Title: Need-Based Theories
Course: Demo 1

Q: Maslow's hierarchy of needs is illustrated in a pyramid shape that represents how:
- as we satisfy the needs at the bottom of the pyramid we look to satisfy higher-order needs
- some needs are basic to all human beings, and in their absence, nothing else matters
- human beings have needs that are hierarchically ranked
A: as we satisfy the needs at the bottom of the pyramid we look to satisfy higher-order needs; some needs are basic to all human beings, and in their absence, nothing else matters; human beings have needs that are hierarchically ranked

Q: What is the purpose of using need-based theories for worker motivation?
- By using need-based theories, management can better streamline operations and processes.
- By understanding need-based theories, job descriptions and hiring can improve.
- By making the effort to satisfy employee needs, organizations may ensure a more highly motivated workforce.
A: By making the effort to satisfy employee needs, organizations may ensure a more highly motivated workforce.

Q: Herzberg’s two-factor theory consists of factors that dissatisfy people, called “hygiene” factors, and factors that encourage people to work harder, called “motivation” factors. Despite its limitations, the two-factor theory can be a valuable aid to managers because it points out that:
- improving the environment in which the job is performed goes only so far in motivating employees
- factors that improve employee motivation include recognition, interesting work, and growth opportunities
- the physical work environment is the primary place workers find satisfaction, followed by the workplace social environment
A: improving the environment in which the job is performed goes only so far in motivating employees; factors that improve employee motivation include recognition, interesting work, and growth opportunities

Q: Within an organization, Maslow's hierarchy of needs provides managers a:
- systematic way of thinking about the different needs employees may have at any give point
- way to understand differing reactions employees may have to similar treatment
- scale from which to rank employees’ productivity and performance
A: systematic way of thinking about the different needs employees may have at any give point; way to understand differing reactions employees may have to similar treatment

Q: For a company or organization to satisfy a social need, it should provide:
- a friendly work environment that fosters collaboration and communication
- company gatherings like picnics or social get-togethers
- generous compensation, paid time off, and other benefits
A: a friendly work environment that fosters collaboration and communication; company gatherings like picnics or social get-togethers

Q: According to Douglas McClelland’s acquired-needs theory, individuals who have a high need for ________ also have a strong need to be successful.
- affiliation
- power
- achievement
A: achievement

Q: A newspaper company has added more training and growth opportunities for their employees. They also have started assigning challenging assignments to expert reporters. This is an example of meeting which level of Maslow’s needs?
- safety
- physiological
- self-actualization
A: self-actualization

Q: Clayton Alderfer’s ERG theory is a modification of Maslow’s hierarchy of needs because it states that human needs can be grouped into three instead of five categories. ________ is not one of the ERG categories.
- relatedness
- existence
- safety
A: safety

Q: ERG theory has a ________ hypothesis which suggests that individuals who have difficulty satisfying one need may regress to another.
- growth-regression
- aggravation-regression
- frustration-regression
A: frustration-regression

Q: The main point(s) to learn from ERG include:
- by understanding multiple needs, we can better understand an individual’s behavior and create motivation
- we need to recognize the multiple needs that may be driving an individual at a given time
- by developing the ability to overcome individual needs, we can improve worker productivity
A: by understanding multiple needs, we can better understand an individual’s behavior and create motivation; we need to recognize the multiple needs that may be driving an individual at a given time

Q: By asking individuals what satisfies them on the job and what dissatisfies them, Frederick Herzberg came to the conclusion that:
- aspects of the social environment that satisfy and dissatisfy employees are very similar
- the same work environment satisfies some employees while dissatisfying others
- aspects of the work environment that satisfy employees are very different from aspects that dissatisfy them
A: aspects of the work environment that satisfy employees are very different from aspects that dissatisfy them

Q: According to Douglas McClelland’s acquired-needs theory, individuals acquire three types of needs as a result of their life experiences. Among these needs are:
- the need for power
- the need for affiliation
- the need for improvement
A: the need for power; the need for affiliation

Q: The implications for motivating employees with acquired-needs theory are that:
- when it comes to succeeding in managerial positions, individuals who are aware of the drawbacks of their need orientation can take steps to overcome these drawbacks
- while someone who has high need for achievement may respond to goals, those with high need for affiliation may be more motivated to gain the approval of their peers and supervisors
- those who have high need for power may value gaining influence over the supervisor or acquiring a position that has decision-making authority.
A: when it comes to succeeding in managerial positions, individuals who are aware of the drawbacks of their need orientation can take steps to overcome these drawbacks; while someone who has high need for achievement may respond to goals, those with high need for affiliation may be more motivated to gain the approval of their peers and supervisors; those who have high need for power may value gaining influence over the supervisor or acquiring a position that has decision-making authority.