Title: Motivating Employees
Course: Demo 1

Q: ________ is a management-oriented and production-centered perspective of organizational communication.
- Logistics management
- Personnel management
- Scientific management
A: Scientific management

Q: When we say that someone is ________, we mean that the person is trying hard to accomplish a certain task.
- skilled
- accountable
- motivated
A: motivated

Q: Motivation alone is not sufficient. Having the skills and knowledge required to perform the job, also known as ________, is also important.
- accountability
- Integrity
- ability
A: ability

Q: Frederick Taylor believed that several steps must be taken in order to create a more productive organization, and that when organizations used these scientific steps they gained efficiencies. The first step was to:
- train the person to do the task efficiently
- determine the best way to complete the job or task
- examine the job or task
A: examine the job or task

Q: A method for calculating production efficiency by recording outcomes and the time it takes to produce those outcomes is called a ________.
- benchmark study
- production and efficiency study
- time and motion study
A: time and motion study

Q: Time and motion studies enabled researchers and employers to investigate the mechanics of doing work that led to:
- improvements in work techniques
- an increase in production
- perfect solutions to all manual labor tasks
A: improvements in work techniques; an increase in production

Q: Some of the limitations to the theory of scientific management include:
- not addressing the complex, human side of management such as relationships, motivation, and organizational turbulence.
- little room for flexibility, creativity, or originality on the worker’s part.
- the requirement for intensive interaction between workers and management.
A: not addressing the complex, human side of management such as relationships, motivation, and organizational turbulence.; little room for flexibility, creativity, or originality on the worker’s part.

Q: The Hawthorne studies were done as part of a refocusing on managerial strategy incorporating:
- the effectiveness of management interaction
- the social aspects of corporate initiatives
- the socio-psychological aspects of human behavior in organizations
A: the socio-psychological aspects of human behavior in organizations

Q: The Hawthorne studies discovered that:
- workers have financial motives and social issues that are equally important factors in worker productivity
- workers are highly responsive to their managers providing additional attention and taking interest in their work
- changing a variable usually increased productivity, even if it was just a change back to the original condition
A: workers have financial motives and social issues that are equally important factors in worker productivity; workers are highly responsive to their managers providing additional attention and taking interest in their work; changing a variable usually increased productivity, even if it was just a change back to the original condition

Q: The conclusion of the Hawthorne studies was that:
- business organizations should be treated as social systems
- meeting individual needs and desires for inclusion in groups and decision-making is very important in employee productivity
- a business environment is more scientific than social
A: business organizations should be treated as social systems; meeting individual needs and desires for inclusion in groups and decision-making is very important in employee productivity

Q: Management, in any organization, can apply the conclusions of the Hawthorne studies by:
- improving lighting and other physical features of the workspace
- supplying additional layers of management and worker supervision
- creating a business environment where people feel they are a part of decision making and that they belong
A: creating a business environment where people feel they are a part of decision making and that they belong

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.

Q: Equity theory deals with outcome fairness and rewards. It is considered to be a distributive justice theory. Distributive justice refers to the degree to which:
- fair decision-making procedures are used
- people are treated with respect, kindness, and dignity in interpersonal interactions
- the outputs received from the organization are fair
A: the outputs received from the organization are fair

Q: ________ is the theory that behavior is a function of its consequences.
- Expectancy theory
- Equity theory
- Reinforcement theory
A: Reinforcement theory

Q: Individuals are motivated by a sense of fairness in their interactions, and our sense of fairness is a result of the social comparisons we make. This is the ________.
- two-factor theory
- acquired-needs theory
- equity theory
A: equity theory

Q: With the equity theory, we:
- perceive fairness if we believe that the input-to-output ratio we are bringing into the situation is similar to the input/output ratio of a comparison person, or a referent
- compare our inputs and outputs with someone else’s inputs and outputs
- are driven to action that will reduce perceived inequity when perceptions of inequity create tension within us.
A: perceive fairness if we believe that the input-to-output ratio we are bringing into the situation is similar to the input/output ratio of a comparison person, or a referent; compare our inputs and outputs with someone else’s inputs and outputs; are driven to action that will reduce perceived inequity when perceptions of inequity create tension within us.

