Organizational Behavior Science, The Real World, and You 8th Edition by Debra L. Nelson – Test Bank To purchase this Test Bank with answers, click the link below https://examquizes.com/product/organizational-behavior-science-the-real-world-and-you-8th-editionby-debra-l-nelson-test-bank/
Description Organizational Behavior Science, The Real World, and You 8th Edition by Debra L. Nelson – Test Bank Sample Questions Instant Download With Answers CHAPTER 3—PERSONALITY, PERCEPTION, AND ATTRIBUTION
MULTIPLE CHOICE
1.
The two determinants of one’s personality are heredity (genetics) and the environment. Larry Ellison, cofounder and CEO of Oracle attributes much of his success to his personality and states that his personality was mostly shaped by his: a.
love of hiking and sailing
b.
penchant for having fun which led him to drop out of two universities
c.
relationship with his father
d.
service in the Air Force
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 82
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Thinking Ahead and Looking Back
MSC: K&C
2.
According to the proponents of interactional psychology, all of the following are correct except: a.
behavior is a function of heredity and physical stature
b.
people vary in terms of cognitive, affective, motivational, and ability factors
c.
a situation can be viewed objectively
d.
one’s subjective view of the situation can also be important
ANS: A
PTS: 1
DIF:
Moderate
REF: pp. 82-83
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Individual Differences and Organizational Behavior
3.
MSC: K&C
The basis for understanding individual differences stems from: a.
Jung’s development of personality archetypes
b.
Carl Roger’s contention that everyone is unique
c.
Bandura’s approach to social-cognitive social learning theory
d.
Lewin’s contention that behavior is a function of the person and the environment
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 82
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Individual Differences and Organizational Behavior
MSC: K&C
4.
The way in which factors such as skills, abilities, personalities, perceptions, attitudes, values, and ethics differ from one individual to another is referred to as: a.
personality
b.
individual differences
c.
the basis for group differences
d.
variation in traits
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 82
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Individual Differences and Organizational Behavior
5.
MSC: K&C
All of the following are examples of individual differences except: a.
personality
b.
general mental ability
c.
emotional intelligence
d.
norming
ANS: D
PTS: 1
DIF:
Easy
REF: p. 83
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Skills and Abilities
MSC: K&C
6.
What is considered the single best predictor or work performance across many occupations studied both here in the United States and across different cultures? a.
GMA
b.
Extraversion
c.
Conscientiousness
d.
Emotional Stability
ANS: A
PTS: 1
DIF:
Moderate
REF: p. 83
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Skills and Abilities
7.
MSC: K&C
According to the Science Feature of Chapter 3, where General mental ability (GMA) was investigated in association with victimization, all of the following were supported by this study Except: a.
Having a high GMA does not have a downside in terms of being a target at work.
b.
An individual with high cognitive ability and also a caring, cooperative, and secure personali
c.
An individual with high GMA and a personality that includes independence and dominance w
d.
Highly intelligent individuals should cultivate their positive personality traits as well as their
ANS: A
PTS: 1
DIF:
Hard
REF: p. 84
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Skills and Abilities | Science Feature
MSC: K&C
8.
The approach to the study of personality that focuses on both person (dispositions) and situational variables as combined predictors of behavior is known as: a.
trait theory
b.
the integrative approach
c.
psychodynamic theory
d.
wholistic humanism
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 86
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Big Five Personality Model
9.
MSC: K&C
A relatively stable set of characteristics that influence an individual’s behavior defines: a.
behavioral predispositions
b.
personality
c.
the integrative approach to behavior
d.
the approach emphasizing the perceptual process
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 84
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
TOP: Personality
10.
MSC: K&C
Personality is shaped by:
a.
consequences of behavior and the environment
b.
the person and the situation
c.
thinkings and feelings
d.
heredity and environment
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 84
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality
11.
MSC: Analysis
Which traits are associated with less absenteeism at work?
a.
extraversion and emotional stability
b.
introversion and emotional stability
c.
extraversion and conscientiousness
d.
introversion and conscientiousness
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 85
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
TOP: Big Five Personality Model
12.
MSC: K&C
The traits associated with high-performing employees are:
a.
extraversion and agreeableness
b.
agreeableness and conscientiousness
c.
conscientiousness and emotional stability
d.
emotional stability and agreeableness
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 85
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Big Five Personality Model
13.
MSC: K&C
Which of the following is not considered one of the “Big Five” personality traits?
a.
heredity
b.
extraversion
c.
emotional stability
d.
conscientiousness
ANS: A
PTS: 1
DIF:
Easy
REF: p. 85
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
TOP: Big Five Personality Model
14.
MSC: K&C
Individuals possessing an internal locus of control:
a.
display high anxiety
b.
tend to be dissatisfied on the job
c.
prefer participative management styles
d.
avoid greater responsibility
ANS: C
PTS: 1
DIF:
Hard
REF: pp. 86-87
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
15.
MSC: K&C
As a supervisor of a group of employees, all of whom have an internal locus of control, you should:
a.
closely supervise them
b.
provide explicit and frequent job instructions
c.
expect to frequently discipline group members for slowness and lack of initiative
d.
allow them considerable leeway in determining how to perform their work
ANS: D
PTS: 1
DIF:
Hard
REF: p. 87
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
TOP: Personality Characteristics in Organizations
16.
MSC: Application
Which of the following statements regarding internals and externals is FALSE?
a.
Internals and externals have similar positive reactions to being promoted.
b.
Internals and externals have distinctly different reactions to being promoted with internals h
c.
Internals tend to have positive feelings to a promotion longer than do externals.
d.
Externals may be more reluctant than internals to participate in decision making.
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 87
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
17.
MSC: K&C
Research on locus of control has strong implications for organizations because internals have been found to be associated with stronger relationships with all of the following Except:
a.
job satisfaction
b.
more effective coping strategies
c.
better interpersonal relationship
d.
reluctance to participate in decision making
ANS: D
PTS: 1
DIF:
Hard
REF: p. 87
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
TOP: Personality Characteristics in Organizations
18.
MSC: K&C
Generalized self-efficacy is the general:
a.
feeling of one’s self-worth
b.
extent to which people base their behavior on cues from other people and situations
c.
belief about one’s own capabilities to deal with the events and challenges that make life dem
d.
belief about self or situational control over what happens to them
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 87
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
19.
MSC: K&C
Which of the following is one of the most important determinants of high selfefficacy?
a.
an internal locus of control
b.
high self-esteem
c.
previous success
d.
the tendency to be a low self-monitor
ANS: C
PTS: 1
DIF:
Easy
REF: p. 87
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
TOP: Personality Characteristics in Organizations
20.
MSC: K&C
Denise and Teresa are two students in a course on organizational behavior. Denise outperforms Teresa on the first exam in OB, and Teresa convinces herself that Denise is not really a good person to compare herself to because Denise is a psychology major and Teresa is majoring in accounting. Which of the following is the best explanation for Teresa’s reaction?
a.
Teresa’s high self-esteem is protecting her from this unfavorable comparison.
b.
Teresa is a low self-monitor.
c.
Teresa has an external locus of control.
d.
Teresa probably has an inflated generalized belief of her capabilities.
ANS: A
PTS: 1
DIF:
Hard
REF: p. 88
NAT: AACSB: Analytic | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
21.
MSC: Application
Which of the following is NOT a component of CSE.
a.
General mental ability
b.
Locus of control
c.
Generalized self-efficacy
d.
Self-esteem
ANS: A
PTS: 1
DIF:
Moderate
REF: p. 88
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
22.
