difficulty: Easy
Topic: Expectancy
(p. 299) None of his students take him up on his offer. Which of the following statements reflects the idea of
expectancy?
A. Charise thinks $10 is not very much money.

B. Harry doesn't believe he can run around the building that fast.
C. Peter would rather stay in the classroom and study for a test next period.
D. Winnie thinks Professor Beswick is kidding.
E. Ariel doesn't want to look silly.
Expectancy is the person's perception that his or her effort could result in a certain level of performance.

Difficulty: Hard
Topic: Expectancy
(p. 301) Jason, his student, believes that even if he does this, Professor Beswick wouldn't really give him
the money. Jason's lack of motivation can be explained by which of the following concepts in the
expectancy theory?
A. Instrumentality
B. Underpayment inequity
C. Valence
D. Directive leadership
E. Extinction
Instrumentality is a person's perception about the extent to which performance at a certain level results
in the attainment of outcomes.

Difficulty: Hard
Topic: Instrumentality
57. An employee's perception of the extent to which her performance at a given level will result in
(p. 301) outcomes the employee desires is known as:
A. instrumentality.
B. inequity.
C. valence.
D. expectancy.
E. punishment.
Instrumentality is a person's perception about the extent to which performance at a certain level results
in the attainment of outcomes.
AACSB: Analytic
Difficulty: Easy
Topic: Instrumentality
58. The desirability to an employee of each of the outcomes available from the employee's job or
(p. 301) organization is known as:
A. instrumentality.
B. expectancy.
C. valence.
D. equity.
E. extinction.
Valence refers to how desirable each of the outcomes available from a job or organization is to a person.
AACSB: Analytic
Difficulty: Easy
Topic: Valence
59. Matt, a manager, makes sure the outcomes he offers to subordinates for good performance are rewards
(p. 301) they value. Matt is working on:
A. valence.
B. instrumentality.
C. expectancy.
D. self-actualization.
E. affiliation.
Valence refers to how desirable each of the outcomes available from a job or organization is to a person.

Topic: Valence
60. According to expectancy theory, high motivation will occur when:

(p. 303)
A. expectancy is high.
B. instrumentality is high.
C. valence is high.
D. expectancy and instrumentality are high.
E. expectancy, instrumentality, and valence are all high.
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.
AACSB: Analytic
Topic: Bringing It All Together
61. According to Maslow's Hierarchy of Needs Theory, which of the following is the highest level of needs
(p. 304) of workers?
A. Physiological
B. Safety
C. Self-actualization
D. Esteem
E. Belongingness
Self-actualization needs, the needs to realize one's full potential as a human being, is the highest-level of
needs (Table 9.1).
AACSB: Analytic
Difficulty: Easy
62. Which of the following motivators is the most basic need in Maslow's hierarchy?
(p. 304)
A. Safety
B. Belongingness
C. Physiological
D. Esteem
E. Self-actualization
Physiological needs are basic needs for things such as food, water, and shelter that must be met in order
for a person to survive (Table 9.1).
AACSB: Analytic
Difficulty: Easy
63. An employer can attempt to meet employees' safety needs by providing:

(p. 304)
A. adequate pay.
B. company social events.
C. promotions.
D. medical benefits.
E. opportunity to grow.
Safety needs can be satisfied by providing job security, adequate medical benefits, and safe working
conditions (Table 9.1).
AACSB: Analytic
64. In Herzberg's Motivation-Hygiene theory, needs that are related to the nature of the work itself and the
(p. 305) degree of challenge contained in the work are known as:
A. motivator needs.
B. expectancy needs.
C. instrumentality needs.
D. hygiene needs.
E. valence needs.
Motivator needs are related to the nature of the work itself and how challenging it is.
AACSB: Analytic
Difficulty: Easy
65. Which of the following outcomes can satisfy hygiene needs?