Q: George has been working as a laborer at a construction company for five years and receives $12 an hour. He is very diligent on the job and has never been late. As his skills have grown, he has become more like the manager of the work crew. He makes sure everyone has the correct tools and information to do their jobs effectively. George is a real asset to the team. Today, George shows up at work to discover a work crew manager has been hired to oversee the crew. He discovers that the new manager is paid $20 an hour. In this scenario what are the inputs according to equity theory?
- George working for the company diligently for five years.
- George taking responsibility for making sure the work team has correct tools and information.
- George’s pay of $12 an hour.
A: George working for the company diligently for five years.; George taking responsibility for making sure the work team has correct tools and information.

Q: George has been working as a laborer at a construction company for five years and receives $12 an hour. He is very diligent on the job and has never been late. As his skills have grown, he has become more like the manager of the work crew. He makes sure everyone has the correct tools and information to do their jobs effectively. George is a real asset to the team. Today, George shows up at work to discover a work crew manager has been hired to oversee the crew. He discovers that the new manager is paid $20 an hour. Equity theory suggests that:
- Someone in George’s position will react to inequity by putting forth less effort or even quitting
- Someone in George’s position will react to inequity by rationalizing his employer’s decision and assuming the new manager must be more qualified
- Someone in George’s position may react in a number of ways because different people perceive the same situation differently
A: Someone in George’s position may react in a number of ways because different people perceive the same situation differently

Q: Equity theory proposed that individuals who are over-rewarded would experience guilt and would increase their effort to restore perceptions of equity. The theory proved over time that:
- this argument is not supported
- many individuals experience little distress as a result of being over-rewarded
- many over-rewarded individuals identified the area of unfair advantage and corrected it
A: this argument is not supported; many individuals experience little distress as a result of being over-rewarded

Q: Employers should pay attention to procedural justice, distributive justice, and interactional justice because
- unfair working environments harm employees psychologically
- fair and just working environments lead to stronger employee commitment and job performance
- unfair working environments erode support for unions and labor organization
A: unfair working environments harm employees psychologically; fair and just working environments lead to stronger employee commitment and job performance

Q: Expectancy theory proposes that a rational calculation determines whether individuals are motivated to demonstrate more or less effort. Questions people ask themselves as part of this rational calculation include:
- Do I find the outcomes desirable?
- Will my effort lead to high performance?
- Will performance lead to outcomes?
A: Do I find the outcomes desirable?; Will my effort lead to high performance?; Will performance lead to outcomes?

Q: A computer hardware company is interested in decreasing its sales force turnover as it seems to be higher than the industry average. Management looks at the incentives for the sales force and realizes that it takes, on average, sixty days to close a sale. Currently there is no base salary for the sales force and they are paid only commission on their total sales. Management decides on a blended approach and makes changes to balance salary and commissions carefully to achieve optimum sales volume, profitability, and customer satisfaction. Over the next two quarters, there is no turnover and morale among the sales team is higher. This is an example of the application of:
- Equity theory
- Expectancy theory
- Reinforcement theory
A: Reinforcement theory

Q: ________ assumes that the manager’s role is to organize resources, including people, to best benefit the company.
- Reinforcement theory
- Equity theory
- Theory X and Theory Y
A: Theory X and Theory Y

Q: ________ assumes that the primary source of most employee motivation is monetary, with security as a strong second.
- Theory Y
- Equity theory
- Theory X
A: Theory X

Q: Theory X creates a command-and-control environment, which McGregor says is ineffective because of its reliance on lower needs for motivation. He argues that because modern society mostly satisfies lower-level needs, they are no longer strong factors in employee motivation. If this is the case, you would expect employees in a command-and-control environment to:
- be uninterested in organizational goals
- dislike the workplace because it doesn’t address their need for self-fulfillment
- seek higher levels of engagement and more responsibility
A: be uninterested in organizational goals; dislike the workplace because it doesn’t address their need for self-fulfillment

Q: Theory Y leadership assumes:
- creative capacity can spread throughout organizations
- under favorable conditions, work can be as natural as play
- employees will be more productive if rewards address higher needs such as self-fulfillment
A: creative capacity can spread throughout organizations; under favorable conditions, work can be as natural as play; employees will be more productive if rewards address higher needs such as self-fulfillment

