Understanding business Test bank solution Chap 10 Motivating Employees

Describe the contributions of scientific management to improving worker productivity. What are some of the limitations of this approach? Why did the results of the studies conducted at the Hawthorne plant surprise Elton Mayo and his fellow researchers? How did these results change the direction of management research? Describe and compare the basic contributions of Maslow and Herzberg to the understanding of worker motivation. Compare the assumptions Theory X makes about employees with those of Theory Y. How do these different assumptions influence management styles? What is the key idea behind goalsetting theory? How does management by objectives help implement this idea?

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Chapter 10 - Motivating Employees

TEST PLANNING TABLE FOR CHAPTER 10

189,190,191,192,193,194, 195,196

3 Identify the levels of

Maslow’s hierarchy of

needs and apply them to

employee motivation

35,36,37,38,39,40,41,42, 43,

215,216,217,218,219,220, 221,222,223,224

44,45,

225,226,227,228,229 46,47,48,49,50,51,230,231,232,233,234,

235,236,237,238,239, 368

4 Distinguish between

the motivators and

hygiene factors identified

by Herzberg.

52,53,54,55,56,57,58,59, 60,61,

240,241,242,243,244,245

62,63,64,

246,247,248,249,250, 251,252

256,257,258,259,260,261, 262,263,264

80,81,82,83,

264,265,267,268,269, 270

84,85,86,87,88,89,

271,272,273,274,275, 276,277,278,279,280, 369,

281,282,283,284,285,286, 287,288,289,290,291,292, 293,294,295,296,297,298, 299

111,112,113,114,115,

300,301,302,303,304, 305,306,307,308,309, 389

116,117,118,119,120,

121,122,123,124,125,

310,311,312,313,314, 315,316,317,318,319, 320,

370,271, 375*

7 Show how managers

put motivation theories

into action through such

321,322,323,324,325,326, 327,328,329,330,331

151,152,153,154,155,

156,157~,158~,

332,333,334,335,336, 337

159,160,161,162,163, 164,165,

338,339,340,341,342, 343,344,345,346, 374*

8 Show how managers

personalize motivation

strategies to appeal to

employees across the

globe and across

generations.

166,167,168,169,170,171, 172,173,174,175,176,177, 178,179,180,

347,348,349,350,351,352, 353,354,355,356

181,182,183,184,185~,

357,358,359,360,361, 362

186,187,188,

363,364,365, 372,

376*

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Total number of test items: 376

True/false questions are in plain text

Multiple choicequestions are in bold text.

Questions on boxed material are in bold text with a tilde~

Essayquestions are in bold underlined text

Minicase questions are in bold with an asterisk*.

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Chapter 10

True / False Questions

1 The sense of satisfaction you get when you achieve an important goal is an intrinsic

reward

Answer: True

AACSB: Reflective Thinking

Bloom’s: Remember

Learning Objective: 10-01 Explain Taylor’s theory of scientific management

Level of Difficulty: 1 Easy

Topic: Motivating Employees

2 Extrinsic rewards are those that are given to a person by someone else

Answer: True

3 Since motivation comes from within an individual, there is little that managers can do to

help motivate employees

Answer: False

4 When unhappy employees leave a company, the firm normally ends up benefiting

financially

Answer: False

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5 Frederick Taylor's goal was to find ways to improve worker motivation by making work

more interesting and challenging

Answer: False

Topic: Motivation Theories

6 A key element of Frederick Taylor's approach was the time-motion study, which

examined the tasks performed to complete a job and the time needed to complete each task

Answer: True

7 Frederick Taylor based his approach on the belief that each worker was an individual who

should be treated as a unique asset to the firm

Answer: False

8 Scientific management became the dominant strategy for improving productivity during

the early 1900s

Answer: True

father of scientific management

Answer: False

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10 Frederick Taylor believed that employees would be more productive if they were allowed

to decide for themselves which methods at work to use

Answer: False

11 Three elements were basic to Taylor's approach: time, methods, and rules of work

Answer: True

12 Frank and Lillian Gilbreth developed the principle of motion economy, which said that

every job could be broken down into a series of elementary motions

Answer: True

13 Frederick Taylor's ideas about improving worker productivity attracted a lot of attention

at the time, but had little lasting significance

Answer: False

14 The concept engagement is used to describe the level of passion and motivation that a

person has about their work

Answer: True

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15 Frederick Taylor encouraged managers to make use of psychological techniques to

improve worker motivation

Feedback: Taylor was the founder of scientific management, a school of thought that paid

little attention to the human side of work Scientific management viewed employees almost as

if they were machines that could be programmed to work in the most efficient way

Answer: False

Bloom’s: Understand

Level of Difficulty: 2 Medium

16 Frederick Taylor believed that workers existed to make management's job easier and

more efficient He believed that workers were interested in one thing: good pay If a business provided good pay, workers would provide the grueling labor necessary to get the job done