MSC: K&C
As a manager that understands the implications of self-esteem on work behavior, you should:
a.
clearly measure the results of employee tasks
b.
provide continual positive feedback
c.
clearly tie rewards to performance
d.
give them appropriate challenges and opportunities for success
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 88
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
23.
MSC: Application
Individuals with high levels of CSE tend to experience or exhibit all of the following Except:
a.
perform better on their jobs
b.
more satisfaction with their jobs and lives
c.
report lower levels of stress
d.
higher levels of organizational commitment
ANS: D
PTS: 1
DIF:
Hard
REF: pp. 88-89
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
24.
MSC: K&C
An individual’s generalized belief about internal control versus external control is called:
a.
self-efficacy
b.
self-esteem
c.
locus of control
d.
self-monitoring
ANS: C
PTS: 1
DIF:
Easy
REF: p. 86
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
25.
MSC: K&C
Low self-monitors tend to:
a.
be slow in responding to situational cues
b.
be high on self-efficacy
c.
be high in self-esteem
d.
require little supervision
ANS: A
PTS: 1
DIF:
Hard
REF: p. 89
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
26.
MSC: Application
Positive affectivity is likely to be displayed by:
a.
persons with low self-efficacy
b.
low self-monitors
c.
persons with high anxiety
d.
internals, or those with an internal locus of control
ANS: D
PTS: 1
DIF:
Hard
REF: p. 90
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
27.
MSC: Application
Managers who want to promote positive affectivity should:
a.
allow participative decision making and provide pleasant working conditions
b.
hire those with an external orientation
c.
reduce the anxiety in jobs
d.
give positive feedback in order to increase self-esteem
ANS: A
PTS: 1
DIF:
Easy
REF: p. 90
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
28.
MSC: Application
A member of a work group who loafs and makes only a very minimal contribution:
a.
exhibits negative affectivity
b.
likes to experience control over others
c.
has an internal locus of control
d.
will be successful if left alone
ANS: A
PTS: 1
DIF:
Hard
REF: p. 90
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
29.
MSC: Application
The extent to which people base their behavior on cues from other people and situations refers to:
a.
locus of control
b.
self-esteem
c.
self-efficacy
d.
self-monitoring
ANS: D
PTS: 1
DIF:
Easy
REF: p. 89
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
30.
MSC: K&C
Masculine women in the workplace have often experienced a backlash for violating the nurturing gender role stereotype. A recent study followed promotion rates of male and female MBAs over eight years and found that masculine women:
a.
who were also high self-monitors did not experience this backlash and received more promo
b.
tend to have a more positive affect and higher job satisfaction
c.
will have a stronger influence in weak situations
d.
have been shown to have a higher general self-efficacy
ANS: A
PTS: 1
DIF:
Hard
REF: p. 89
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
31.
MSC: K&C
When predicting behavior, an important idea to remember concerns the extent to which a situation overwhelms the effects of individual personalities by providing cues for appropriate behavior. This type of situation is called a:
a.
weak situation
b.
weak individual difference
c.
strong individual difference
d.
strong situation
ANS: D
PTS: 1
DIF:
Easy
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
32.
MSC: K&C
You need to hire someone for a marketing position within a product team responsible for home cleaning detergents. Your organization has several products within this category and the team includes representatives from operations and R&D. Which of the following personality types for the marketing position would result in the most effective team member?
a.
high self monitor
b.
low self monitor
c.
internal locus of control
d.
external locus of control
ANS: A
PTS: 1
DIF:
Moderate
REF: p. 89
NAT: AACSB: Analytic | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
33.
MSC: Analysis
Which of the following personality types would most likely display the most consistent behavior “across situations”?
a.
External locus of control
b.
High self efficacy
c.
High self monitor
d.
Low self monitor
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 89
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
34.
MSC: K&C
A person who is unconstrained by his or her situation and who brings about environmental change would more likely have a(n):
a.
ISTJ type personality
b.
high level of self monitoring
c.
proactive personality
d.
negative affect
ANS: C
PTS: 1
DIF:
Hard
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Personality Characteristics in Organizations
35.
MSC: K&C
A problem frequently associated with self report methods for assessing ones personality includes:
a.
the biases of the assessor in interpreting the information
b.
the observer’s ability to stay focused
c.
respondents answering questions in terms of how they want to be seen rather than as they
d.
the effect of observation on those being observed
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Measuring Personality
36.
MSC: K&C
A count of the times a student asks a question or makes a comment in an organizational behavior course is a/an:
a.
self-report measure of personality
b.
projective measure of personality
c.
example of the MMPI
d.
behavioral measure of personality
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 92
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Measuring Personality
37.
MSC: Application
The Minnesota Multiphasic Personality Inventory:
a.
is a projective test
b.
provides direct indices of personality
c.
is administered as an inkblot test
d.
assesses a variety of traits
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Measuring Personality
38.
MSC: K&C
The most common method of assessing personality is the:
a.
projective test
b.
behavioral measurement through observation
c.
self-report questionnaire
d.
Rorschach ink blot test
ANS: C
PTS: 1
DIF:
Easy
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Measuring Personality
39.
MSC: K&C
A problem with the behavioral measure for personality would be:
a.
low reliability
b.
the fact self-report measures suffer from potential bias
c.
their tendency to be too long
d.
the observer’s ability to stay focused
ANS: D
PTS: 1
DIF:
Easy
REF: p. 92
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Measuring Personality
40.
MSC: K&C
ELoyalty, founded by Kelly Conway has perfected software that:
a.
decodes a caller’s personality using voice recognition
b.
identifies customers most loyal to a product’s offering and matched loyalty with type person
c.
identifies repeat buyers of a product as a result of online surveys that are used to identify th
d.
identifies customers that are the most satisfied through voice recognition
ANS: A
PTS: 1
DIF:
Moderate
REF: p. 92
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Measuring Personality | Real World 3.1
41.
MSC: K&C
Which of the following organizations has perfected software that decodes a caller’s personality using voice recognition in order to match them with an agent with a similar personality?
a.
EVR
b.
ELoyalty
c.
EPersonalityRecognition
d.
EPersonalityCallCenter (EPCC)
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 92
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Measuring Personality | Real World 3.1
42.
MSC: K&C
The MBTI is a:
a.
projective test that captures psychological disorders
b.
way to identify human differences and similarities by separating behavioral tendencies or di
c.
self-report questionnaire designed to assess personality
d.
direct index of personality
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 93
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Application of Personality Theory in Organizations: The MBTI® Instrument MSC: K&C
43.
According to the MBTI a successful top executive is likely to be a/an:
a.
introvert, intuitor, feeler, and perceiver
b.
introvert, sensor, thinker, and perceiver
c.
extrovert, intuitor, feeler, and judger
d.
extrovert, sensor, thinker, and judger
ANS: D
PTS: 1
DIF:
Hard
REF: p. 96
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: The Sixteen Types
44.
the:
MSC: Application
The basic preference in type theory that represents where you get your energy is
a.
extraversion/introversion preference
b.
sensing/intuiting preference
c.
thinking/feeling preference
d.
judging/perceiving preference
ANS: A
PTS: 1
DIF:
Easy
REF: p. 93
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: The Preferences
MSC: K&C
45.
According to the Jungian approach to personality, the basic preference that reflects what we pay attention to or how we prefer to gather information is:
a.
extraversion/introversion
b.
sensing/intuiting
c.
thinking/feeling
d.
judging/perceiving
ANS: B
PTS: 1
DIF:
Easy
REF: p. 94
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: The Preferences
46.
MSC: K&C
Jung contended that the most important distinction between individuals was the:
a.
extravert/introvert preference
b.
sensing/intuiting preference
c.
thinking/feeling preference
d.
judging/perceiving preference
ANS: A
PTS: 1
DIF:
Moderate
REF: p. 93
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: The Preferences
MSC: K&C
47.
