Testbank of fundamental of management 7e by robin ch 10

Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter) Chapter 10 Motivating and Rewarding Employees 1) Motivation is a process that leads to a goal Answer: TRUE Explanation: By definition, motivation is the process by which a person applies persistent, energized efforts in pursuit of a goal Diff: Page Ref: 266 Objective: 10.1 2) Motivation is a drive that some people have and others don't have Answer: FALSE Explanation: All people have motivation in different amounts for different things A person may be highly motivated to perform one task and not at all motivated to perform another Therefore, it is incorrect to describe some individuals as generally "motivated" or "unmotivated." Diff: Page Ref: 266 Objective: 10.1 3) The three key elements in the definition of motivation are energy, direction, and achievement Answer: FALSE Explanation: The key elements of motivation are energy, direction, and persistence, as described in this text book Diff: Page Ref: 266 Objective: 10.1 4) Persistence is the amount of drive and intensity a person applies to a task Answer: FALSE Explanation: Persistence is a measure of how sustained a person's effort is, not the intensity of effort he or she applies Diff: Page Ref: 266 Objective: 10.1 5) A single individual can have high motivation for one task and low motivation for another task Answer: TRUE Explanation: Motivation generally varies by task For example, an individual may be motivated to perform sales tasks and not motivated at all to carry out background research on the products he or she sells Diff: Page Ref: 266 Objective: 10.1 6) Most U.S employees are excited about their jobs Answer: FALSE Explanation: The text reports that 73 percent of U.S workers are not excited about their jobs, so this statement is false Diff: Page Ref: 266 Objective: 10.1 Copyright © 2011 Pearson Education, Inc 7) Maslow's hierarchy of needs proposes that all needs are sought after to an equal degree at all times Answer: FALSE Explanation: Maslow's theory states that people's needs form a psychological hierarchy Basic needs come first, and once satisfied other needs emerge as more urgent At any one time, one level of needs overshadows all or most of the others, meaning that needs are not sought after to an equal degree at all times Diff: Page Ref: 267 AACSB: Reflective Thinking Objective: 10.2 8) Maslow argued that each level in the needs hierarchy must be substantially satisfied before the next becomes dominant Answer: TRUE Explanation: Maslow maintained that each level must be reasonably satisfied before the individual can move on to the next level For example, if basic safety and security needs are not met, it is very hard for a person to worry about social status or self-esteem Diff: Page Ref: 267 AACSB: Reflective Thinking Objective: 10.2 9) Maslow contends that lower-order needs are satisfied internally and higher-order needs are satisfied externally Answer: FALSE Explanation: Maslow thought the opposite was true Lower-order needs such as food and shelter were external needs, satisfied by material things and outside relationships Higher-order needs were more psychological, satisfied by internal feelings and perceptions Diff: Page Ref: 267-268 AACSB: Reflective Thinking Objective: 10.2 10) In Maslow's system, a person takes care of social needs before worrying about personal safety Answer: FALSE Explanation: In Maslow's scheme, personal safety comes before, not after, social needs Diff: Page Ref: 267-268 AACSB: Reflective Thinking Objective: 10.2 Copyright © 2011 Pearson Education, Inc 11) In Maslow's view, the key to understanding motivation is to understand where in the hierarchy of needs a person is located Answer: TRUE Explanation: Maslow thought that a person's level in the needs hierarchy determined his or her priorities in life If a person has not fulfilled basic needs of food, shelter, and safety, it is very hard for him or her to focus on higher-order concerns So motivation for any one item would vary depending on where the person was in the hierarchy For example, a person whose material needs were fully taken care of might be motivated to move on to higher-order needs of selfactualization, but only after those more basic needs were fully satisfied Diff: Page Ref: 267-268 AACSB: Reflective Thinking Objective: 10.2 12) Maslow states that people can no longer be motivated by a given need if it is largely taken care of Answer: TRUE Explanation: A good example of this would be to look at motivations of a wealthy person: with all of his or her material needs taken care of, this person has little motivation to work hard for rewards that would bring only material benefit In order to motivate this kind of person, the reward would need to include elements of self-esteem and self-actualization Diff: Page Ref: 268 AACSB: Reflective Thinking Objective: 10.2 13) Maslow's empirical studies provided substantial proof of the validity of his hierarchical model Answer: FALSE Explanation: No empirical studies have ever been made to validate Maslow's ideas, even though they are compelling and intuitively appealing Diff: Page Ref: 268 Objective: 10.2 14) Most people enjoy work and responsibility and generally have a Theory X view of life Answer: FALSE Explanation: People who enjoy work and responsibility have a Theory Y, not a Theory X, view of life McGregor thought that most people responded best to a Theory Y approach, but there is no rigorous proof to support either a Theory X or a Theory Y view of human nature Diff: Page Ref: 268 AACSB: Analytic Skills Objective: 10.2 15) Managers with a Theory Y view of life think people need to be given the freedom to make their own choices Answer: TRUE Explanation: Theory Y assumes that freedom and choice are essential for motivating people as opposed to fear and coercion Diff: Page Ref: 268 AACSB: Analytic Skills Objective: 10.2 Copyright © 2011 Pearson Education, Inc 16) McGregor holds the opinion that managers are less successful when they adopt a Theory Y view of human nature Answer: FALSE Explanation: McGregor advocated a Theory Y view management He thought that people responded better when managers adhered to a