Feedback: Due to the fact that Taylor believed that good pay was the only thing that

motivated employees, many firms today still operate with Taylor's rigid rules and

expectations of conformity

Answer: True

17 Janis works for a local bakery At one time, she loved the idea of becoming a head pastry

chef, but now she is not sure that this is how she would like to spend her working career Her current supervisor does not believe in breaks And, lately, he stands next to her and instructs her as to how to roll out the bread dough and ice the cupcakes, as though she never learned these basic skills in culinary school Just this morning, he commented loudly from the other side of the room, "You should be able to ice five cupcakes in a minute! Time yourself!" Frederick Taylor would have approved of Janis's supervisor

Feedback: Frederick Taylor's research involved time-motion studies; he believed that if you

studied the motions of workers performing tasks, you could improve their performance at each task and increase productivity

Answer: True

AACSB: Analytical Thinking

Bloom's: Analyze

Level of Difficulty: 3 Hard

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18 Mark successfully completed a very challenging assignment given to him by his

supervisor at work The feeling of accomplishment and satisfaction Mark experienced is

an example of an extrinsic reward

Feedback: This is an intrinsic reward An intrinsic reward is the personal satisfaction you feel

when you perform well and complete goals

Answer: False

AACSB: Knowledge Application

Bloom's: Apply

19 The Green Velvet Lawn Care Company teaches all of its employees specific methods for

fertilizing and seeding lawns The methods are designed to ensure adequate lawn coveragewith a minimum of time and effort All employees are expected to follow these methods precisely Green Velvet's approach to lawn care is consistent with the ideas of scientific management

Feedback: Scientific management focused on finding the most efficient way to perform tasks

and teaching these methods to employees

Answer: True

Bloom's: Apply

20 Andy is a supervisor at a web design company Andy has observed that most employees

he supervises are more productive if he lets them have some freedom and flexibility in how they go about their work Andy's experience is consistent with the teachings of scientific management

Feedback: Scientific management emphasized that all employees should use the most

efficient methods for performing tasks, as determined by time-motion studies In this sense, scientific management viewed employees as if they were machines that could be programmed

to complete a job as efficiently as possible

Answer: False

Bloom's: Apply

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21 One of the original objectives of the Hawthorne studies was to determine the degree of

lighting needed in the workplace to enable employees to achieve optimum productivity

Answer: True

Learning Objective: 10-02 Describe the Hawthorne studies and their significance to management

22 The original results of the Hawthorne studies proved that employees were much more

productive when they worked in well-lit areas than when they worked in poorly lit areas

Answer: False

23 A major conclusion of the Hawthorne studies was that the best way to motivate

employees is with monetary incentives such as pay raises and bonuses

Answer: False

24 The tendency of employees to behave differently when they know they are being studied

is known as the Taylor effect

Answer: False

25 The results of the Hawthorne studies encouraged researchers to begin studying human

motivation and managerial styles that lead to higher productivity

Answer: True

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26 Elton Mayo's researchers concluded that worker motivation improved when managers

listened to worker's ideas and suggestions

Answer: True

27 The Hawthorne studies proved that the methods of scientific management were the best

way to achieve maximum productivity among employees

Answer: False

28 The Hawthorne studies concluded that intrinsic rewards are always better than extrinsic

rewards

Feedback: The Hawthorne studies did not conclude that one type of reward was more

important than another It did conclude that human and/or psychological factors may play into

a worker's productivity level and that pay is not the only motivator

Answer: False

29 The Hawthorne studies concluded that productivity at work seldom changed, but an

employee's attitude could show significant improvement if he/she were given the

opportunity to think critically at work

Feedback: The Hawthorne studies indicated that there were special motivators besides higher

wages that motivated employees to be more productive Mayo concluded that workers who perceived that they were a special, elite group who were specifically chosen for an experimentand permitted to provide input into the experiment became motivated to perform better

Answer: False

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30 Although Elton Mayo originally intended to collect data for a traditional scientific

management study, his breakthrough research led to further research on the kinds of things that drive employees to successfully meet and exceed productivity goals at work

Feedback: Mayo concluded that workers who perceived that they were a special, elite group

who were specifically chosen for an experiment and permitted to provide input into the experiment became motivated to perform better

Answer: True

31 Harrison is a manager at the local post office He wants to find ways to improve worker

motivation, and has read about the Hawthorne studies conducted by Elton Mayo and his colleagues He believes these studies offer important insights into what motivates

employees Harrison is not likely to support the methods and ideas associated with scientific management