All of the following are characteristics of the target of one’s perceptions, except:
a.
physical appearances
b.
oral communication
c.
nonverbal cues
d.
purpose and context of encounter or interaction
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 98
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Social Perception
48.
MSC: K&C
The process of interpreting information about another person is:
a.
high external control
b.
social perception
c.
encoding
d.
evaluation
ANS: B
PTS: 1
DIF:
Easy
REF: p. 97
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Social Perception
MSC: K&C
49.
The three major categories of factors that influence our perception of another person include:
a.
characteristics of ourselves, the target person, and the situation
b.
availability of information, the target person, and the situation
c.
recentcy of information, availability of information, and consistency of information
d.
characteristics of ourselves, the target person, and consistency of information
ANS: A
PTS: 1
DIF:
Moderate
REF: p. 98
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Social Perception
50.
MSC: K&C
The perceiver’s pattern of thinking or manner in which they assemble and interpret information about another person is:
a.
the strength of situational cues
b.
cognitive structure
c.
self-concept
d.
attitude structuring
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 99
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Characteristics of the Perceiver
MSC: K&C
51.
The ability of an individual to perceive multiple characteristics of another person rather than attend to just a few traits is a function of their:
a.
attention span
b.
ability to focus
c.
cognitive weighting
d.
cognitive complexity
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 99
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Characteristics of the Perceiver
52.
MSC: K&C
Which of the following is NOT an important characteristic of the perceiver that can affect social perception?
a.
attitude
b.
mood
c.
self-concept
d.
emotional stability
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 99
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Characteristics of the Perceiver
MSC: S&E
53.
In an interview situation, the interviewer’s first impression of the interviewee (or target) is likely to be based upon:
a.
nonverbal cues of the target
b.
verbal communication by the target
c.
the intentions of the target
d.
the target’s physical appearance
ANS: D
PTS: 1
DIF:
Easy
REF: p. 99
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Characteristics of the Target
54.
MSC: Application
All of the following are characteristics of the target that influence social perception except:
a.
inferred intentions
b.
nonverbal communication
c.
verbal communication
d.
cognitive complexity
ANS: D
PTS: 1
DIF:
Easy
REF: pp. 99-100
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Characteristics of the Target
MSC: K&C
55.
In which of the following situations are situational cues and social context most formalized?
a.
job interview
b.
employee coaching session
c.
on-the-job instruction for new employees
d.
employee briefing at start of work shift
ANS: A
PTS: 1
DIF:
Moderate
REF: p. 100
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Characteristics of the Situation
56.
MSC: Application
The discounting principle is a characteristic of the:
a.
situation
b.
perceiver
c.
target
d.
cognitive miser
ANS: A
PTS: 1
DIF:
Moderate
REF: p. 100
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Characteristics of the Situation
MSC: S&E
57.
When you encounter a warm and personable car salesperson and don’t assume that this behavior reflects the salesperson’s personality, you are using which principle in social perception?
a.
perceiver principle
b.
discounting principle
c.
cognitive bias principle
d.
social context principle
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 100
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Characteristics of the Situation
58.
MSC: Application
The social context and discounting principle are characteristics of the:
a.
perceiver
b.
target
c.
situation
d.
interaction
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 100
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Characteristics of the Situation
MSC: S&E
59.
An employee who does not get along well with other employees but generates the most sales is evaluated only on sales performance. This is an example of:
a.
stereotyping
b.
the cognitive miser
c.
the self-fulfilling prophecy
d.
selective perception
ANS: D
PTS: 1
DIF:
Moderate
NAT: AACSB: Analytic | AACSB: Individual Dynamics
REF: p. 100 TOP: Barriers to Social Perception
MSC: Application
60.
A supervisor’s high expectations of a new employee and the subsequent high performance of that employee is known as:
a.
impression management
b.
stereotyping
c.
perceptual bias
d.
self-fulfilling prophecy
ANS: D
PTS: 1
DIF:
Easy
REF: p. 102
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Barriers to Social Perception
MSC: K&C
61.
The primacy effect is also known as:
a.
selective perception
b.
self-fulfilling prophecy
c.
first-impression error
d.
a stereotype
ANS: C
PTS: 1
DIF:
Easy
REF: p. 102
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Barriers to Social Perception
62.
MSC: K&C
Assume you are an employment interviewer. An applicant’s physical appearance could cause you to commit an incorrect hiring decision because of all of the following except:
a.
stereotype
b.
selective perception
c.
first impression error
d.
self-fulfilling prophecy
ANS: D
PTS: 1
DIF:
Moderate
NAT: AACSB: Analytic | AACSB: Individual Dynamics MSC: Application
REF: p. 102 TOP: Barriers to Social Perception
63.
Increasing workforce diversity is likely to reduce __________ as a barrier to social perception.
a.
the primacy effect
b.
first-impression error
c.
selective perception
d.
stereotyping
ANS: D
PTS: 1
DIF:
Hard
REF: p. 101
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Barriers to Social Perception
64.
MSC: S&E
The largest civil rights class action lawsuit in U.S. history centered around gender discrimination at Walmart. The U.S. Supreme Court ruling in this case is best supported by which of the following statements?
a.
The Supreme Court found that the gender stereotype of women workers as fundamentally in to discrimination.
b.
The Supreme Court found that Walmart did have policies against discrimination and that the
c.
The Supreme Court found that a group of over one million women could not be certified as a have enough in common to band together.
d.
The Supreme Court found that leaders at Walmart failed to monitor pay and promotion pract
ANS: C
PTS: 1
DIF:
Moderate
NAT: AACSB: Diversity | AACSB: Legal Responsibilities
REF: p. 101
TOP: Social Perception | Real World 3.2 MSC: K&C
65.
Suppose, for example, that a sales manager is evaluating the performance of his employees. One employee does not get along well with colleagues and rarely completes sales reports on time. This employee, however, generates the most new sales contracts in the office. The sales manager chooses to ignore the negative information and evaluates the salesperson only on contracts generated. The manager is exercising:
a.
projection
b.
selective perception
c.
self-fulfilling prophecy
d.
fundamental attribution error
ANS: B
PTS: 1
DIF:
Moderate
NAT: AACSB: Analytic | AACSB: Individual Dynamics
REF: p. 100 TOP: Barriers to Social Perception
MSC: Application
66.
When a female softball player is given more applause for a home run hit than a male teammate, the reason would most likely be due to:
a.
first impression error
b.
projection
c.
selective perception
d.
contrast against a stereotype
ANS: D
PTS: 1
DIF:
Hard
NAT: AACSB: Analytic | AACSB: Individual Dynamics
REF: p. 102 TOP: Barriers to Social Perception
MSC: Application
67.
Projection occurs most often when you:
a.
surround yourself with others similar to you
b.
attempt to control the impressions others have of you
c.
let your expectations affect your interaction with others in a way that we get what we wish f
d.
surround yourself with others dis-similar to you
ANS: A
PTS: 1
DIF:
Moderate
NAT: AACSB: Analytic | AACSB: Individual Dynamics
REF: p. 102 TOP: Barriers to Social Perception
MSC: Analysis
68.
In which of the following organizational situations is impression management more likely to occur?
a.
a supervisor disciplining an employee
b.
a job interview
c.
a meeting of the top management team
d.
an exit interview when an employee retires
ANS: B
PTS: 1
DIF:
Hard
REF: p. 103
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Impression Management
69.
MSC: Application
Which of the following results regarding impression management and employment interviews has not been supported by research?
a.
Impression management is associated with higher interview performance.
b.
Impression management is associated with increasing the probability of a site visit.
c.
Impression management is associated with higher probabilities of getting hired.
d.