(p. 305)
A. Interesting work
B. Responsibility
C. Pay
D. A sense of accomplishment
E. Autonomy
Hygiene needs are satisfied by outcomes such as pleasant and comfortable working conditions, pay, job
security, good relationships with coworkers, and effective supervision.
AACSB: Analytic
66. In Herzberg's Motivation-Hygiene theory, needs that are related to the physical and psychological
(p. 305) context in which the work is performed are known as:
A. motivator needs.
B. hygiene needs.
C. valence needs.
D. expectancy needs.
E. extinction needs.
Hygiene needs are related to the physical and psychological context in which the work is performed.
AACSB: Analytic
Difficulty: Easy
67. Which of the following outcomes can satisfy motivator needs?
(p. 305)
A. Pay
B. Responsibility
C. Job security
D. Good relationships with coworkers
E. Effective supervision
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.
AACSB: Analytic
68. The theory that suggests that distinguishes between needs related to the work itself from those related to
(p. 305) the context of the work is:
A. Maslow's Hierarchy Theory

B. Inequity Theory
C. Herzberg's Motivator-Hygiene Theory
D. McClelland's Needs Theory
E. Equity Theory
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.
AACSB: Analytic
69. Joey has recently joined an advertising firm as an executive. He keeps asking Michael, his manager, for
(p. 305) feedback on his performance. Michael, who normally has problems giving feedback to his subordinates,
is delighted by Joey's attitude. In this context, which of the following needs could Joey be rated high
on?

B. Need for power
C. Need for recognition
People with a high need for achievement often set clear goals for themselves and like to receive
performance feedback.

70. Establishing and maintaining good interpersonal relations and being liked are characteristics of
(p. 305- individuals who can be rated high on which of the following?
306)

B. Need for power
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.
AACSB: Analytic
Difficulty: Easy
71. Which of the following needs is considered important for upper-level managers?
(p. 306)

B. Need for power
A high need for power is especially important for upper managers.
AACSB: Analytic
72. Which of the following theory focuses on the perceptions of workers of the fairness of their work
(p. 307) outcomes relative to their work inputs?
A. Equity theory
B. Valence theory
C. Instrumentality theory
D. The needs hierarchy theory
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.
AACSB: Analytic
Difficulty: Easy
Topic: Equity Theory
73. Donna, an employee of ABC Company, perceives that her outcome/input ratio is less than that of her
(p. 309) coworker Sam. This is known as:
A. overpayment inequity.
B. underpayment inequity.
C. the valence effect.
D. positive reinforcement.
E. extinction.
Underpayment inequity exists when a person's own outcome-input ratio is perceived to be less than that
of a referent.

Difficulty: Easy
Topic: Inequity
74. Johanna perceives that she works harder than her coworker Abdul, but is paid the same. This is an
(p. 309) example of:
A. the valence effect.

B. extinction.
D. underpayment inequity.
of a referent. In comparing yourself to a referent, you think that you are not receiving the outcomes you
should be, given your inputs.

Topic: Inequity
75. Glenn, an engineer, is paid more money than his colleague Fred. Glenn has more years on the job than
(p. 308- Fred, and works more hours. Glenn thinks he and Fred are paid fairly, but Fred thinks that he should be
309)
paid the same as Glenn because his degree is from a better university and he is more creative. Glenn is
experiencing _____ and Fred is experiencing _____.
A. overpayment inequity, underpayment inequity

B. underpayment inequity; overpayment inequity
C. equity; underpayment inequity
D. equity; overpayment inequity
E. overpayment inequity, equity
Glenn feels his outcome/input ratio is roughly equal to Fred. Fred, however, feels that he contributes the
same as Glenn, but has lower outcomes, which is underpayment inequity.

Topic: Equity; Inequity
76. People experiencing underpayment inequity are most likely to:
(p. 309)

B. lower their perceptions of others' outcomes.
C. work harder.
D. be more absent.
E. ask for more work.
People experiencing underpayment inequity feel they are being paid or rewarded less than a referent.
They are likely to lower their inputs; increase their outcomes; lower their perceptions of their own
inputs; or raise their perception of the referent's inputs. In this question, being absent more represents a
lowering of input.
AACSB: Analytic
77. People experiencing overpayment inequity are most likely to:

(p. 309)

B. ask for a raise.
C. work slower.
D. be absent more.
E. come in early to work and stay late.
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 referents outcomes.