Feedback: Scientific management had little concern for how "human factors" could motivate

employees In the Hawthorne studies, however, Mayo and his colleagues showed that human factors could have a major influence on worker productivity They concluded that the reason productivity increased no matter how physical working conditions were changed was that the employees who participated in the experiment felt special, and developed a sense of

camaraderie that made their work more enjoyable This improved their job satisfaction, leading to higher productivity

Answer: True

Bloom’s: Analyze

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32 Bianca is conducting an experiment to determine how temperatures affect the

productivity of employees She has just completed the first phase of her experiment, in which she had a group of employees perform job-related tasks in a special room where thetemperature was 10 degrees cooler than on the factory floor The employees in the

experimental group consistently outperformed employees in the factory The Hawthorne

effect suggests that the most likely reason for this improvement in performance is that the

cooler working conditions allowed the employees in the experiment to work harder without getting tired

Feedback: The Hawthorne effect refers to the tendency of people to behave differently when

they know they are being studied Thus, the improvement in productivity may have resulted from psychological factors associated with participating in the experiment rather than the change in temperature

Answer: False

Bloom’s: Apply

33 Greg is a small business owner who wants to find a way to increase the productivity of

his employees He has just finished reading a book on worker motivation, and found the book's discussion of the Hawthorne studies particularly relevant Based on his reading, Greg is likely to view pay increases as the best way to improve employee motivation

Feedback: The Hawthorne studies showed that motivation improved when employees felt

special and believed their work was interesting and important These results suggest that pay raises are not necessarily the best way to motivate employees

Answer: False

Bloom’s: Apply

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34 Marissa works for a large pharmaceutical company in the greater Chicago area Last

week she visited with an advisor at the nearby university because her employer

encourages workers to continue their education and gives them time off to go to academic related appointments, even during regularly scheduled work hours One would assume that management at Marissa's company values the results of the Hawthorne studies, more

so than traditional scientific management principles

Feedback: The Hawthorne studies changed the current thought of the day that employees

were motivated by higher pay and physical climate and conditions at work Employees who viewed themselves as belonging to an elite group of human subjects did their best to develop ways to increase their productivity Scientific management focused on satisfying the needs of management, often at the expense of employee needs

Answer: True

35 Abraham Maslow believed that motivation arises from the desire to satisfy unmet needs

Answer: True

Learning Objective: 10-03 Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation

36 According to Maslow, it is impossible to rank human needs in any logical order

Answer: False

37 According to Maslow, people will try to satisfy lower-order needs before they turn their

attention to higher-order needs

Answer: True

38 Safety needs are placed at the lowest level in Maslow's hierarchy of needs

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39 Maslow referred to the needs people had for recognition and acknowledgement from

others as esteem needs

Answer: True

40 According to Maslow, a satisfied need is no longer a motivator

Answer: True

41 In Maslow's hierarchy, self-actualization needs are those needs associated with basic

survival, such as the need for food and shelter

Answer: False

42 In Maslow's view, social needs include the need to feel loved and accepted

Answer: True

43 Maslow believed that lower-level needs may emerge at any time when they are not met

and take our attention away from higher-level needs

Answer: True

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44 Referring to Maslow's Hierarchy of Needs Theory, one would agree that U.S workers are

more often interested in satisfying their physiological and safety needs, as opposed to theirself-esteem needs

Feedback: Physiological needs refer to the need for food, clothing, shelter, and other needs

associated with basic survival Safety needs refer to the need for security and safety at home and at work These are the two lowest levels of needs in Maslow's hierarchy In developed countries such as the United States, most employees have already satisfied these lower-level needs According to Maslow, when needs are satisfied, they are no longer sources of

motivation

Answer: False

45 According to Maslow, if you have a self-esteem problem, you probably will not be able

to concern yourself with developing to your fullest potential

Feedback: According to Maslow's hierarchy of needs, one must satisfy lower-order needs

first, before satisfying a higher-order need Satisfying esteem needs must be met before satisfying self-actualization needs

Answer: True

46 Often we hear that teenagers have unmet social needs According to Maslow, their desire

to become socially accepted will consume them, at the expense of reaching for higher goals, such as developing to their fullest potential

Feedback: According to Maslow, lower-order needs must be satisfied first, before turning

one's attention to higher-order needs If relying on Maslow's Hierarchy of Needs Pyramid, social needs will be satisfied before self-actualization needs

Answer: True

Bloom’s: Apply

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47 Jimmy is a talented musician, and has already won a number of awards Still, he practices

about two hours every day, trying to reach his highest potential Jimmy is motivated by self-actualization needs

Feedback: Self-actualization needs include the need to reach one's fullest potential.