Impression management is associated with higher starting salaries.
ANS: D
PTS: 1
DIF:
Moderate
REF: pp. 103-104
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Impression Management
70.
MSC: K&C
Attribution theory helps to __________ behavior in organizations.
a.
measure
b.
explain causes of
c.
specify correct or appropriate
d.
observe
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 104
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Attributions in Organizations
71.
MSC: K&C
An achievement-oriented sales representative might attribute his failure to meet a monthly sales quota to:
a.
changing economic conditions
b.
a short list of prospects provided by the company
c.
a lack of effort
d.
a cutback in product advertising
ANS: C
PTS: 1
DIF:
Hard
REF: p. 104
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Attributions in Organizations
72.
MSC: Application
Individuals who make external attributions will be more likely to:
a.
achieve higher levels of performance
b.
rarely quit because they do not feel responsible
c.
develop feelings of incompetence which may lead to depression
d.
provide a supporting environment for followers
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 104
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Attributions in Organizations
73.
MSC: Application
When you attribute the performance in this class to the type of exams and their relative difficulty, you are making what type of attribution?
a.
internal
b.
external
c.
ability
d.
luck
ANS: B
PTS: 1
DIF:
Easy
REF: p. 104
NAT: AACSB: Analytic | AACSB: Individual Dynamics TOP: Attributions in Organizations
74.
MSC: Application
Achievement-oriented individuals attribute their success to:
a.
a combination of hard work and ability
b.
ability
c.
hard work
d.
hard work and task difficulty
ANS: B
PTS: 1
DIF:
Hard
REF: p. 104
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Attributions in Organizations
75.
MSC: K&C
Achievement-oriented individuals attribute their failures to:
a.
bad luck
b.
a combination of bad luck and a difficult task
c.
lack of effort
d.
lack of effort and a difficult task
ANS: C
PTS: 1
DIF:
Hard
REF: p. 104
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Attributions in Organizations
76.
MSC: K&C
Research shows that successful candidates make:
a.
less attributions than unsuccessful candidates
b.
more external attributions than unsuccessful candidates
c.
more internal attributions for negative events
d.
less internal attributions for negative events
ANS: C
PTS: 1
DIF:
Hard
REF: p. 105
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Attributions in Organizations
77.
MSC: K&C
When a student attributes a high test grade to his or her diligent study habits and a low grade to the instructor’s poorly worded questions, the student is displaying:
a.
the fundamental attribution error
b.
the consensus error
c.
the acceptance error
d.
self-serving bias
ANS: D
PTS: 1
DIF:
Moderate
NAT: AACSB: Analytic | AACSB: Individual Dynamics
REF: p. 105 TOP: Attributional Biases
MSC: Application
78.
Attributional biases implies that managers must:
a.
always be correct in their perceptions
b.
be very wary of the cognitive process in decision making
c.
know as much as possible about individual differences and determine the cause of behavior
d.
take into account the fundamental tendency for people to make external attributions for the
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 105
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Attributional Biases
79.
MSC: K&C
The tendency to make attributions to internal causes when focusing on someone else’s behavior is:
a.
remedied by the discounting principle
b.
known as the fundamental attribution error
c.
has been shown to not be related to cultural pre-dispositions
d.
known as the fundamental cognitive error
ANS: B
PTS: 1
DIF:
Easy
REF: p. 105
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Attributional Biases
80.
MSC: K&C
When a manager makes the attribution that an employee’s lack of effort or ability is the basis for poor performance, they are probably making an error called:
a.
fundamental attribution
b.
self-serving bias
c.
discounting attribution
d.
consistency attributions
ANS: A
PTS: 1
DIF:
Easy
NAT: AACSB: Analytic | AACSB: Individual Dynamics
REF: p. 105 TOP: Attributional Biases
MSC: Application
81.
A person from India would be more likely than someone from China to:
a.
make an internal attribution
b.
make a self serving bias error
c.
make a fundamental attribution error
d.
make an external attribution
ANS: D
PTS: 1
DIF:
Hard
REF: p. 105
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Attributional Biases
MSC: Application
TRUE/FALSE
1.
Personality is defined as a relatively stable set of characteristics that influence an individual’s behavior.
ANS: T
PTS: 1
REF: p. 84
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
2.
Heredity has been found to NOT be a determinant of personality.
ANS: F
PTS: 1
REF: p. 84
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
3.
GMA is considered a personality characteristic.
ANS: F
PTS: 1
REF: p. 83
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
4.
The integrative approach to personality emphasizes individual growth and improvement.
ANS: F
PTS: 1
REF: p. 86
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
5.
Persons with high self-esteem and internal locus of control tend to be higher performers and are more satisfied with their jobs.
ANS: T
PTS: 1
REF: p. 86
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
6.
High self-monitors can adjust their behavior to fit the situation.
ANS: T
PTS: 1
REF: p. 89
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
7.
The affectivity of individuals can impact group affect either positively or negatively.
ANS: T
PTS: 1
REF: p. 89
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
8.
The most common method of assessing personality is through projective testing.
ANS: F
PTS: 1
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
9.
A problem with self-report measure for assessing personality is people often answer the questionnaires in terms of how they want to be seen, rather than as they really are.
ANS: T
PTS: 1
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
10.
According to MBTI research, artists and executives are extraverts.
ANS: F
PTS: 1
REF: p. 93
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
11.
An example of a first impression error would be where speakers with higher vocal pitch are believed to be more competent than those with lower voices.
ANS: T
PTS: 1
REF: p. 102
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
12.
High achievers are more likely to attribute their success to others and good luck.
ANS: F
PTS: 1
REF: p. 105
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
13.
The Pygmalion effect usually is associated with reduced output.
ANS: F
PTS: 1
REF: p. 103
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
14.
Mood is a state that has been found to be relatively stable and therefore contributes to the objective accuracy of perception.
ANS: F
PTS: 1
REF: p. 99
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
15.
CEO’s have been found to manage impressions by publicizing changes that seem to address financial analysts concerns without changing organizational policy.
ANS: T
PTS: 1
REF: p. 104
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
MATCHING
Match the following: a.
The way in which factors such as skills, abilities, personalities, values, and ethics vary from o
b.
A relatively stable set of characteristics that influences one’s behavior.
c.
Behavior is a function of the person and his or her environment.
d.
Tendencies of persons to respond to situations in consistent ways.
e.
A person’s general feeling of self-worth.
1.
Self-Esteem
2.
Dispositions
3.
Personality
4.
Individual Differences
5.
Interactional Psychology
1. ANS: E PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
2. ANS: D PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
3. ANS: B PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
4. ANS: A PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
5. ANS: C PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
Match the following: a.
A broad set of personality traits that refers to self-concept and is comprised of locus of contr
b.
One’s generalized belief about situational and self-control.
c.
When focusing on one’s behavior the tendency to internal attributions for successes and ext
d.
The extent to which people base their behavior on cues from others and the situation.
e.
Positive and negative mood dispositions at work.
6.
Affectivity
7.
Self-Monitoring
8.
Core Self-Evaluation
9.
Locus of Control
10.
Self-Serving Bias
6. ANS: E PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
7. ANS: D PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
8. ANS: A PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
9. ANS: B PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
10. ANS: C PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
Match the following: a.
A widely used self-report questionnaire that assesses a variety of psychological disorders.
b.
A projective test or measure of personality.
c.
A popular instrument based on Jungian personality theory.
d.
He suggested that human similarities and differences could be understood by combining pre
e.
Direct indices of personality.
f.
Behavior is a function of the person and environment.
11.
MBTI
12.
Behavioral Measures
13.
Carl Jung
14.
Rorschach
15.