Theory Y approach and people were given responsibility and freedom rather than pressure and intimidation Diff: Page Ref: 268 AACSB: Analytic Skills Objective: 10.2 17) Using fear as a motivator is a Theory X management style Answer: TRUE Explanation: A key component of a Theory X point of view is to use fear, punishment, and other negatives to motivate people to what is required Diff: Page Ref: 268 AACSB: Reflective Thinking Objective: 10.2 18) In Herzberg's view, removing a factor of dissatisfaction makes a person more satisfied with his or her job Answer: FALSE Explanation: In Herzberg's view, removing a source of job dissatisfaction only reduces dissatisfaction—it does not increase satisfaction Only by improving some internal motivator can a person's job satisfaction increase, according to Herzberg Diff: Page Ref: 269 Objective: 10.2 19) In Herzberg's view, removing a hygiene factor makes a person less dissatisfied with his or her job Answer: TRUE Explanation: Herzberg's hygiene factors are extrinsic sources of dissatisfaction Removing or improving a hygiene factor results in reducing job dissatisfaction Diff: Page Ref: 269 Objective: 10.2 20) McClelland proposed that people with a high nAch simply want to things better than other people Answer: TRUE Explanation: McClelland felt that nAch was an innate drive to achieve In many cases it manifested itself in a person seeing an existing state of affairs and feeling that he or she can improve the situation and a better job than the people who came before Diff: Page Ref: 270 Objective: 10.2 Copyright © 2011 Pearson Education, Inc 21) McClelland thinks that having a high nAch guarantees that a person will be a good manager Answer: FALSE Explanation: Managers with high nAch may be good at achieving their own personal goals, but they may not be good at encouraging and helping others achieve similar goals So having a high nAch is no guarantee that a person will be a good manager Diff: Page Ref: 270 Objective: 10.2 22) Goal-setting theory states that having specific goals improves performance Answer: TRUE Explanation: Goal-setting theory postulates that in general, goals increase performance Diff: Page Ref: 271 Objective: 10.3 23) Goal-setting theory shows that feedback from a superior provides better motivation than selfgenerated feedback Answer: FALSE Explanation: Goal-setting theory states the opposite: self-generated feedback is the best kind of feedback and the most powerful motivator A person who monitors herself and sees her performance as less than optimum will have greater motivation to address problems and fix the situation Diff: Page Ref: 271 Objective: 10.3 24) The job characteristics model, or JCM, holds that the three core job dimensionsskill variety, task identity, and task significancecombine to give work true meaning Answer: TRUE Explanation: The JCM sees those three dimensions together combing to create "meaningful work." Managers who design jobs that feature those characteristics are likely to get employees who value the work that they Diff: Page Ref: 273 AACSB: Analytic Skills Objective: 10.3 25) In the JCM, autonomy and feedback are not core dimensions for a job Answer: FALSE Explanation: The JCM sees skill variety, task identity, and task significance as the core dimensions that give work meaning Those three dimensions combine with autonomy and feedback to create jobs that workers are motivated to perform Diff: Page Ref: 273 AACSB: Analytic Skills Objective: 10.3 Copyright © 2011 Pearson Education, Inc 26) Equity theory has three referent categories to which workers compare themselves: persons, systems, and self Answer: TRUE Explanation: In equity theory referents are entities to which a person compares herself A referent can be another person who holds a similar job, a system she is familiar with, or she can also compare her current situation with her own values and inner sense of fairness Diff: Page Ref: 275 AACSB: Analytic Skills Objective: 10.3 27) Equity theory holds that employees who feel underpaid will decrease their level of effort and performance in response to feelings of inequity Answer: TRUE Explanation: An underpaid individual will see inequity as discouraging and dispiriting The more unfair the individual sees the situation to be, the less likely he is to be motivated to perform at a high level Diff: Page Ref: 275 AACSB: Analytic Skills Objective: 10.3 28) Vroom's expectancy theory sees a link between effort and performance, performance and reward, and rewards and individual goals as the keys to motivation Answer: TRUE Explanation: Vroom's theory sees the three key relationships in motivation as: effortperformance, performance-reward, and rewards-individual goals Diff: Page Ref: 275 AACSB: Analytic Skills Objective: 10.3 29) Vroom's expectancy theory would say that a worker with a higher expectation of performance will apply more effort to a job Answer: TRUE Explanation: In expectancy theory, a person assesses the task and estimates how much effort will be needed The effort applied will generally match the effort estimated, as long as the situation seems reasonable and possible and the goal is desirable Diff: Page Ref: 276 Objective: 10.3 30) According to expectancy theory, managers should give all workers the same rewards Answer: FALSE Explanation: The opposite is true—expectancy theory posits that different workers value rewards very differently One worker may be motivated by increase pay, while another may ignore dollar issues and be motivated by freedom and autonomy Diff: Page Ref: 276 Objective: 10.3 Copyright © 2011 Pearson Education, Inc 31) Motivation theories not work well in U.S organizations because of the emphasis Americans place on individualism and achievement Answer: FALSE Explanation: The value that Americans place on individualism and achievement makes them particularly well-matched to motivation theories In more collectivist societies, motivation can work on different premises and principles and be more difficult to increase using the ideas stated in motivation theories Diff: Page Ref: 278 Objective: 10.4 32) Job sharing improves production by allowing people to fit their jobs better into their lifestyles Answer: TRUE