Answer: True

Bloom’s: Apply

48 Millie recently accepted a new job with better pay and a high degree of job security She

is now able to live in a nicer apartment and maintain a fairly comfortable life style

However, she still feels like an outsider at work, and does not yet perceive that her fellow

employees have accepted her into their group According to Maslow's theory, Millie is driven by a desire to satisfy her social needs

Feedback: Maslow classified the need to feel accepted and part of a group as a social need

He felt that people who have met their physiological and safety needs, as Millie apparently has done, would be motivated by the desire to meet social needs

Answer: True

Bloom’s: Apply

49 Jon earns a decent salary and is on friendly terms with the other employees in his

department Lately, he is frustrated because they don't recognize or appreciate some of his accomplishments According to Maslow's hierarchy of needs theory, Jon will have a desire to satisfy his self-esteem needs before his self-actualization needs

Feedback: Because Jon earns a decent salary, he should be able to meet physiological and

safety needs, which are basic survival needs, and he is accepted at work by others in his department, satisfying social needs However, since he is frustrated by a lack of recognition and appreciation, he appears to be motivated by the desire to meet his esteem needs, which reflect the desire to be acknowledged and respected by others

Answer: True

Bloom’s: Apply

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50 The late famous broadcast journalist Walter Cronkite said that one of his regrets in life

was not actively participating in the space program as an astronaut Back in the 1980s, he was selected as a candidate to be the first journalist to fly into space, but NASA decided totake a teacher instead In some ways, this may appear as though Cronkite was pursuing a self-esteem need; however, having already achieved celebrity status, for Cronkite, this was the pursuit of a self-actualization need

Feedback: According to Maslow's hierarchy of needs, the next level of higher-order needs

(after self-esteem needs) is self-actualization needs According to Maslow, a self-actualizationneed involves the need to develop to your fullest potential

Answer: True

51 Talk about "shell-shock"! Two nights ago, Adam was living in a tent with 30 other

Marines in the hills of Afghanistan Today he is waking up to the smell of fresh linen, in a king-sized bed, in his very own room in DeKalb, Illinois Three days ago, his first priority was the welfare of his battle buddies This morning, his first priority according to his family is not wasting any time in getting back into college But Adam sees it a bit

differently Although he has always believed in the importance of school and the respect that comes with achieving a degree, and wants to pursue his education, right now he is notquite in the frame of mind His first desire is to spend time renewing old friendships, including organizing a couple of float trips and ballgame nights with the group of friends

he left behind According to Maslow's hierarchy of needs, Adam has a strong desire to satisfy his self-esteem needs

Feedback: Adam would satisfy self-esteem needs if he were ready to start the journey of

going back to school and earning a degree that he believes is important for self-recognition and respect from his peers and family At this moment, he is driven to satisfy a need that according to Maslow falls below self-esteem He desires to satisfy his social needs

Answer: False

Bloom’s: Apply

52 Herzberg's research focused on determining which management style achieved the

highest level of worker motivation

Answer: False

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Learning Objective: 10-04 Distinguish between the motivators and hygiene factors identified by Herzberg

53 Herzberg's research examined how conditions related to the job itself affected the

motivation of employees

Answer: True

54 Herzberg's study showed that pay was the job characteristic that ranked highest as a

motivator

Answer: False

55 Herzberg found that the factors associated with job content ranked high as employee

motivators

Answer: True

56 Herzberg found that the sense of achievement employees experienced when they

performed their jobs was an important motivator

Answer: True

57 Herzberg used the term hygiene factor to refer to an element of job content that was most

important as a source of worker motivation

Answer: False

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58 According to Herzberg, when a hygiene factor is not fulfilled, employees will become

dissatisfied

Answer: True

59 Herzberg's research found that improvements in the work environment were a more

effective way to motivate employees than improvements in job content

Answer: False

60 Maslow identified and categorized basic needs that most persons would like to satisfy,

while Herzberg's research identified motivators and hygiene factors that inspire employees

to fulfill their needs

Answer: True

61 Herzberg's research identified the key factors that motivate workers, including company

policies and administration, wage rates, interpersonal relations with co-workers, and physical environment at work

Answer: False

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62 Herzberg's findings suggest that the best way for firms to increase worker motivation is to

focus on improving pay and making working conditions more pleasant

Feedback: Herzberg found that pay, working conditions, and other aspects of the job

environment were hygiene factors, not motivators The best motivators all involve job

content Thus, to improve motivation, firms should focus their efforts on making the work itself more interesting and rewarding

Answer: False

63 Since hygiene factors do not motivate workers toward high achievement at work,

managers can safely ignore these factors when trying to develop an effective work

environment

Feedback: Although hygiene factors (which include working conditions, job security, and

pay) do not increase motivation, they can be responsible for dissatisfaction among employees

if they are not maintained at an adequate level To avoid dissatisfaction, managers must make sure that these hygiene factors are maintained at acceptable levels

Answer: False

64 Herzberg's findings suggest that many U.S firms can help workers satisfy higher-order

needs by identifying those things that motivate (inspire) them to work at their fullest potential