Kurt Lewin
16.
MMPI
11. ANS: C PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
12. ANS: E PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
13. ANS: D PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
14. ANS: B PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
15. ANS: F PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
16. ANS: A PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
Match the following: a.
Likes closure.
b.
Logical decision maker.
c.
Energized by interaction with others.
d.
Pays attention to data gathered through physical senses.
e.
Prefers a flexible, more spontaneous life.
17.
Extravert
18.
Perceiver
19.
Sensor
20.
Judger
21.
Thinker
17. ANS: C PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
18. ANS: E PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
19. ANS: D PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
20. ANS: A PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
21. ANS: B PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
Match the following: a.
Facial expressions, body posture, and eye movement.
b.
A generalization about a particular group of people.
c.
The false consensus effect.
d.
A view of another person based on first encounter.
e.
Expectations of others affects our interactions with them.
22.
Projection
23.
Self-fulfilling Prophecy
24.
First Impression
25.
Nonverbal Communication
26.
Stereotype
22. ANS: C PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
23. ANS: E PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
24. ANS: D PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
25. ANS: A PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
26.
ANS: B
PTS: 1
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
ESSAY
1.
Using the five personality characteristics identified in the chapter as important for understanding organizational behavior, describe an individual who would most likely be a strong performer.
ANS: An internal locus of control, high self-esteem, high self-efficacy, moderate to high self-monitoring, and positive affectivity are likely to be displayed by a high performer.
PTS: 1
REF: p. 85
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
2.
Identify and explain barriers to social perception.
ANS: Stereotyping stems from generalizing about a group of people. Selective perception involves using only information that supports one’s preconceived view of someone. One’s initial interaction with another may lead to an incorrect conclusion or first impression error. Pet theories one has of behavior may produce inaccurate perception. A self-fulfilling prophecy occurs in a situation where one’s expectations about people affect interaction with them in such a way that expectations are fulfilled.
PTS: 1
REF: pp. 100-103
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
3.
ANS:
How could a manager use self-fulfilling prophecies to improve a work group?
If a supervisor is told that a work group contains individuals with high achievement potential, this information may get translated into high expectations of the supervisor and he/she may set high goals and objectives for the group (that is, higher goals and objectives than would otherwise be set). With high expectations and goals, group members may respond with unusually strong effort and meet the high goals and objectives.
PTS: 1
4.
REF: p. 102
NAT: AACSB: Analytic | AACSB: Individual Dynamics
The basis for understanding individual differences stems from Lewin’s early contention that behavior is a function of the person and the environment. This idea has been developed by the interactional psychology approach to personality. Briefly explain the basic propositions of this approach.
ANS: The four propositions include (1) behavior is a function of a continuous, multidirectional interaction between the person and the situation, (2) the person is active in this process and both is changed by situations and changes situations, (3) people vary in many characteristics, including cognitive, affective, motivational, and ability factors, and (4) two interpretations of situations are important: the objective situation and the person’s subjective view of the situation.
PTS: 1
REF: pp. 82-83
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
5.
Identify the most common errors that affect the attribution process and briefly discuss the implications for managers.
ANS:
CHAPTER 5—MOTIVATION AT WORK
MULTIPLE CHOICE
1.
James Dyson, CEO of Dyson places a major emphasis on his creative passion and spirit of innovation. Dyson wants to create a culture where entrepreneurial drive is contagious and motivates employees to take up a new idea, use it, and do it as quickly as possible. To stimulate creativity and motivate passionate engagements, Dyson established the structural framework and motivators that include opportunities for: a.
achievement
b.
recognition
c.
reward
d.
All of the above
ANS: D
PTS: 1
DIF:
Easy
REF: p. 161|p. 184
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics TOP: Thinking Ahead | Looking Back
2.
MSC: K&C
The process of arousing and sustaining goal-directed behavior is called: a.
energizing
b.
goal setting
c.
motivation
d.
expectancy theory
ANS: C
PTS: 1
DIF:
Easy
REF: p. 162
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Motivation and Work Behavior
3.
MSC: K&C
The proposition that a person’s life was founded on the compulsion to work and the power of love is known as: a.
the Protestant ethic
b.
psychodynamic theory
c.
motivation
d.
the Calvinistic perspective
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 163
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Motivation and Work Behavior
4.
MSC: K&C
According to the Protestant ethic, a person should work hard because hard work and prosperity would lead to a place in heaven. The organizational scholar who advanced the Protestant Ethic notion was: a.
John Calvin
b.
Sigmund Freud
c.
Adam Smith
d.
Max Weber
ANS: D
PTS: 1
DIF:
Easy
REF: p. 162
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Motivation and Work Behavior
5.
MSC: K&C
Which of the following statements is most accurate regarding the current state of motivation theories? a.
The reinforcement approach to motivation has been found to be superior to other motivation
b.
Freud’s psychodynamic theory of motivation has generally been supported with the stronges
c.
There are several approaches to motivation, and one or another may be useful in specific or different times.
d.
The motivational models that make strong economic assumptions regarding human motivat
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 162
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Motivation and Work Behavior
6.
MSC: S&E
All of the following are drives or needs that underlie employee motivation Except: a.
to acquire
b.
to bond
c.
to achieve
d.
to comprehend
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 163
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Motivation and Work Behavior
7.
MSC: K&C
The Real World 5.1 feature on the model manager’s (Graham) motivational style included all of the following characteristics Except: a.
focusing on the positive in contrast to communicating unrealistic positivity
b.
targeting support based on recent project events
c.
positioning himself as a resource for team members rather then judge
d.
providing consistent and timely feedback to individuals of his team
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 164
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Motivation and Work Behavior | Real World 5.1
8.
MSC: K&C
Frederick Taylor’s scientific management advanced the idea that: a.
unfulfilled needs acted as motivation
b.
the relationship of management and labor should be one of cooperation rather than conflict
c.
money was not a motivator
d.
self-interest and economic gain are motivators for the owners of production and not the emp
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 165
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Motivation and Work Behavior
9.
MSC: K&C
The basic motivational assumption within Taylor’s scientific management is the same as within Adam Smith’s political economic notions which is: a.
both intrinsic and extrinsic factors influence motivation
b.
ungratified needs motivate behavior
c.
individuals are largely motivated by power, affiliation, and achievement
d.
people are motivated by self-interest and economic gain
ANS: D
PTS: 1
DIF:
Easy
REF: p. 164
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Motivation and Work Behavior
10.
MSC: K&C
Adam Smith formulated the “invisible hand” and the free market to explain the motivation for individual behavior. The “invisible hand” refers to:
a.
psychological determinants of behavior
b.
unconscious motives
c.
internal needs
d.
unseen forces of a free market system
ANS: D
PTS: 1
DIF:
Easy
REF: p. 164
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Motivation and Work Behavior
11.
MSC: K&C
Modern management practices such as employee management recognition programs, flexible benefit packages, and stock ownership plans emphasize:
a.
internal needs
b.
intrinsic motivation
c.
external incentives
d.
psychodynamic theory
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 165
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Motivation and Work Behavior
12.
MSC: K&C
An approach to employee motivation that considers both psychological needs and external incentives is:
a.
psychodynamic theory
b.
McGregor’s Theory X and Theory Y
c.
psychological ownership
d.
organizational citizenship behavior
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 165
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Motivation and Work Behavior
13.
MSC: K&C
Maslow’s hierarchy of needs model begins with _____ needs and ends with _____ needs.
a.
security, social
b.
achievement, power
c.
power, affiliation
d.
physiological, self-actualization
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 166
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Maslow’s Need Hierarchy
14.