Q: The manager of a clothing store in the mall has hired five new employees for the summer. All of them have just graduated from high school and will only work the three summer months before leaving for college. After the initial week of training, the manager continues to scrutinize and direct them in every detail of their job. Each time they make a mistake they are reprimanded, told their pay may be docked, and reminded that there are always other people who will gladly take their place. This manager is using the approach to management known as ________.
- Theory Y
- needs-based theory
- Theory X
A: Theory X

Q: Upper management of a clothing store in the mall has decided that a good way to motivate employees is to consult with them about ways to bring in more customers. A memo is sent to store managers asking them to encourage participation from all employees. One store manager has hired five new employees who just graduated from high school and are working the three summer months before leaving for college. The manager scrutinizes and directs them in every detail of their job. Each time they make a mistake they are reprimanded, told their pay may be docked, and reminded that there are always other people who will gladly take their place. This manager decides he will forward his suggestions to management but not ask his workers for suggestions. What approach is upper management using, as opposed to the store manager?
- Upper management uses Theory X : store manager uses Theory Y
- Upper management uses equity theory : store manager uses Theory X
- Upper management uses Theory Y : store manager uses Theory X
A: Upper management uses Theory Y : store manager uses Theory X

Q: Using Theory Y, leadership can apply principles of management to improve employee motivation by:
- having employees participate in goal-setting and the performance appraisal process
- increasing the scope of employee responsibility in his or her job
- centralizing control and reducing the amount of delegation within the organization
A: having employees participate in goal-setting and the performance appraisal process; increasing the scope of employee responsibility in his or her job

Q: ________ refers to expanding the tasks performed by employees to add more variety.
- job enrichment
- job rotation
- job enlargement
A: job enlargement

Q: One of the most influential attempts to design jobs to increase motivational properties is the ________.
- job rotation model
- job enrichment model
- job characteristics model
A: job characteristics model

Q: What methods are used by managers to put motivational theory into practice?
- job characteristic models
- Goal-setting
- performance appraisals
A: job characteristic models; Goal-setting

Q: Job rotation has a number of advantages when managers implement it in organizations. It is an effective way for:
- employees to gain new skills because of cross-training in new tasks
- the company to increase the overall skill level of their employees
- knowledge to be specialized and siloed within departments
A: employees to gain new skills because of cross-training in new tasks; the company to increase the overall skill level of their employees

Q: A social media company has a process where individuals can choose to make changes to their work responsibilities, even dramatic changes, if they create or discover more efficient ways to work. This is an example of a company using ________.
- job rotation
- job enlargement
- job enrichment
A: job enrichment

Q: If a manager wants to use the job characteristic model to motivate a particular employee to see how their job affects other people’s work, health, or well-being, the following characteristic(s) can be looked at:
- core job characteristics of skill variety
- core job characteristics of autonomy
- core job characteristics of task significance
A: core job characteristics of task significance

Q: Goal setting theory is one of the most influential and practical theories. There is strong evidence that setting goals is related to:
- salary increase
- better physical health
- performance improvements
A: performance improvements

Q: Merely the presence of a goal is not motivation enough. According to the goal setting theory, a goal must be SMART. This stands for:
- specific, measurable, accountable, realistic, and timely
- specific, measurable, accountable, recognized, and timely
- specific, measurable, achievable, realistic, and timely
A: specific, measurable, achievable, realistic, and timely

Q: Besides providing direction, goals in business motivate because they:
- urge people to think outside the box and rethink how they are working
- energize people and tell them not to stop until they reach a specified end point
- provide a challenge
A: urge people to think outside the box and rethink how they are working; energize people and tell them not to stop until they reach a specified end point; provide a challenge

Q: Alana manages an IT department. She notices that her highly skilled workers seem to be getting bored. She decides it is time to motivate her team, so she sets a goal to improve the company’s network speed without consulting them. She decides to reward them with a bowling night when they achieve the goal. According to goal setting theory, what problem is Alana likely to run into with her approach?
- Without a stated timeline or deadline, the team won’t feel urgency and momentum will stall.
- Without a specific measure to attain their goal, the team will lack focus and motivation.
- Without stronger supervision of how to achieve the goal, workers won’t know how to get started
A: Without a stated timeline or deadline, the team won’t feel urgency and momentum will stall.; Without a specific measure to attain their goal, the team will lack focus and motivation.