Feedback: Herzberg's findings suggest that worker motivation can be triggered by giving

employees more interesting and challenging work, by recognizing worker contributions to the success of the firm, and by giving employees the chance for growth and advancement within the firm All of these job characteristics would help employees achieve their higher-order needs as Maslow identified them

Answer: True

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65 Douglas McGregor observed that all managers tend to share common assumptions about

employees

Answer: False

Learning Objective: 10-05 Differentiate among Theory X, Theory Y, and Theory Z

66 According to McGregor, Theory X managers assume that employees dislike work, and

will avoid it if possible

Answer: True

67 According to McGregor, Theory X managers motivate employees by giving them a great

deal of freedom and responsibility

Answer: False

68 Managers who make Theory X assumptions about employees tend to watch their

subordinates very closely and provide detailed instructions to employees about how they should do their jobs

Answer: True

69 Theory X management has essentially disappeared from the real-world workplace

Answer: False

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70 Theory Y managers assume that most people are capable of using a relatively high degree

of imagination and creativity to solve problems

Answer: True

71 Theory Y managers assume that the main factor that motivates most employees is the

desire to earn more money

Answer: False

72 Theory Y managers are likely to use empowerment to motivate employees

Answer: True

73 Theory Y managers adhere to the principle that most people do not work to their fullest

intellectual potential

Answer: True

74 According to William Ouchi, two of the main features of the Japanese approach to

management are individual decision making and rapid promotions

Answer: False

75 William Ouchi concluded that culture should not be a factor in one's management style

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76 Ouchi's Theory Z is a blend of Type A and Type J business cultures

Answer: True

77 Theory Z calls for the creation of a sense of participation and cooperation within an

organization

Answer: True

78 Theory Z emphasizes reliance on individual creativity and initiative rather than collective

decision making

Answer: False

79 Recent economic problems as well as demographic and social changes in Japan have led

some Japanese firms to seek new approaches to management

Answer: True

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80 In the view of William Ouchi, managers of U.S firms would have a smooth transition

when implementing the management styles employed by Type J managers

Feedback: Ouchi felt that the Japanese style was effective, but also was aware of the fact that

the Japanese culture was very different from the U.S culture He felt it was not practical to expect American managers to accept an approach based on the culture of another country Therefore, he proposed a hybrid system that combined some elements of the Japanese

approach with some elements of the American approach

Answer: False

81 The best way for U.S firms to become more competitive is to adopt the Type J approach

to management

Feedback: Type J is the Japanese approach to management The cultures of Japan and the

United States are quite different, and it is unlikely that the Type J approach would work as well in the United States because of these cultural differences

Answer: False

82 Recent economic events and demographic trends in Japan have clearly demonstrated the

superiority of a Type J approach to management

Feedback: Type J is the management style that is favored in most Japanese firms It

emphasizes consensual decision making, collective responsibility, and slow evaluation and promotion However, the prolonged and severe economic downturn that plagued Japan in the late 1990s and early 2000s, coupled with social and demographic changes and fierce global competition, are leading some Japanese managers to question whether this approach is alwaysthe best In particular, critics have pointed out that this approach has resulted in a lack of risk taking and has stifled creative thinking

Answer: False

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83 The goal of William Ouchi was to develop a modified business culture that blends the

best of Type J with the best of Type A

Feedback: Knowing that American culture would not operate with the Type J philosophy,

where the employees act like a family and make decisions by consensus, where you have employment for life, and where employees assume collective responsibility, Ouchi's attempt

to improve Type A work environments was to integrate some of Type J and some of Type A into a new work environment he called Theory Z

Answer: True

84 Alan tries to make life easy on his employees by telling them exactly what to do and how

to do it He believes that most of his subordinates are lazy, and will goof off if he doesn't keep an eye on them, so he spends much of his time monitoring their work When he finds

an employee who is not performing up to his expectations, Alan uses threats and

punishment to increase the worker's motivation Alan is a Theory X manager

Feedback: A Theory X manager assumes that employees are lazy and will avoid work if

possible He or she also assumes that employees have very little ambition and prefer to be toldwhat to do A Theory X manager tries to motivate employees by using threats and

punishment

Answer: True

Bloom’s: Apply

85 Jerry has a great deal of faith in the abilities of his subordinates He believes that most

employees want to be productive, and will work hard if given the proper incentives He also believes that most firms do not take full advantage of the intelligence and creativity

of their employees For these reasons Jerry favors a managerial style that allows

employees to be flexible and creative in how they do their jobs, and empowers them to make and implement decisions Jerry is a Theory Y manager

Feedback: Theory Y managers favor a relatively free managerial atmosphere in which

employees are allowed to set objectives, be creative, and be flexible A key aspect of this approach is the empowerment of employees to make and implement decisions