MSC: K&C
Assume you own and operate a small printing and specialty advertising business that employs 25 persons. With increased health care costs and related insurance premiums you are contemplating the cancellation of health and hospitalization insurance for your employees. Your decision may cause your employees to become greatly concerned about:
a.
self-esteem needs
b.
affiliation needs
c.
safety and security needs
d.
self-actualization needs
ANS: C
PTS: 1
DIF:
Moderate
NAT: AACSB: Analytic | AACSB: Motivation Concepts
REF: p. 165 TOP: Maslow’s Need Hierarchy
MSC: Application
15.
Alderfer’s growth need category corresponds to Maslow’s:
a.
interpersonal esteem needs
b.
safety and security needs
c.
social needs
d.
self-esteem and self-actualization needs
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 167
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Maslow’s Need Hierarchy
16.
MSC: K&C
Maslow’s hierarchy of needs model helps to explain that employees are always motivated to satisfy one or more needs but that:
a.
a satisfied need is no longer a motivator
b.
high order needs are rarely met even in a minimal fashion
c.
need categories are randomly experienced rather than in a particular sequence
d.
regression down the needs chain does not occur
ANS: A
PTS: 1
DIF:
Moderate
REF: p. 166
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Maslow’s Need Hierarchy
17.
MSC: K&C
Assume you have accepted a job offer and will shortly begin working in your first professional position. The firm provides a very competitive salary and benefit package. Your attention is now directed to learning and advancement opportunities. According to Alderfer and McGregor, these are:
a.
Theory X and relatedness concerns
b.
existence and Theory Y concerns
c.
growth and Theory Y concerns
d.
neither Theory X nor Y concerns
ANS: C
PTS: 1
DIF:
Hard
NAT: AACSB: Analytic | AACSB: Motivation Concepts
REF: p. 167 TOP: Maslow’s Need Hierarchy
MSC: Application
18.
McGregor believed that Theory X assumptions were appropriate for:
a.
individuals located at the top of the organization
b.
employees located at the lower level of the organization
c.
individuals motivated by lower order needs
d.
individuals motivated by higher order needs
ANS: C
PTS: 1
DIF:
Easy
REF: p. 166
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Maslow’s Need Hierarchy
19.
MSC: S&E
Maslow’s progression hypothesis states:
a.
only ungratified needs motivate behavior
b.
needs are ordered
c.
individuals will move down the hierarchy as well as up the hierarchy
d.
higher order needs are more important than lower order needs
ANS: A
PTS: 1
DIF:
Easy
REF: p. 166
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Maslow’s Need Hierarchy
20.
MSC: K&C
Persons who have a strong desire to control others are high in:
a.
need for achievement
b.
need for affiliation
c.
need for safety and security
d.
need for power
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 169
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: McClelland’s Need Theory
21.
MSC: K&C
All of the following are need for achievement concerns except:
a.
challenging goals
b.
task difficulty
c.
improvement
d.
supervisory control
ANS: D
PTS: 1
DIF:
Hard
REF: p. 168
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: McClelland’s Need Theory
22.
MSC: Application
According to McClelland’s research, successful managers tend to have a high need for:
a.
power and dominance
b.
achievement
c.
affiliation
d.
security
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 168
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: McClelland’s Need Theory
23.
MSC: K&C
The Thematic Apperception Test (TAT) is used to measure:
a.
a person’s tendency to not use perception
b.
the achievement motive
c.
equity perceptions
d.
cognitive themes
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 168
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: McClelland’s Need Theory
24.
MSC: K&C
Management Sciences for Health CEO Jonathon Quick displayed a high need for socialized versus personalized power. He would probably:
a.
be an effective leader
b.
be disruptive because of his high need for power
c.
also score high on individual power
d.
be more effective if he scored higher on personalized versus socialized power
ANS: A
PTS: 1
DIF:
Moderate
NAT: AACSB: Analytic | AACSB: Motivation Concepts
REF: p. 169 TOP: McClelland’s Need Theory
MSC: Analysis
25.
The Science feature of Chapter 5 examined whether type of academic motivation (relational vs independence) interacted with interpersonal attachment (secure vs avoidant/independent) were related to GPA achievement and academic well-being. Results of this study are most consistent with which of the following?
a.
Interpersonal attachment style did not moderate the relationship between type of academic
b.
Congruence of academic motivation and interpersonal attachment style led to the best GPA
c.
Individuals whose academic motivation was relational in nature did better academically if th independent and individuals whose academic motivation was to establish independence did avoidant/independent
d.
B&C
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 170
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: McClelland’s Need Theory | Science Feature
MSC: K&C
26.
According to Herzberg, a major difference between motivator and hygiene factors includes:
a.
motivators are controlled by supervisors and hygienes are contained within the job
b.
hygiene factors allow self-actualization when present whereas motivation factors can only be
c.
hygiene factors deal with personal appearance and motivators concern negative aspects of
d.
motivators deal with job characteristics that are intrinsic to the job and hygiene factors deal to the job
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 171
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Herzberg’s Two-Factor Theory
27.
MSC: K&C
After working as a sales associate in an appliance store for six months, you begin to become dissatisfied with various rules and regulations, or:
a.
motivator factors
b.
Theory Y assumptions
c.
hygiene factors
d.
relatedness concerns
ANS: C
PTS: 1
DIF:
Easy
REF: p. 172
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Herzberg’s Two-Factor Theory
28.
MSC: Application
Which of the following has been identified as both a hygiene and motivational factor in research done on Herzberg’s two-factor theory?
a.
achievement
b.
coworker relations
c.
advancement
d.
pay
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 173
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Herzberg’s Two-Factor Theory
29.
MSC: K&C
Which of the following is considered a motivating factor in Herzberg’s two-factor theory?
a.
recognition
b.
fringe benefits
c.
supervision
d.
working conditions
ANS: A
PTS: 1
DIF:
Moderate
REF: p. 171
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Herzberg’s Two-Factor Theory
30.
MSC: K&C
Which of the following would be considered a valid conclusion regarding Herzberg’s two-factor theory?
a.
The presence of motivation factors is not necessarily essential to enhancing employee motiv
b.
Hygiene factors are of critical value to enhancing motivation.
c.
The model has adequately addressed individual differences.
d.
Hygiene factors are of some importance up to a threshold level.
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 173
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Herzberg’s Two-Factor Theory
31.
MSC: Analysis
Which of the following would NOT be considered a valid criticism of Herzberg’s two-factor theory?
a.
Data have not been provided that support a clear separation of hygiene and motivator facto
b.
There is an absence of individual differences in the theory.
c.
Extrinsic factors may be more important in determining satisfaction or dissatisfaction on the
d.
Most of the supporting data for the model has come from Herzberg’s students using the criti
ANS: C
PTS: 1
DIF:
Hard
REF: pp. 173-174
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Herzberg’s Two-Factor Theory
32.
MSC: Analysis
The sets of needs related to the animalistic avoidance of pain and human desire for psychological growth form the basis for:
a.
Theory X & Theory Y
b.
Maslow’s hierarchy of needs
c.
McClelland need theory
d.
Herzberg’s two-factor theory
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 171
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Herzberg’s Two-Factor Theory
33.
MSC: S&E
According to Herzberg, which factors are related to job dissatisfaction?
a.
motivation factors
b.
hygiene factors
c.
lower level needs
d.
the absence of motivation factors
ANS: B
PTS: 1
DIF:
Easy
REF: p. 171
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Herzberg’s Two-Factor Theory
34.
is:
MSC: K&C
A key understanding to the relationship between hygiene and motivation factors
a.
they are interdependent
b.
they are positively related
c.
they are additive
d.
they are independent
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 172
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Herzberg’s Two-Factor Theory
35.