Difficulty: Hard
78. According to the goal-setting theory, the most motivating goals are:
(p. 310)
A. general and difficult.

B. general and easy.
C. specific and difficult.
D. specific and easy.
E. specific but out of reach.
Goal-setting theory suggests that to stimulate high motivation and performance, goals must be specific
and difficult.
AACSB: Analytic
Difficulty: Easy
79. Specific, difficult goals can detract from performance when:
(p. 311)
A. the employee is learning simple, easy tasks.

B. the employee is learning complex, difficult tasks.
C. the employee is performing routine tasks.
D. the employee has been on the job a significant amount of time.
E. the employee provides his own feedback.
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.
AACSB: Analytic
80. Which of the following is the best statement of a specific goal?

(p. 310-
311)
A. Lose weight by the end of the term
B. Learn to type 50 words per minute
C. Improve my public speaking ability
D. Study harder
E. Write an "A" project report in the next ten days
Choice E is the most specific goal, as it states a quality level and a time frame. It also would appear to
be challenging. Specific, difficult goals are more effective at motivating behavior.

Difficulty: Hard
81. Which of the following theories describes how employees learn to perform behaviors that lead to
(p. 312) desired consequences, and to avoid behaviors that lead to undesired consequences?
A. Needs hierarchy theory

B. ERG theory
C. Equity theory
D. Operant conditioning theory
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.
AACSB: Analytic
Difficulty: Easy
82. Austin was often late to work, despite his manager, Ben, warning him against it several times. As a
(p. 312) last resort, Ben reduced Austin'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 Austin was never late to work after the incident. Which of the
following best explains this scenario?
A. Instrumentality
B. Valence
C. Positive reinforcement
D. Negative reinforcement
E. Vicarious learning
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.

83. A subordinate changes his behavior from a dysfunctional to a functional behavior, and his manager then
(p. 312) removes an undesired outcome. This is known as:
B. extinction.
D. inequity.
E. instrumentality.

AACSB: Analytic
84. A manager removes a positive reinforcement in order to change the behavior of a subordinate. This is
(p. 313) called:
A. extinction.
D. instrumentality.
E. valence.
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.
AACSB: Analytic
Topic: Extinction
85. Carolyn, a middle manager, enjoys talking over work situations with Michael, her subordinate, who
(p. 313) is a first-line supervisor. However, she notices that Michael frequently brings problems to her that
he expects her to solve, rather than solving them himself. Since Michael has been a supervisor for a
significant length of time, he should be more independent in his actions. She stops acting interested in
the problems Michael brings her and makes her responses brief. Carolyn is practicing:
B. negative reinforcement.
C. punishment.
D. extinction.
E. self-reinforcement.
Carolyn is trying to eliminate her own reinforcement of Michael's behavior, which is, by definition,
extinction.

Topic: Extinction
86. A subordinate performs a dysfunctional behavior, and her manager administers an undesired
(p. 313) consequence to the subordinate. This is known as:
A. extinction.
D. equity.
E. punishment.
Punishment is administering an undesired or negative consequence to subordinates when they perform

the dysfunctional behavior.
AACSB: Analytic
Difficulty: Easy
Topic: Punishment
87. Juanita, a manager, learns what not to do by watching the behavior and consequences of that behavior
(p. 314) of Shaifeez, another manager. This is an example of which type of learning?
A. Negative reinforcement
B. Extinction
C. Punishment
D. Vicarious learning
E. Positive reinforcement
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.