Explanation: Workers who can solve complicated lifestyle issues using job sharing generally perform better than those who need to juggle job and family duties Diff: Page Ref: 281 Objective: 10.4 33) An advantage of telecommuting is that companies not necessarily have to be located near their workforce Answer: TRUE Explanation: Telecommuting allows workers to perform duties at remote locations without being in physical contact with management This increases efficiency and motivation in many cases Diff: Page Ref: 281 AACSB: Technology Objective: 10.4 34) Telecommuting satisfies the needs of employees to interact socially Answer: FALSE Explanation: A disadvantage of telecommuting is that many workers need the interaction of the work environment for social reasons Without social interaction, some workers tend to feel isolated, lonely, and unhappy Diff: Page Ref: 281 AACSB: Technology Objective: 10.4 35) Today's workplaces provide a wide range of scheduling options and benefits that allow employees more flexibility at work and allow them to better balance or integrate their work and personal lives Answer: TRUE Explanation: Many different options exist for today's workers, including flextime, job sharing, telecommuting, and using compressed work weeks All of these arrangements allow many workers to lead more balanced and productive lives Diff: Page Ref: 284 Objective: 10.4 Copyright © 2011 Pearson Education, Inc 36) Professionals are best motivated by extra pay and promotion within the organization Answer: FALSE Explanation: Most professionals are fairly well paid and not terribly interested in status So higher pay or promotions not motivate these people Instead, professionals prize challenging and meaningful work Diff: Page Ref: 283 Objective: 10.4 37) Open-book management programs motivate by giving employees a greater sense of ownership in the company Answer: TRUE Explanation: Open-book management allows employees to see how their actions and decisions affect the company as a whole With a stake in the company and its future, employees can be motivated to work harder and smarter Diff: Page Ref: 283 Objective: 10.4 38) Pay-for-performance programs pay employees for their time rather than for their output Answer: FALSE Explanation: Pay-for-performance includes paying by the piece or paying for productivity rather than rewarding employees for simply putting in their hours Diff: Page Ref: 285 Objective: 10.4 39) Motivation is NOT A) a permanent personal trait B) a process that leads to a goal C) something that varies from situation to situation D) something that requires a direction Answer: A Explanation: A) Motivation by definition is a process with a direction that leads to a goal Rather than an innate characteristic, motivation can vary from task to task and situation to situation This leaves a permanent personal trait as the correct response Since motivation can change from situation to situation for the same person, it cannot be a permanent personal trait Diff: Page Ref: 266 AACSB: Analytic Skills Objective: 10.1 Copyright © 2011 Pearson Education, Inc 40) Which element of motivation is a measure of intensity or drive? A) direction B) effort C) persistence D) achievement Answer: B Explanation: B) Achievement is the goal that a person wants to attain, while direction is the path to that goal The drive and intensity that the person applies to attaining that goal is effort, making effort the correct response Finally, persistence is how sustained over time an effort is, not a measure of intensity Diff: Page Ref: 266 AACSB: Analytic Skills Objective: 10.1 41) The direction of an individual's motivation can be channeled to benefit A) only an organization B) both individuals and/or organizations C) only an individual D) an individual's family only Answer: B Explanation: B) Motivation can be personal or more general and include an organization Most organizational management theorists concerned themselves with organizational motivation, which is motivation to attain an organization's goals only Personal motivation refers to an individual and/or her family only Since general motivation can involve both an individual and his or her organization, that is the correct response Diff: Page Ref: 266 AACSB: Analytic Skills Objective: 10.1 42) About of the U.S workforce is excited about work A) one-quarter B) one-half C) a little over half D) about three-quarters Answer: A Explanation: A) According to data presented in this text, some 73 percent of workers were not excited about their jobs Lacking excitement implies that these people also are deficient in motivation This means that only about 27 percent, or about one-quarter of the U.S workforce is actually excited about work Diff: Page Ref: 267 AACSB: Analytic Skills Objective: 10.2 Copyright © 2011 Pearson Education, Inc 43) Maslow's theory is a hierarchy because A) all needs are equal B) all needs are important C) needs are satisfied sequentially D) needs are never truly satisfied Answer: C Explanation: C) A hierarchy implies that some elements have a higher rank and take precedence over others, and that is exactly what Maslow proposes In his scheme, need levels are supplied one after another When one level is taken care of, a person moves on to the next This makes needs that are satisfied sequentially the correct response and rules out all needs being equal or important since equal or equally important needs would not constitute a hierarchical system Needs never being truly satisfied can also be ruled out since the question of satisfying needs does not address the issue of whether or not Maslow's scheme qualifies as a hierarchy Diff: Page Ref: 267 AACSB: Analytic Skills Objective: 10.2 44) Maslow sees food as being on the same level of need as which of the following? A) sex B) companionship C) self-esteem D) personal safety Answer: A Explanation: A) Maslow sees things such as food, shelter, and sex as physiological needs that occupy the same level, making sex the correct response Personal safety is on the next higher level, while companionship and self-esteem each lie one level up, respectively Diff: Page Ref: 267 AACSB: Analytic Skills Objective: 10.2 45) According to Maslow, a person stranded