MSC: S&E
All of the following would be consistent with new ideas in motivation except:
a.
eustress
b.
individuals need to be activated by unmet needs
c.
individuals are motivated by their own physical, emotional, mental, and spiritual energy
d.
energy recovery is as or more important then energy expenditure
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 174
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Two New Ideas in Motivation
36.
MSC: K&C
Eustress most accurately reflects:
a.
the notion that each individual is responsible for managing acceptable levels of stress
b.
each individual has different levels of stress that they can effectively manage
c.
the positive side of stress which is healthy and normal
d.
the negative side of stress and its impact on health
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 174
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Two New Ideas in Motivation
37.
MSC: K&C
According to information in Real World 5.2 on engagement, the best opportunity for investing leadership effort in order to enhance engagement would be to focus on:
a.
Grand Prix Drivers
b.
Pole Vaulters
c.
Long Distance Runners
d.
Flatliners
ANS: B
PTS: 1
DIF:
Moderate
NAT: AACSB: Analytic | AACSB: Motivation Concepts
REF: p. 175
TOP: Two New Ideas in Motivation | Real World 5.2
38.
MSC: K&C
All of the following are demands the organization can place on the employee except:
a.
deadlines
b.
quality standards
c.
advancement opportunities
d.
production quotas
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 176
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Social Exchange and Equity Theory
39.
MSC: Application
Which of the following organizational demands—individual contributions match is incorrect?
a.
task requirements—effort and energy
b.
rules—compliance
c.
deadlines—on time delivery
d.
confidentiality—external professional contracts
ANS: D
PTS: 1
DIF:
Hard
REF: p. 176
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Social Exchange and Equity Theory
40.
MSC: Application
Equity theory is a/an:
a.
need approach to motivation
b.
external approach to motivation
c.
process approach to motivation
d.
content motivation model
ANS: C
PTS: 1
DIF:
Hard
REF: p. 175
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Social Exchange and Equity Theory
41.
MSC: K&C
As a member of a study group, you feel that others are making minimal contributions. In this situation you are LEAST likely to:
a.
praise the inputs of others
b.
increase your participation and contribution
c.
reduce your contribution
d.
withdraw from the group
ANS: B
PTS: 1
DIF:
Hard
NAT: AACSB: Analytic | AACSB: Motivation Concepts
REF: p. 176
TOP: Social Exchange and Equity Theory
42.
MSC: Application
When employees view managers as being overpaid, workers may:
a.
work harder
b.
not change
c.
reduce their commitment
d.
become more efficient
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 176
NAT: AACSB: Analytic | AACSB: Motivation Concepts TOP: Social Exchange and Equity Theory
43.
MSC: Application
If you use calculated involvements as a basis for understanding a person’s relationship with a work organization, which of the following would be the best framework?
a.
need theory
b.
content theory
c.
social exchange
d.
Vroom’s personal perception expectancy model
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 176
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Social Exchange and Equity Theory
44.
MSC: K&C
Under equity theory, people are motivated when:
a.
they are in equilibrium with perceptions of inputs and outcomes
b.
they can see that their inputs will lead to rewards that are valued
c.
they can identify that social needs are being satisfied in relation to job expectations
d.
they find themselves in a situation they see as unfair
ANS: D
PTS: 1
DIF:
Easy
REF: p. 175
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Social Exchange and Equity Theory
45.
MSC: Application
An important theoretical revision to Adams’ original equity theory formulation involves individual preferences for equity. An equity sensitive individual is:
a.
someone comfortable with an equity ratio less than their comparison other
b.
someone comfortable with an equity ratio greater than that of his or her comparison other
c.
someone who prefers an equity ratio equal to that of their comparison other
d.
someone who is uncomfortable with a ratio either less or greater than comparison other
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 178
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Social Exchange and Equity Theory
46.
MSC: Analysis
The importance and value placed on a reward in expectancy theory is known as:
a.
need satisfaction
b.
instrumentality
c.
likelihood
d.
valence
ANS: D
PTS: 1
DIF:
Easy
REF: p. 179
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Expectancy Theory of Motivation MSC: K&C
47.
According to expectancy theory of motivation, individuals will make choices based on:
a.
dissatisfaction
b.
feelings of equity
c.
anticipated outcomes of those choices or decisions
d.
unfulfilled needs
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 179
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Expectancy Theory of Motivation MSC: K&C
48.
The close linkage of _____ to performance under expectancy theory is crucial for enhancing motivation.
a.
knowledge and skill
b.
rewards
c.
equity
d.
satisfaction
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 179
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Expectancy Theory of Motivation MSC: K&C
49.
In the case of repeated failure under expectancy theory, an employee may:
a.
greatly increase input
b.
raise outcome valence
c.
reduce effort
d.
increase effort when the likelihood of reward has dropped
ANS: C
PTS: 1
DIF:
Hard
REF: p. 179
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Expectancy Theory of Motivation MSC: K&C
50.
The motivation theory that holds that employee motivation is determined by the belief that a valued outcome will result from effort is called:
a.
equity theory
b.
goal-setting theory
c.
expectancy theory
d.
two-factor theory
ANS: C
PTS: 1
DIF:
Easy
REF: p. 179
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Expectancy Theory of Motivation MSC: K&C
51.
The belief that performance is connected to rewards is known as:
a.
expectancy
b.
instrumentality
c.
valence
d.
probability or likelihood
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 179
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Expectancy Theory of Motivation MSC: K&C
52.
Under the expectancy theory of motivation, the employee can most easily adjust:
a.
the reward
b.
expectancy
c.
reward distribution
d.
effort
ANS: D
PTS: 1
DIF:
Hard
REF: p. 180
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Expectancy Theory of Motivation MSC: K&C
53.
The expectancy theory of motivation focuses on:
a.
individual needs
b.
social process
c.
personal perceptions
d.
learning
ANS: C
PTS: 1
DIF:
Moderate
REF: p. 179
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Expectancy Theory of Motivation MSC: K&C
54.
Which of the following would not be considered a weakness of expectancy theory?
a.
The theory assumes a person is totally rational.
b.
The theory’s complexity has made it difficult to test.
c.
The measures of instrumentality, valence, and expectancy have only weak validity.
d.
The values for each construct have been relatively stable over time.
ANS: D
PTS: 1
DIF:
Hard
REF: p. 181
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Expectancy Theory of Motivation MSC: K&C
55.
Expectancy theory would be most consistent with:
a.
the ideas of Kohlberg and moral maturity
b.
the ideas of Adam Smith and self-interest
c.
the ideas of Herzberg and job design
d.
the ideas of Maslow and basic needs
ANS: B
PTS: 1
DIF:
Moderate
REF: p. 181
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Expectancy Theory of Motivation MSC: K&C
56.
Under expectancy theory, a person’s motivation increases along with the belief that effort leads to performance and:
a.
the reward is valued
b.
that performance leads to rewards
c.
the reward is equitable
d.
that performance leads to rewards and the reward is valued
ANS: D
PTS: 1
DIF:
Moderate
REF: p. 180
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts TOP: Expectancy Theory of Motivation MSC: Application
57.
The expectancy theory prediction that people work to maximize their personal outcomes is consistent with:
a.
Adams’ equity theory of social exchange contributions/inputs
b.
Adam Smith’s ideas of working in one’s own self interest
c.
Maslow’s hierarchy of need and the progression hypothesis
d.
Herzberg’s emphasis on pay and hygiene factors
ANS: B
PTS: 1
DIF:
Hard
REF: p. 180
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
TOP: Expectancy Theory of Motivation MSC: Analysis
58.
Imagine that you are using expectancy theory to motivate a textbook salesperson who does not believe more “calls” will result in greater sales (performance). Which of the following behaviors would you recommend?
a.