88. Another name for observational learning is:

(p. 314)
A. self-efficacy.
B. operant learning.
C. vicarious learning.
D. equity learning.
E. contingent learning.
Vicarious learning is often called observational learning.
AACSB: Analytic
Difficulty: Easy
89. An employee controls his own behavior without the need for outside control of that behavior by his
(p. 315) manager. This is an example of:
A. vicarious learning.
B. self-efficacy.
C. self-reinforcement.
D. observational learning.
E. none of the above.
In self-reinforcement, people can control their own behavior by setting goals for themselves and then
reinforcing themselves when they achieve the goals.
AACSB: Analytic
Difficulty: Easy
Topic: Self-Reinforcement
90. Glenn, an engineer in a corrugate box company, sets himself a goal of completing the design for a new
(p. 315) display box for a major customer by the end of the week. He promises himself that if he completes the
task, he will play golf on Saturday, or on Sunday if it rains on Saturday. This is an example of:
A. self-efficacy.
B. self-reinforcement.
C. contingent reinforcement.
D. vicarious learning.
E. negative reinforcement.
Self-reinforcers are any desired or attractive outcome that a person gives to himself or herself for good
performance.

91. Anything that an employee can give to himself as a reward for "good" performance on the job is known
(p. 315) as:
A. extinction.
B. a negative reinforcer.
C. a self-reinforcer.
D. a self-operant.
E. a valence.
Self-reinforcers are any desired or attractive outcomes or rewards that people can give to themselves for
good performance.
AACSB: Analytic
92. According to which of the following theory, outcomes such as pay should be distributed in proportion to
(p. 316) inputs?
B. Need theories
C. Goal-setting theory
D. Equity theory
E. Learning theories
According to equity theory, outcomes such as pay should be distributed in proportion to inputs
(including performance levels).
AACSB: Analytic
Difficulty: Easy
Topic: Pay and Motivation
93. A worker who is paid on the basis of the number of computer components produced per day is said to
(p. 318) be paid on:
A. an underpayment inequity basis.

B. an overpayment inequity basis.
D. an equity basis.
E. a piece-rate basis.
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.
AACSB: Analytic
94. A real-estate agent who is paid on the basis of the percentage of the sale price of a house sold is said to
(p. 318) be paid on:
A. a piece-rate basis.
B. an equity basis.
D. an underpayment inequity basis.
E. an overpayment inequity basis.
Using commission pay, another individual-based merit pay plan, managers base pay on a percentage of
sales.
AACSB: Analytic
95. A department store that pays its salespeople in the shoe department as a percentage of the dollar value
(p. 318) of shoes sold is said to be using:
A. a commission basis pay plan.

B. an equity basis pay plan.
C. an underpayment inequity basis pay plan.
D. an overpayment inequity basis pay plan.
E. a negative valence basis pay plan.
Using commission pay, another individual-based merit pay plan, managers base pay on a percentage of
sales.
AACSB: Analytic
96. An organization focuses on cost-savings techniques and shares a percentage of the cost-savings
(p. 318) resulting from these techniques with its employees. This is the idea behind:
A. a profit-sharing plan.
B. the Scanlon plan.
C. expectancy theory.
D. inequity theory.
E. valence theory.
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.
AACSB: Analytic
Difficulty: Easy
97. Explain how an employee can be intrinsically motivated, extrinsically motivated, or both, depending on
(p. 297) the factors in his or her job situation. Give one example of an employee who exhibits each of these three
possible work situations.
An employee may be intrinsically motivated when he or she works hard and long at a job because it is
interesting or challenging. 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. Many people work hard at their jobs
both because they enjoy the work and because of the external rewards.

98. Define prosocially motivating behavior. Can behavior be prosocially motivating in addition to being
(p. 298) extrinsically or intrinsically motivated? Give an example to support your 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. Eg. 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.