on a desert island would before she worried about making weapons A) look for other people B) build a house C) start a family D) establish her status on the island Answer: B Explanation: B) Maslow would see looking for other people and starting a family as social needs, and establishing island status as an esteem need All three of these needs would come after building a house, which would qualify as supplying oneself with shelter, making that the correct response Diff: Page Ref: 267 AACSB: Analytic Skills Objective: 10.2 10 Copyright © 2011 Pearson Education, Inc 123) Formerly communist countries tend to differ from U.S workers with respect to equity theory in that they expect A) inputs to be greater than outcomes B) outcomes to be greater than inputs C) inputs and outcomes to be equal D) nothing from the state Answer: B Explanation: B) Becoming accustomed to a society in which the state provides for all has given people in formerly communist societies an expectation that they will be provided for—that is, that outcomes will be disproportionately high compared to inputs This makes "outcomes being greater than inputs" the correct response and eliminates "inputs greater than outcomes" and "inputs being equal to outcomes" as choices, since neither identifies a high outcomes system Finally, since people in these societies generally have high expectations from the state, "nothing from the state" must be ruled out as a correct response Diff: Page Ref: 279 AACSB: Diversity Objective: 10.4 124) One factor that seems to motivate workers across all cultures is seeking A) high status B) shorter working hours C) interesting work D) easy work Answer: C Explanation: C) Evidence suggests when it comes to motivation, status, working hours, and ease of task take a back seat to performing work that is absorbing and interesting—no matter which culture you observe This cross-cultural agreement makes "interesting work" the correct response and eliminates all other choices Diff: Page Ref: 279 AACSB: Diversity Objective: 10.4 125) Across cultures, the need for achievement seems to correlate with which of the following? A) need for money B) acceptance of risk C) little acceptance of risk D) need for security Answer: B Explanation: B) High achievement-oriented societies like the United States seem to be much more accepting of risk than societies that are not achievement-oriented, making "acceptance of risk" the correct response and eliminating "little acceptance of risk." While money and security are universal needs, they not correlate strongly with achievement so they are incorrect responses for this question Diff: Page Ref: 279 AACSB: Diversity Objective: 10.4 37 Copyright © 2011 Pearson Education, Inc 126) In countries with high levels of uncertainty avoidance, which of the following would you expect? A) little acceptance of risk and high achievement need B) high acceptance of risk and high achievement need C) high acceptance of risk and low achievement need D) little acceptance of risk and low achievement need Answer: D Explanation: D) By definition, high uncertainty avoidance indicates a culture that avoids risk, eliminating the two choices indicating high acceptance of risk Evidence shows that low risk acceptance also correlates with low achievement, making "little acceptance of risk and low achievement need" the correct response and eliminating "little acceptance of risk and high achievement need" because it identifies high achievement need Diff: Page Ref: 279 AACSB: Diversity Objective: 10.4 127) In today's diverse workforce, which factor managers need to focus on most to maximize motivation? A) control B) well-organized workplace C) flexibility D) status and recognition Answer: C Explanation: C) The diversity of the workforce has resulted in workers with a wide variety of different needs and different family and home situations The best way to deal with these kinds of complications is to promote flexibility in the workplace in terms of such things as conditions, hours, behavior, personal appearance, and location of work Control, organization, and recognition are still important, but for maintaining motivation, flexibility is key because it allows workers to avoid stress and conflict in their lives and to blend in well with the prevailing workplace culture Diff: Page Ref: 281 AACSB: Diversity Objective: 10.4 128) allow companies to accommodate the needs of workers with non-standard family situations A) Flextime and expanded workweeks B) Expanded workweeks and job sharing C) Flexible pay rates D) Flextime, compressed workweeks, and job sharing Answer: D Explanation: D) Only "flextime, compressed workweeks, and job sharing" identify recognized ways to improve non-standard employee situations so it is the correct response The two choices indicating expanded workweeks are incorrect because they both list expanded rather than compressed workweeks "Flexible pay rates" is wrong because "flexible pay rates are not a recognized way to deal with non-standard family situations Diff: Page Ref: 281 AACSB: Diversity Objective: 10.4 38 Copyright © 2011 Pearson Education, Inc 129) What is a potential disadvantage of telecommuting? A) lack of time for tending to personal or family needs B) unsatisfied social needs between workers C) less time spent commuting D) casual dress Answer: B Explanation: B) Many workers place great value in the comradery that exists in the workplace When they telecommute, they have no direct contact with fellow workers and tend to feel isolated and lose motivation This makes unsatisfied social needs the correct response Less time commuting and informal dress are generally seen as advantages, not disadvantages to telecommuting so these choices are incorrect Similarly, telecommuting tends to increase, rather than decrease, personal time so lack of time for personal needs is incorrect Diff: Page Ref: 281 AACSB: Technology Objective: 10.4 130) Which of the following does NOT describe the effect of flexible work arrangements on employees? A) increased job satisfaction B) a drastic decrease in job satisfaction C) a small decrease in job satisfaction D) a sharp increase in job satisfaction Answer: C Explanation: C) Flexible work arrangements