Answer: True

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Bloom’s: Apply

86 Jenny is a creative and intelligent person who likes to work independently on challenging

projects Jenny would be most effective when working for a Theory X manager

Feedback: Theory X managers expect employees to follow orders and give them little

freedom and flexibility to be creative Jenny probably would become very frustrated under thedirection of a Theory X manager

Answer: False

87 Martina is a very talented and ambitious person who likes to work independently and

wants to move up in her company as quickly as possible Martina might become frustrated

if she worked in a firm that took a Theory Z approach to management

Feedback: Theory Z calls for collective decision making and a relatively slow evaluation and

promotion of employees This approach would frustrate employees who like to work

independently and who expect (and think they deserve) quick promotions

Answer: True

88 Hillary enjoys working with others to solve problems and make decisions, but is also able

to assume individual responsibility She prefers working for a company that takes a holistic view of its employees These preferences suggest that Hillary might enjoy

working at a company that uses a Theory Z approach to management

Feedback: Collective decision making and a holistic view of employees are two of the

characteristics of Theory Z

Answer: True

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89 After a 3-year probationary period, career positions at Fairview Community College are

fairly secure, even though the opportunity for promotion runs pretty slowly These jobs would probably appeal to people who currently work for Type A companies, similar to theway many companies operate in Silicon Valley

Feedback: Type A personalities prefer individual responsibility and decision making, and the

opportunity for rapid promotion They also prefer specialized career paths and exist in a culture where the concern for employee welfare is segmented The culture at the community college, where jobs are fairly secure but promotions do not happen very often, is more like a Theory Z approach

Answer: False

90 Peter Drucker made an important distinction when he stated that managers do not

motivate employees, but employees motivate themselves

Answer: True

Learning Objective: 10-06 Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories

91 Management by objectives (MBO) is a goal-setting theory model that sets goals by

getting all employees active in the goal formulation process, committing employees to meeting the goals, and then monitoring performance

Answer: True

92 The central idea behind MBO (management by objectives) is that employees motivate

themselves through the process toward goal achievement

Answer: True

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93 The management by objectives model devised by Peter Drucker works best in a dynamic,

rapidly changing business environment, where management makes short-term plans

Answer: False

94 It may be difficult to utilize the MBO (management by objectives) model when

employees have not agreed upon the goals set by top management

Answer: True

95 According to Victor Vroom, the effort employees exert on a specific task depends on

their expectations of the outcome

Answer: True

96 According to Victor Vroom's expectancy theory, expectations of employees can affect

their motivation

Answer: True

97 Vroom's expectancy theory contends that prior to committing maximum effort to a task,

employees want to know if they can accomplish the task and if it will equally reward everyone at work, even if others were not involved in the accomplishment of the task

Answer: False

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98 According to expectancy theory, one of the things employees want to know before they

commit to making a maximum effort on a task is whether the reward for accomplishing the task is worth the effort

Answer: True

99 Expectancy theory says that employees will be motivated if (1) they can actually achieve

the task; (2) they will be rewarded for their achievement; and (3) the reward will be worthy of their effort

Answer: True

performance standards that are attainable only by the most talented and dedicated

employees

Answer: False

101. According to expectancy theory, employees in a given organization tend to have very similar expectations

Answer: False

102. Reinforcement theory suggests that employees respond to carrots (rewards) but not to sticks (punishment)

Answer: False

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103. According to reinforcement theory, individuals act to receive rewards and to avoid punishment

Answer: True

104. In reinforcement theory, reprimands and reductions in pay are examples of negative reinforcements

Answer: True

105. The basic principle of equity theory is that employees try to maintain fairness betweentheir efforts and their compensation compared to others in similar positions

Answer: True

106. Equity theory tells us that when employees perceive inequitable treatment they will respond in a manner that will attempt to reestablish fairness

Answer: True

107. According to equity theory, if employees perceive that their level of effort is greater than their compensation, they will work to increase their productivity

Answer: False

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108. Equity theory suggests that if employees perceive inequity in the workplace, they might respond with reduced productivity, higher absenteeism, or even voluntary

resignation

Answer: True

109. Equity judgments are precise, objective measurements of the fairness between an employee's effort and their compensation

Answer: False

110. The best strategy to deal with a perceived inequity in the compensation of different employees is to require that salaries and other forms of compensation are kept secret

Answer: False

111. For management by objectives to be successful, employees must be willing to accept the objectives set by top management without question and without hesitation

Feedback: Management by objectives calls for goals to be set through a process involving

employees as well as managers Employees do not simply accept goals, they participate in setting them

Answer: False

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112. A major problem with the MBO approach is that it provides no way for employees to provide input into the goal-setting process

Feedback: MBO consists of a cycle of discussion, review and evaluation that gets everyone

from top and middle manager to nonmanagerial employees involved in goal setting

Answer: False

113. According to expectancy theory, worker motivation almost always increases when employees are assigned a very challenging task