Show the salesperson how to distinguish departments with high-probability sales opportunit
b.
Show the salesperson graphically that a direct relationship exists between greater sales and
c.
Attempt to positively influence the importance of commissions or alter the rewards associate
d.
None of these
ANS: A
PTS: 1
DIF:
Hard
REF: p. 181
NAT: AACSB: Analytic | AACSB: Motivation Concepts | AACSB: HRM TOP: Motivational Problems
MSC: Analysis
TRUE/FALSE
1.
External theories of motivation include need models, equity and expectancy theories, as well as goal-setting approaches.
ANS: F
PTS: 1
REF: p. 162
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
2.
Managers elicit more intrinsic motivation and engagement from their employees when they support them to make progress in meaningful work.
ANS: T
PTS: 1
REF: p. 164
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
3.
Maslow’s theory says that only ungratified needs motivate behavior.
ANS: T
PTS: 1
REF: p. 166
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
4.
The increased emphasis on teamwork focuses attention on satisfaction of social and affiliation needs.
ANS: T
PTS: 1
REF: p. 169
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
5.
To believe that people are motivated by “enlightened” self-interest is consistent with Adam Smith’s view on motivation.
ANS: T
PTS: 1
REF: p. 164
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
6.
A distinguishing feature of Maslow’s need hierarchy is the progression hypothesis that says only ungratified needs motivate behavior.
ANS: T
PTS: 1
REF: p. 166
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
7.
ERG theory explains both progression need and gratification up the hierarchy and regression when people are faced with frustration.
ANS: T
PTS: 1
REF: p. 168
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
8.
Alderfer’s growth need, McClelland’s need for achievement, and Maslow’s selfactualization are similar.
ANS: T
PTS: 1
REF: p. 167
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
9.
McGregor’s Theory Y rests on the higher order needs of Maslow’s need hierarchy.
ANS: T
PTS: 1
REF: p. 166
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
10.
Motivation factors relate to job satisfaction and hygiene factors relate to job dissatisfaction in Herzberg’s model.
ANS: T
PTS: 1
REF: p. 171
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
11.
A new idea in motivation includes focusing on learning lessons from professional athletes in order to develop corporate athletes.
ANS: T
PTS: 1
REF: p. 174
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
12.
A new line of research called positive organizational scholarship emphasizes the management of energy rather than focusing on how time is managed.
ANS: T
PTS: 1
REF: p. 174
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
13.
A key to positive energy and full engagement is the concept that energy recovery is less important than energy expenditure.
ANS: F
PTS: 1
REF: p. 174
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
14.
Organizations with high levels of employee engagement perform well financially, even in volatile economic times.
ANS: T
PTS: 1
REF: p. 175
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
15.
Moral principles in workplace fairness have not been found to be that important with respect to theft and sabotage.
ANS: F
PTS: 1
REF: p. 176
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
16.
Inequity exists when one person’s ratio of inputs to outputs is different than the ratio of a comparison person.
ANS: T
PTS: 1
REF: p. 177
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
17.
Instrumentality is the value of a reward.
ANS: F
PTS: 1
REF: p. 179
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
18.
Expectancy Theory assumes the individual is rational and acts as a minicomputer, calculating probabilities and values.
ANS: T
PTS: 1
REF: p. 181
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
19.
As organizations become increasingly international, pay inequities will become less prevalent.
ANS: F
PTS: 1
REF: p. 177
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
20.
Expectancy theory holds up more strongly in cultures that value individualism.
ANS: T
PTS: 1
REF: p. 183
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
21.
Needs of workers are similar across cultures.
ANS: F
PTS: 1
REF: p. 172
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
22.
When an employee’s knowledge and skills match job task demands, an acceptable individual–organizational match will take place.
ANS: T
PTS: 1
REF: p. 172
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
MATCHING
Match the following: a.
Arousal and activation of goal-directed behavior.
b.
Work conditions related to dissatisfaction caused by discomfort or pain.
c.
Factors and conditions outside the person that may explain and predict a person’s behavior.
d.
What is most appropriate and beneficial to the individual.
e.
Attributes and characteristics inside the individual that determine behavior.
1.
Hygiene factors
2.
External
3.
Motivation
4.
Self-Interest
5.
Internal
1. ANS: B PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
2. ANS: C PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
3. ANS: A PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
4. ANS: D PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
5. ANS: E PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
Match the following: a.
Basic needs for food and water.
b.
The assumption that people naturally resist change.
c.
Fulfillment of potential.
d.
Feeling of self-worth.
e.
Assumptions of how to manage individuals who are motivated by higher-order needs.
6.
Self-Esteem
7.
Physiological Needs
8.
Theory Y
9.
Theory X
10.
Self-Actualization
6. ANS: D PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
7. ANS: A PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
8. ANS: E PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
9. ANS: B PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
10. ANS: C PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
Match the following: a.
A projective test used extensively by David McClelland.
b.
Desire to accomplish goals and perform at high level.
c.
Desire to dominate others.
d.
Company policy and working conditions in the two-factor theory.
e.
Interest in being around others and developing meaningful relationships.
11.
Need for Achievement
12.
Need for Affiliation
13.
Hygiene Factor
14.
TAT
15.
Need for Power
11. ANS: B PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
12. ANS: E PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
13. ANS: D PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
14. ANS: A PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
15. ANS: C PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
Match the following: a.
Needs hierarchy theory.
b.
Two-factor theory.
c.
Expectancy theory.
d.
Equity theory.
e.
Needs theory.
16.
McClelland
17.
Adams
18.
Herzberg
19.
Maslow
20.
Vroom
16. ANS: E PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
17. ANS: D PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
18. ANS: B PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
19. ANS: A PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
20. ANS: C PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
Match the following:
a.
The likelihood that one’s efforts will lead to reward.
b.
A person’s feeling of fairness.
c.
Importance and value of an outcome.
d.
The belief that performance is linked to rewards.
e.
Evaluated work behavior.
21.
Expectancy
22.
Performance
23.
Valence
24.
Equity
25.
Instrumentality
21. ANS: A PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
22. ANS: E PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
23. ANS: C PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
24.
ANS: B
PTS: 1
NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
25. ANS: D PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Motivation Concepts
ESSAY
1.
Maslow and Herzberg approach the study of motivation somewhat differently, but there are also similarities in their ideas. Compare and contrast their views of motivation.
ANS: Maslow’s theory of motivation is based on a five-level need hierarchy with needs arranged as follows: physiological, safety and security, social, esteem, and self-actualization. As lower level needs become satisfied, higher level needs become activated and are of greater importance. A satisfied need is no longer a motivator.
Herzberg identified factors of the work environment as hygienic in nature. When these factors are inadequate, the worker experiences dissatisfaction. Hygiene factors include pay, supervision, company policy, salary, and other working conditions. If these factors were present, this didn’t necessarily produce job satisfaction. Factors within (or intrinsic to) the job were labeled by Herzberg as motivators. These include responsibility, achievement, recognition, advancement, and the task itself. When these factors are present, they are motivational and satisfying. Somewhat contrary to Maslow, a satisfying situation can be motivational.
PTS: 1
REF: p. 165 | p. 171
NAT: AACSB: Analytic | AACSB: Motivation Concepts
2.
Is McGregor’s Theory Y more appropriate given today’s issues of managing organizational behavior? Explain.
ANS:
Yes. Employee empowerment, participative management, teamwork, total quality management, and other modern management approaches and techniques can be facilitated more easily under a Theory Y set of assumptions about employees. Theory Y recognizes employee initiative, employee interest in self-improvement, and employee willingness to assume greater responsibilities. The interests and abilities of employees can be more fully utilized under a Theory Y approach.