have been shown to produce a small but noticeable decrease in job satisfaction The two choices regarding increased job satisfaction are incorrect because they list a job satisfaction increase, while a drastic decrease is wrong because the decrease is small, not drastic Diff: Page Ref: 282 Objective: 10.4 131) Which of the following is thought to best motivate professionals? A) high pay B) status and power within the organization C) short hours and good working conditions D) challenging problems and important work Answer: D Explanation: D) Professionals have been shown not to be motivated by status, pay raises, or easy working conditions What professionals seek are challenging problems to solve, recognition, and work that has meaning and is important to the world Diff: Page Ref: 282 Objective: 10.4 39 Copyright © 2011 Pearson Education, Inc 132) Which of the following is NOT recognized as a way to motivate contingent workers? A) promise of permanent employment in the future B) opportunity for training C) opportunity to develop marketable skills D) opportunity to work alongside permanent employees Answer: D Explanation: D) The promise of a permanent job, job training, and the acquisition of job skills are all excellent ways to motivate contingent workers, so these choices are incorrect Having contingent workers work with permanent workers tends to breed feelings of resentment and inequity that decrease motivation in contingent workers, so working alongside permanent employees is the correct response Diff: Page Ref: 283 Objective: 10.4 133) can improve employee performance by sharing the financial circumstances of the organization with the employee A) Pay-for-performance B) Open-book management C) Equity management D) Contingency management Answer: B Explanation: B) Of the choices given, only open-book management identifies a practice that includes sharing of organizational finances, so it is the correct response Pay-for-performance refers to such practices as piece-rate pay that are not involved with organizational finances so it is an incorrect response Similarly, the management of equity or contingency does not match the description in the question, so they are incorrect responses Diff: Page Ref: 283 Objective: 10.4 134) Open-book management encourages employees to A) think like an owner B) share their financial situations with management C) make all top-level decisions for the organization D) ignore the needs of the organization Answer: A Explanation: A) Open-book management shares details of organizational finances and other matters with employees, allowing them to see the business from an ownership perspective Open-book management does not share employee finances with management or allow employees to make major organizational decisions, making these choices incorrect It also doesn't ignore organizational needs, making that choice incorrect Diff: Page Ref: 284 Objective: 10.4 40 Copyright © 2011 Pearson Education, Inc 135) What is a recognized way for a manager to motivate low-skilled, minimum-wage employees? A) music in the workplace B) use employee recognition programs C) threaten low-performing employees with losing their jobs D) employee peer groups Answer: B Explanation: B) While workplace music, employee peer groups, and threats might increase performance in minimal ways, the only recognized way to increase motivation of the choices listed above is to use employee recognition programs, making that the correct response Diff: Page Ref: 284 Objective: 10.4 136) In employee recognition programs employees accumulate points for things such as A) recruiting new workers B) whistle-blowing on corruption C) increased productivity D) not complaining about working conditions Answer: C Explanation: C) New worker recruitment, avoiding complaints, and whistle-blowing are not recognized methods for increasing motivation in employee recognition programs, so all three are incorrect responses One practice that is widely rewarded in employee recognition programs is productivity, making increased productivity the correct response for this question Diff: Page Ref: 284 Objective: 10.4 137) Which of the following would NOT be a common way to recognize worker achievements? A) added worker responsibilities B) a party C) a handwritten note of thanks D) a public announcement of achievement Answer: A Explanation: A) Managers use a wide variety of rewards to motivate workers in employee recognition programs that include parties, notes of appreciation, and public recognition of an accomplishment, so all of these choices are incorrect Adding new responsibilities is not a reward, nor is it used in employee recognition programs, so it is the correct response for this question Diff: Page Ref: 284 Objective: 10.4 41 Copyright © 2011 Pearson Education, Inc 138) Compensation plans based on employee output or productivity are referred to as A) pay-for-performance programs B) prize time programs C) equity plus methods D) give-back programs Answer: A Explanation: A) Special compensation plans that include piece-rate pay, wage incentive plans, profit sharing, and bonuses are all typical options in pay-for-performance programs None of the other terms listed are recognized terms that describe extra compensation for high-performing employees Diff: Page Ref: 285 Objective: 10.4 139) Piece-rate pay plans, wage incentive plans, profit sharing, and lump-sum bonuses are examples of programs A) open-book management B) employee recognition C) pay-for-performance D) rewards Answer: C Explanation: C) Pay-for-performance programs feature all of the rewards listed—piece-rate pay plans, wage incentive plans, profit sharing, and lump-sum bonuses—so pay-for-performance is the correct response Open-book management refers to sharing organizational finances so that choice is incorrect Employee recognition programs focus on non-monetary rewards so employee recognition is incorrect A rewards program is not a recognized term in management theory, so rewards is incorrect Diff: Page Ref: 285 Objective: 10.4 140) Managers find that work best for motivating employees A) across-the-board pay raises B) sharing in company profits C) promotions in job status without increased pay