Feedback: Expectancy theory maintains that employees will want to know about the rewards

they will receive and will only be highly motivated if they think the rewards are worth the effort Thus, according to expectancy theory, if a task is perceived as being very difficult, employees are unlikely to put forth their maximum effort unless they believe the rewards are substantial

Answer: False

114. U.S workers value being treated fairly According to equity theory, if things seem unfair, they will do their best to make them equitable by withholding effort, increasing effort, or by rationalizing that they are undeserving of the same as others

Feedback: Equity judgments are based on perceptions and are subject to errors and

disagreements It is not unusual for employees to overestimate their own contributions and to disagree with the evaluations of managers When this happens, the employees may perceive the pay and recognition they receive as inequitable even if the manager was actually accurate

in evaluating performance

Answer: True

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115. In reinforcement theory, extinction refers to a strategy of responding to undesirable

behavior with negative reinforcements, such as verbally reprimanding an employee in front of his peers

Feedback: In reinforcement theory, extinction means that a manager does not respond to

undesirable behavior The idea is that if the manager does not reinforce the behavior, the employee will eventually quit doing it

Answer: False

116. Elias is disappointed with the work effort of the employees in his department

According to expectancy theory, Elias could improve employee performance by setting more ambitious performance standards that exceed the ability of most employees to attain them

Feedback: Victor Vroom's expectancy theory contends that unattainable goals will not

motivate employees, but rather convince them that committing maximum effort to a task is not worthwhile

Answer: False

Bloom’s: Apply

117. Cedric works for a landscaping business His employer has asked Cedric if he would

be willing to work overtime this weekend to finish a job for an important client

According to expectancy theory, Cedric will want to compare the compensation or other rewards offered by his employer to the extra effort involved before he decides whether to agree to the job

Feedback: According to Victor Vroom's expectancy theory, prior to committing effort to a

task, employees want to know (1) Can I accomplish the task? (2) If I do accomplish it, what's

my reward? (3) Is the reward worth the effort?

Answer: True

Bloom’s: Apply

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118. Ruth Eday is sorry she ever hired Helen Highwater since Helen's work is sloppy and often late Moreover, she doesn't get along well with most of the other employees and frequently initiates arguments According to reinforcement theory, the only effective way for Ruth to deal with Helen's behavior is to wait for Helen to do something good, and thenpraise and reward her for the result

Feedback: Reinforcement theory suggests that employees are motivated both by desire to

receive a reward (positive reinforcement) and by the desire to avoid punishment (negative reinforcement) Thus, while Ruth could certainly try to use positive reinforcements such as praise, she could also try to change Helen's behavior by using negative reinforcements such asreprimands She could also try to stop undesirable behavior by not responding to it This approach is called extinction because the hope is that the unwanted behavior will eventually become extinct

Answer: False

Bloom’s: Apply

119. You get a lower grade in a course than your friend did even though you studied more during the semester and attended class more often As a result, equity theory predicts that you might convince yourself that "Grades aren't all that important After all, lots of peoplewho succeed in the real world didn't make good grades in school."

Feedback: According to equity theory, if people perceive what they believe is an unfair result,

they may: (1) reduce their effort, or (2) rationalize A student could rationalize receiving a lower grade than someone else by downplaying the importance of good grades

Answer: True

Bloom’s: Apply

120. Jill operates her own small business and is a strong advocate of equity theory Because

of her acceptance of this theory, Jill is likely to try to assure employees that they are compensated in a way that reflects their efforts and contributions relative to those of other employees

Feedback: Equity theory suggests that employees attempt to maintain a balance between

inputs and outputs of others in similar positions If employees perceive that they are being unfairly compensated they are likely to reduce their effort and be less productive

Answer: True

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Bloom’s: Apply

121. As a human resources manager for your company, you are looking for ways to

motivate employees to favor your company over competitors The company cannot afford

to offer a wide array of benefits, but you are confident that if you survey employees and provide them the opportunity to vote on the benefits that are most important to them, they will see this as a fair and equitable way to operate

Feedback: Analyzing the situation using equity theory, we note that employees quite often

want different things As an example, one or two good employees may have the need for site day care, whereas a majority of employees who are either too young to have small

on-children or whose on-children are already grown may not see this as a necessary benefit They may prefer to be able to work out in an on-site gymnasium or get time away from work to do volunteer work Equity treatment is a matter of perception