99. In the context of motivation theory, what is an output? What is an input? Give examples of each.
(p. 298)
An output is anything a person gets from a job or organization. An input is anything a person
contributes to his/her job or organization.
AACSB: Analytic
100. Discuss the three major factors in expectancy theory and explain their possible impact on the motivation
(p. 299- of a worker.
303)
The three major factors of expectancy theory are expectancy (the extent to which a manager feels that
his or her effort will result in a certain performance level), instrumentality (the extent to which a certain
level of performance will result in the attainment of certain outcomes), and valence (the desirability of
each of the outcomes available to a manager).
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.
AACSB: Analytic
Topic: Expectancy Theory
101. Abraham Maslow developed a needs hierarchy model of motivation. Discuss the different kinds of
(p. 304 needs in this model and give one specific example of each of these types of needs in terms of a worker's
(Table
9.1)) behavior.
Maslow's needs hierarchy includes physiological needs, safety needs, belongingness needs, self-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.
Safety needs are needs for security, stability, and a safe environment.
Belongingness needs are needs for social interaction, friendship, affection, and love.
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.
Self-actualization needs are the needs to realize one's full potential as a human being.

102. Explain equity theory. What does equity theory suggest people do when they feel they are not being
(p. 307- treated fairly? Give an example of a situation from your own experience where a person felt he or she
309)
was being treated inequitably, and explain it using equity theory.
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.
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: (a) change
their "referent"; (b) change their perceptions of their own and their referents' inputs and outcomes; and/
or (c) reduce their inputs or decrease their outputs.
AACSB: Analytic
Topic: Equity Theory
103. Specific, difficult goals have been found to increase both motivation and performance in some types of
(p. 310- work situations. But, they have also been found to decrease both motivation and performance in some
311)
other types of work situations. Discuss both of these possibilities, and explain the factors that are likely
to produce each of these two results.
Specific, difficult goals tend to increase performance except when individuals are learning complex,
challenging tasks.
AACSB: Analytic
104. Operant conditioning theory presents four major techniques that managers can use to influence the
(p. 312- behavior of subordinates. Discuss each of these techniques and give a specific example of how a
313)
manager could use each of these techniques in attempting to change a subordinate's behavior.
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.
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.
Punishment is administering an undesired or negative consequence to subordinates when they perform
the dysfunctional behavior.
AACSB: Analytic
105. Discuss the pros and cons of using punishment. If managers use punishment, how should they minimize
(p. 313- the negative side effects?
314)
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: (1) downplay
the emotional element by focusing on the performance, not the problem; (2) try to punish as soon as
possible, and that people know why they are being punished; (3) do not punish in front of others, but do
let people know that offenders are punished.
AACSB: Analytic
Topic: Punishment
106. Vicarious learning is one of the most important concepts in social learning theory. Discuss what is
(p. 314- meant by this concept and give both a positive and a negative example of how this concept would be
315)
useful to a new manager in terms of "trying to learn the ropes" of a new job.
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.
AACSB: Analytic
107. Explain what is meant by a "merit pay plan" and discuss its possible advantages and disadvantages
(p. 316- within an organization.
317)
A merit pay plan is one that is based on performance. Advantages include high motivation, if pay
is a motivator and the appropriate choice of individual, group, or organizational system is chosen.
Disadvantages include the need to establish reasonable measures of performance and to deal with
factors outside the employees' control.
AACSB: Analytic
Topic: Basing Merit Pay on Individual, Group, or Organizational Performance
108. Discuss the differences in impact on motivation of a bonus versus a salary increase of the same amount
(p. 317) of money.
Bonuses tend to have more effect for three reasons: (1) the amount as a percent of salary may seem
relatively small; (2) often, salary increases reflect non-performance factors such as cost-of-living or
marketing adjustments; and (3) bonuses give managers more flexibility because salaries rarely go down,
while bonuses are expected to vary from one period to another.
AACSB: Analytic
Topic: Salary Increase or Bonus?
ch9 Summary
Category # of Questions
AACSB: Analytic 89
AACSB: Reflective Thinking 19
Bloom's Taxonomy: Application 21
Bloom's Taxonomy: Comprehension 20
Bloom's Taxonomy: Knowledge 67
Difficulty: Easy 50
Difficulty: Hard 5
Difficulty: Moderate 53
Jones - Chapter 09 108
Learning Objective: 09-1 23
Topic: Basing Merit Pay on Individual, Group, or Organizational Performance 1
Topic: Bringing It All Together 2
Topic: Equity 1
Topic: Equity Theory 2
Topic: Equity; Inequity 1
Topic: Examples of Merit Pay Plans 6
Topic: Expectancy 3
Topic: Expectancy Theory 2
Topic: Extinction 3
Topic: Goal-Setting Theory 9
Topic: Herzberg's Motivator-Hygiene Theory 7
Topic: High Motivation Rules at the SAS Institute 1
Topic: Inequity 3
Topic: Instrumentality 2
Topic: Learning Theories 1
Topic: Maslow's Hierarchy of Needs 5
Topic: McClelland's Needs for Achievement, Affiliation, and Power 4
Topic: Negative Reinforcement 5
Topic: Operant Conditioning Theory 3
Topic: Pay and Motivation 2
Topic: Punishment 5
Topic: Salary Increase or Bonus? 1
Topic: Self-Efficacy 1
Topic: Self-Reinforcement 3
Topic: Social Learning Theory 1
Topic: The Nature of Motivation 23
Topic: Valence 3
Topic: Vicarious Learning 5
Topic: Ways to Restore Equity 3