D) perks such as bigger offices and parking spaces Answer: B Explanation: B) Managers find that nonperformance-based practices like across-the-board pay raises, status-only promotions, and perks don't work nearly as well as performance-based practices Profit sharing is the only performance-based choice here, so that is the correct response for this question Diff: Page Ref: 284 Objective: 10.4 42 Copyright © 2011 Pearson Education, Inc Acme Corporation Acme Corporation's management feels that employees could be more motivated by their jobs The jobs were enriched earlier and some improvements were seen in motivation 141) To increase the motivation through enrichment, Acme decides to increase the meaningfulness of the work This might be done by A) increasing skill variety B) increasing autonomy of workers C) giving workers more feedback D) giving workers less feedback Answer: A Explanation: A) JCM theory defines meaningfulness of work as being determined by task identity, task significance, and skill variety, so increasing skill variety is the correct response None of the other choices list any of the three meaningful work dimensions, so they are incorrect Diff: Page Ref: 273-274 AACSB: Analytic Skills Objective: 10.3 142) Most jobs at Acme were redesigned to allow the employees to complete a whole and identifiable piece of work This fits , a core dimension of the job characteristics model A) skill variety B) task identity C) task significance D) autonomy Answer: B Explanation: B) Having a task involve doing something from start to finish and obtaining a recognizable product is defined by JCM as task identity Skill variety, task significance, and autonomy are all core dimensions but they not match the description given so they are incorrect responses Diff: Page Ref: 273-274 AACSB: Analytic Skills Objective: 10.3 43 Copyright © 2011 Pearson Education, Inc 143) In addition to these changes, Acme managers explained how important their product was to the world economy Which core dimension in the job characteristics model is this? A) skill variety B) task identity C) task significance D) autonomy Answer: C Explanation: C) The managers, in calling attention to the importance of the work product, are recognizing the JCM core dimension called task significance The other core dimensions listed here not match the description, so they are incorrect responses Skill variety refers to variety in job tasks Task identity refers to providing a discrete and whole work product Autonomy refers to independence for workers Diff: Page Ref: 273-274 AACSB: Analytic Skills Objective: 10.3 144) The Acme managers developed a program that allowed the employees to have a large degree of freedom carrying out their jobs Which core dimension are they providing? A) task significance B) autonomy C) task identity D) skill variety Answer: B Explanation: B) The managers, in giving employees independence, are recognizing autonomy in the JCM system The other core dimensions listed here not match the description, so they are incorrect responses Skill variety refers to heterogeneity in job tasks Task identity refers to providing a discrete and whole work product Task significance refers to the importance of a work product Diff: Page Ref: 273-274 AACSB: Analytic Skills Objective: 10.3 44 Copyright © 2011 Pearson Education, Inc Application of Early Theories of Motivation Three managers work at the Pabco Company Aaron really "cracks the whip" on his employees and firmly believes in strict controls and punishment for those employees who not perform up to company expectations Zach has very few controls and believes that as long as people know what their objectives are, they will exercise self-control and self-direction Susan has been trying to improve working conditions and manager-employee relations to increase the level of productivity in her department 145) Zach has the desire to develop and use his own abilities and potential to the maximum, an example of the need in Maslow's hierarchy of needs A) esteem B) safety C) social D) self-actualization Answer: D Explanation: D) The highest-order need in Maslow's system is self-actualization, in which individuals stretch their potential and seek self-fulfillment, something that Zach is doing here In seeking the highest goals, Zach is going beyond lower-level safety needs, mid-level social needs, or not quite as high-level esteem needs Diff: Page Ref: 267 AACSB: Analytic Skills Objective: 10.2 146) McClelland might explain Aaron's desire to influence and control his employees as having a high need for A) power B) affiliation C) achievement D) acceptance Answer: A Explanation: A) McClelland's definition of power as the need to control the behavior of others accurately fits the description of Aaron That means that Aaron has a high nPow, the need for power, making power the correct response This rules out nAff, nAch, or the non-McClelland need for acceptance as correct responses for this question Diff: Page Ref: 270 AACSB: Analytic Skills Objective: 10.2 45 Copyright © 2011 Pearson Education, Inc 147) Susan's use of better working conditions and employee relations is likely to A) increase employee satisfaction B) decrease employee satisfaction C) decrease employee dissatisfaction D) decrease employee dissatisfaction and increase satisfaction Answer: C Explanation: C) In Herzberg's Two-Factor theory, improving hygiene factors like working conditions and employee relations will function to decrease dissatisfaction, but they will not increase satisfaction This makes decreasing employee dissatisfaction the correct response and rules out the other three choices as correct responses because they all involve satisfaction, a condition that is not affected by changing hygiene factors Diff: Page Ref: 269 AACSB: Analytic Skills Objective: 10.2 148) Aaron is what type of manager? A) Theory X-oriented B) Theory Y-oriented C) democratic D) laissez-faire Answer: A Explanation: A) A Theory X manager uses fear, punishment, and coercion to manage A Theory Y manager provides challenges and incentives for his workers Aaron, who cracks the whip, clearly uses fear to manage, so he is a Theory X manager He is clearly not overly democratic or laissez-faire