Answer: False

Bloom’s: Apply

122. LivWell Biotechnology Company has four locations in California You work as a marketing specialist at the oldest and southernmost location Your colleagues at the three other locations get an hour off each day to work out because there are workout facilities ateach of their locations You know that you make a little more money than they do, but after measuring the cost of stopping off at the gym on your way home each evening, you realize that your extra compensation does not cover the cost of the membership You are keeping tabs on marketing positions that may open at the company’s other sites Equity theory suggests that you are motivated to bring a sense of fairness to what you perceive as

an inequity

Feedback: Equity theory states that if workers perceive a sense of unfairness, they will collect

comparative information They will somehow strive to bring a sense of equity to the situation

by making a change, or they will rationalize that the inequity is not that important

Answer: True

Bloom’s: Apply

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123. You are a graduate student in the biology department at Fair University You have several graduate student friends who have graduate appointments in the business

department and the English department While everyone's compensation and employee benefits are exactly the same, your department requires you to always show up and tutor students at least four hours each day and to serve on one university committee each semester Graduate students at the other departments are not required by their

management to follow these rules Lately, you are doing your best to limit your daily obligation to 2 to 3 hours each day Relating your situation to one of the theories we have studied, your goal of limiting inputs is explained by expectancy theory

Feedback: Equity theory states that if a person perceives that there is an inequity at work,

he/she will increase or reduce inputs (in this case the number of hours tutoring each day) in order to bring a sense of equity to what is believed to be an inequitable situation

Answer: False

Bloom’s: Apply

124. As the marketing director for Chipper's Golf Resort, you are making plans for the annual golf tournament, and trying to decide on the amount for the top three prizes In pastyears, you successfully raised $25,000 through registration fees and sponsorship You know that you could easily attract some great local talent if you made the top prize

$10,000, but can you afford to announce a $10,000 top prize at the expense of losing out

on a portion of the registration fees of lesser players who decide not to participate? Using expectancy theory rationale that you learned in business class, you explain to the general manager that if you set the prize too high, several better than average golfers in the area will find their chances to be "out of their league" when the top players join in and will be unmotivated to participate and spend their money Your analysis of the situation is

reasonable to the general manager

Feedback: According to expectancy theory, the participants will ask themselves if it is

possible to win the tournament given the other talent that will be competing, and, further, will the experience and reward be worth the expense that they are paying for a round of golf?

Answer: True

Bloom’s: Apply

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125. As the marketing manager for Chipper's Golf Resort, you hired three interns from the local university to go out and sell your annual golf event You provided each of the internswith their own list of past sponsors, participants, and prize contributors You asked each tocreate a marketing plan to secure five new sponsors in the next four weeks, and promised them a bonus at the end of the fourth week if they could verify that they followed their own plan, contacted everyone on their list and also developed new sponsors During the fourth week, you randomly contact a few sponsors on each of the three lists and quickly learn that one of the interns has slacked off on the job As a motivational technique, you

prefer to provide positive reinforcement, so when you meet with the interns, you withhold

the bonus from the one that did not do the job and inform him that his internship grade will reflect the fact that he was not motivated to get the job done

Feedback: You used negative reinforcement to punish the intern for substandard performance.

Withholding the bonus and awarding a poor grade are examples of negative reinforcement

Answer: False

Bloom’s: Apply

126. Based on Herzberg's theory of motivators, job enrichment will motivate employees to

satisfy higher-order needs

Topic: Motivation Strategies

127. Job enrichment is based on Herzberg's higher motivators, such as responsibility,

achievement, and recognition

128. Job enlargement is about breaking down a sizeable job into smaller parts so that the

employee is not overwhelmed by a large task

Answer: False

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Learning Objective: 10-07 Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition

129. Skill variety is one of the characteristics of work that lead to improved motivation and performance

130. Using job enrichment strategy, management can contribute to improved motivation

and worker performance primarily by increasing employee pay

132. Task identity refers to the degree to which a job has a substantial impact on the lives

or work of others in the company

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133. Job simplification attempts to increase task efficiency by breaking the job into simple steps and assigning people to perform each of those steps

134. Job simplification is an effective strategy for managers who want to achieve job enrichment

135. Job enlargement is the strategy of assigning employees to different jobs within the organization on a regular basis

136. Job enlargement attempts to enrich jobs by combining a series of tasks into one challenging and interesting assignment, as opposed to simplifying the job

137. Job rotation attempts to make a job more interesting and motivating by moving employees from one job to another

Answer: True

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Learning Objective: 10-07 Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition

communication, even if it is negative

139. Open communication is a verbal strategy It does not involve listening

140. Open communication strategies include the removal of physical barriers such as separate offices

provides several opportunities for employees to congregate and share ideas

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142. Special parking areas, dining rooms, and restrooms set aside for executives are

barriers to open two-way communication within an organization

143. By the time they graduate from high school, most people have received ample training

to develop good listening skills

145. The first step in any motivational program is to establish open communication among employees in order to encourage teamwork and cooperation

146. Teamwork tends to occur naturally within business organizations regardless of the plans or actions of managers

Tiêu đề	Motivating Employees
Thể loại	test bank solution

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