CH 13

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CH 13

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Motivation and Performance, Chapter 13

A. extrinsically motivated behavior.

A. Extrinsically motivated behavior

A. extrinsically motivated behavior.

A. Charise thinks $10 is not very much money.

A. Maslow's Hierarchy Theory

A. Need for affiliation

A. Need for affiliation

A. Need for affiliation

A. the valence effect.

A. overpayment inequity, underpayment inequity

A. raise their perceptions of their own inputs.

A. raise their perceptions of their own inputs.

A. general and difficult.

A. the employee is learning simple, easy tasks.

A. Lose weight by the end of the term

A. Needs hierarchy theory

A. an underpayment inequity basis.

A. a commission basis pay plan.

2. Persistence refers to how hard an employee works for an organization.

21. Developing action plans helps people achieve goals.

28. Negative reinforcement can create an unpleasant work environment.

34. Vicarious learning is the same thing as "observational learning."

35. Vicarious learning is a weak source of motivation on the job.

40. How hard an employee works on the job is referred to as:

Effort refers to how hard people work.

A. extrinsically motivated behavior.

A. Extrinsically motivated behavior

AACSB: Reflective Thinking

44. Which of the following is an example of extrinsically motivated behavior?

A. extrinsically motivated behavior.

AACSB: Reflective Thinking

51. Which of the following is an example of an employee's input to an organization?

AACSB: Reflective Thinking

A. Charise thinks $10 is not very much money.

AACSB: Reflective Thinking

AACSB: Reflective Thinking

AACSB: Reflective Thinking

60. According to expectancy theory, high motivation will occur when:

63. An employer can attempt to meet employees' safety needs by providing:

65. Which of the following outcomes can satisfy hygiene needs?

A. Maslow's Hierarchy Theory

A. Need for affiliation

AACSB: Reflective Thinking

A. Need for affiliation

A. Need for affiliation

A high need for power is especially important for upper managers.

AACSB: Reflective Thinking

A. the valence effect.

AACSB: Reflective Thinking

A. overpayment inequity, underpayment inequity

AACSB: Reflective Thinking

A. raise their perceptions of their own inputs.

77. People experiencing overpayment inequity are most likely to:

A. raise their perceptions of their own inputs.

AACSB: Reflective Thinking

A. general and difficult.

A. the employee is learning simple, easy tasks.

80. Which of the following is the best statement of a specific goal?

AACSB: Reflective Thinking

A. Needs hierarchy theory

According to operant conditioning theory, developed by psychologist B. F. Skinner, people learn to

Negative reinforcement can encourage members of an organization to perform desired or