so Theory X-oriented is the correct response Diff: Page Ref: 268 AACSB: Analytic Skills Objective: 10.2 149) Zach is what type of manager? A) Theory X-oriented B) Theory Y-oriented C) dictatorial D) autocratic Answer: B Explanation: B) A Theory X manager uses fear, punishment, and coercion to manage A Theory Y manager trusts his workers and provides them with challenges and incentives Zach, who trusts his workers, fits the description of a Theory Y manager He is clearly not dictatorial, autocratic, or a Theory X manager, so Theory Y-oriented is the correct response Diff: Page Ref: 268 AACSB: Analytic Skills Objective: 10.2 46 Copyright © 2011 Pearson Education, Inc 150) Susan was trying to use what types of Herzberg factors to increase productivity? A) motivators B) hygiene C) social D) esteem Answer: B Explanation: B) In bettering working conditions and employee relations, Susan is using hygiene factors to try to increase productivity Improving hygiene factors won't improve satisfaction like motivators, but they will decrease dissatisfaction for workers Social and esteem factors are not Herzberg categories so they are not correct responses here Diff: Page Ref: 269 AACSB: Analytic Skills Objective: 10.2 151) Zach was using which types of Herzberg factors to increase productivity levels? A) motivators B) hygiene C) social D) esteem Answer: A Explanation: A) In giving employees freedom and autonomy, Zach is using motivators to increase productivity Unlike hygiene factors, motivators can increase job satisfaction if implemented correctly Social and esteem factors are not Herzberg categories so they are not correct responses here Diff: Page Ref: 269 AACSB: Analytic Skills Objective: 10.2 152) In a short essay, explain the concept of motivation with respect to an organization Then identify and describe the three key aspects of motivation Answer: Motivation refers to the willingness to exert high levels of effort to reach organizational goals Motivation has three key elements: energy, direction, and persistence Energy is a measure of how much intensity and effort an employee puts into achieving a goal Direction refers to where and on what that energy is focused Persistence refers to how sustained a person's efforts are toward reaching the goal It appears that motivation is not a permanent personality traitan individual can be highly motivated to perform one task and not motivated at all to perform another task So characterizing an individual as "motivated" usually depends on the situation It also appears that the best kind of motivation comes from within People are motivated because they want to achieve certain goals, not because some outside influence is compelling them to perform a task Diff: Page Ref: 266 AACSB: Reflective Thinking Objective: 10.2 47 Copyright © 2011 Pearson Education, Inc 153) In a short essay, list and discuss how Maslow's hierarchy of needs theory works Answer: Maslow saw all humans with a hierarchy of needs that begins with the most basic of requirements for survival and ends with more aspirational and psychological needs for self-worth and a feeling of well-being Maslow contends that humans must first satisfy their basic needs—food, shelter, sex, safety and so onbefore they move on less basic requirements Once one level is satisfied, the person moves on to a higher level Physiological needs of food and shelter give way to safety needs of protection from harmful people and other dangers Safety needs give way to social needsto fit in with other people Once social needs are satisfied, more aspirational needs are addressed: self-esteem issues eventually give way to the highest needs for self-fulfillment and self-actualization Diff: Page Ref: 267 AACSB: Reflective Thinking Objective: 10.2 154) In a short essay, discuss why improving extrinsic hygiene factors does not, according to Herzberg, improve employee satisfaction with a job Answer: Herzberg's two-factor theory contends that the so-called hygiene factors can cause employees to be dissatisfied with a job, but they cannot create job satisfaction When, for example, pay and status are low, working conditions are bad, and other hygiene factors are low, a worker is very likely to be dissatisfied with his or her job However, improving these hygiene factors, while eliminating dissatisfaction, according to Herzberg does not increase satisfaction An increase in satisfaction can only result from elevated levels of intrinsic factors, such as recognition, achievement, and growth Diff: Page Ref: 269 AACSB: Reflective Thinking Objective: 10.2 48 Copyright © 2011 Pearson Education, Inc 155) In a short essay, list and discuss the three-needs theory according to David McClelland Then identify which of these needs has been studied most extensively and discuss the findings of this research Answer: The three-needs theory says there are three needs that are major motivational forces in work: the need for achievement, the need for power, and the need for affiliation, or strong personal relationships Of these three needs, the need for achievement (nAch) has been researched most extensively Studies show that people with a high need for achievement strive for personal achievement rather than for the trappings and rewards of success They have a desire to something better or more efficiently than it's been done before and get satisfaction out of attaining their goal rather than the rewards associated with their goal nAch individuals prefer jobs that offer personal responsibility for finding solutions to problems, in which they can receive rapid and unambiguous feedback on their performance High achievers aren't gamblers; they dislike succeeding by chance They are motivated by and prefer the challenge of working at a problem and accepting the personal responsibility for success or failure nAch individuals often don't make great managers They are better at focusing on their own goals as opposed to helping others achieve their goals Diff: Page Ref: 270-272 AACSB: Reflective Thinking Objective: 10.3 156) In a short essay, discuss the equity theory Answer: Equity theory proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put into it (inputs) and then compare their inputs-outcomes ratio to those of relevant others (referents) A referent can be another worker, a system a worker is familiar with, or a worker's own internal sense of values and fairness In equity theory, an individual sees inequity in two ways Underrewarded inequity results when the individual is putting more into the job than she is getting outthe outcomes-to-input ratio is low compared to the referent Overrewarded inequity results when the individual is putting less into the job than she is getting outthe outcomes-to-input ratio is high and the individual is not working hard enough to merit her reward Equity occurs when the outcomes-to-input ratio is sensed to be about right The individual sees fairness in the situation and is likely to be motivated to perform In contrast, the two situations of inequity are likely to result in low motivation for workers A low outcomes-to-input ratio makes the individual feel unappreciated A high ratio sends the message that the system is flawed and there is no reason to strive to work to capacity Diff: Page Ref: 274-275 AACSB: Analytic Skills Objective: 10.3 49 Copyright © 2011 Pearson Education, Inc 157) In a short essay, describe and discuss the job characteristics model Answer: In the JCM, five core dimensions are key to motivation and high performance The first three—skill variety, task identity, and task significance—together determine the meaningfulness of the work that a person does When those dimensions are combined with a sense of autonomy in the worker and meaningful feedback for the job, employees tend to be highly motivated and highly satisfied Note that the JCM focuses on design of the job itself The better a job is designed with respect to the five dimensions, the more likely the manager will see a workforce that is motivated and productive Diff: Page Ref: 273 AACSB: Reflective Thinking Objective: 10.3 158) In a short essay, explain which theories work best for certain cultures The discussion should include Maslow's need hierarchy, the three-needs theory, and the equity theory Answer: Maslow's need hierarchy argues that people start at the physiological level and then move progressively up the hierarchy in order This hierarchy, if it has any application at all, aligns well with American culture In countries like Japan, Greece, and Mexico, where uncertainty avoidance characteristics are strong, security needs would be on top of the need hierarchy Countries that score high on nurturing characteristicsDenmark, Sweden, Norway, the Netherlands, and Finlandwould have social needs on top Another motivation concept that clearly has an American slant is the achievement need The view that a high achievement need acts as an internal motivator presupposes two cultural characteristicsa willingness to accept a moderate degree of risk (which excludes countries with strong uncertainty avoidance characteristics) and a concern with performance (which applies almost singularly to countries with strong achievement characteristics) This combination is found in Anglo-American countries like the United States, Canada, and Great Britain Equity theory has a relatively strong following in the United States In the United States, equity is meant to closely link pay to performance However, in collectivist cultures, especially in the former socialist countries of Central and Eastern Europe, employees expect rewards to reflect their individual needs as well as their performance Moreover, consistent with a legacy of communism and centrally planned economies, employees exhibited a greater "entitlement" attitudethat is, they expected outcomes to be greater than their inputs Diff: Page Ref: 279 AACSB: Diversity Objective: 10.4 50 Copyright © 2011 Pearson Education, Inc 159) In a short essay, describe how managers might motivate professional workers Answer: Financial compensation and promotions typically are low on the priority list for motivating professionals Professionals tend to be well paid and enjoy what they In contrast, job challenge for professionals tends to be ranked high They like to tackle problems and find solutions Their chief reward in their job is the work itself Professionals also want others to think that what they are working on is important That may be true for all employees, but professionals tend to be focused on work as a central life interest, whereas nonprofessionals typically focus on non-work interests for fulfillment Diff: Page Ref: 282-283 AACSB: Reflective Thinking Objective: 10.4 160) In a short essay, describe how managers might motivate contingent workers Answer: An obvious way to motivate contingent workers is to offer the opportunity to become a permanent employee In cases in which permanent employees are selected from a pool of temps, the temps will often work hard in hopes of becoming permanent A less obvious answer is the opportunity for training The ability of a temporary employee to find a new job is largely dependent on his or her skills If the employee sees that the job he or she is doing can help develop marketable skills, then motivation is increased From an equity standpoint, managers should also consider the repercussions of mixing permanent and temporary workers when pay differentials are significant When temps work alongside permanent employees who earn more, and get benefits, too, for doing the same job, the performance of temps is likely to suffer Separating such employees or perhaps minimizing interdependence between them might help managers decrease potential problems Diff: Page Ref: 282-283 AACSB: Reflective Thinking Objective: 10.4 51 Copyright © 2011 Pearson Education, Inc ... product or other type of innovation This need to excel and exceed what has already been done is a classic characteristic of nAch, the need for achievement and not any of the other choices provided... people Instead, professionals prize challenging and meaningful work Diff: Page Ref: 283 Objective: 10. 4 37) Open-book management programs motivate by giving employees a greater sense of ownership... Analytic Skills Objective: 10. 2 50) Maslow's hierarchical model A) has been validated by a number of studies B) has never been validated by studies C) has been validated by empirical studies D)