Solution Manual for Organizational Behavior and

Management 11th Edition Konopaske Ivancevich

Matteson 1259894533 9781259894534
Full download link at:
Solution manual: https://testbankpack.com/p/solution-manual-for-
organizational-behavior-and-management-11th-edition-konopaske-ivancevich-
matteson-1259894533-9781259894534/
Test bank: https://testbankpack.com/p/test-bank-for-organizational-behavior-
and-management-11th-edition-konopaske-ivancevich-matteson-1259894533-
9781259894534/
Chapter 05 Motivation Answer Key

True / False Questions

1. Persistence is an important component of motivation.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: Chapter Introduction

2. Intensity refers to the staying power of behavior, or how long a person will continue to devote effort.

FALSE
Persistence refers to the staying power of behavior or how long a person will continue to devote effort.
Intensity refers to the strength of the response, once the choice of a direction is made.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: Chapter Introduction

3. The process theories of motivation focus on the factors within the person that energize, direct, sustain,
and stop behavior.

FALSE
The content theories of motivation focus on the factors within the person that energize, direct, sustain,
and stop behavior.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5-1
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
4. A critical point in understanding Maslow's thinking is that from a managerial perspective, unsatisfied
needs are dangerous because they may lead to undesirable performance outcomes.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5. Autonomy means having your manager make decisions on your behalf and closely monitoring your
work.

FALSE
The opposite is true; autonomy means being able to make independent decisions, set goals, and work
without supervision.

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

6. Research found that managers at lower organizational levels in small firms are typically more satisfied
than their counterparts in large firms. A later study confirmed the same relationship and also found
upper level managers are more satisfied in smaller firms than larger ones.

TRUE
Managers at lower organizational levels in small firms (less than 500 employees) are more satisfied than
their counterpart managers in large firms (more than 5,000 employees); however, managers at upper
levels in large companies are more satisfied than their counterparts in small companies.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

7. As managers advance in an organization, their need for security increases.

FALSE
As managers advance in an organization, their need for security decreases.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

8. Herzberg's two-factor theory states that dissatisfiers or hygiene factors are needed to maintain at least a
level of "no dissatisfaction."

TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5-2
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
9. Content approaches to motivation include:
Maslow's need hierarchy, McClelland's ERG theory, Herzberg's two-factor theory, and Alderfer's
learned needs theory.

FALSE
McClelland is associated with the Learned Needs Theory and Alford with ERG.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

10. McClelland contends that when a need is strong, it motivates a person to use behavior that leads to its
repetition.

FALSE
McClelland contends that when a need is strong, it motivates a person to use behavior that leads to its
satisfaction.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

11. McClelland's theory of motivation places emphasis on socially acceptable behavior.

FALSE
A major difference between the four content theories is McClelland's emphasis on socially acquired
needs.

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

12. Monitoring the needs, abilities, goals, and preferences of employees is strictly the domain of
personnel/human resource managers.

FALSE
Each individual manager also has this responsibility.

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 05-05 Summarize the action steps that managers can take to motivate employees.
Topic: Effective Managers Motivate Their Employees

13. Managing the psychological contract successfully is one of the more important and challenging aspects
of a manager's job.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 05-04 Examine how the changing nature of the psychological contract influences employee motivation.
Topic: Motivation and the Psychological Contract

5-3
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
14. The notion of inputs and outcomes within equity theory is the exact opposite of the notion of giving and
receiving in the psychological contract.

FALSE
The notion of inputs and outcomes within equity theory is very similar to the notion of giving and
receiving in the psychological contract.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-04 Examine how the changing nature of the psychological contract influences employee motivation.
Topic: Motivation and the Psychological Contract

15. The valence associated with an outcome is by definition always positive.

FALSE
The valence may be negatively valent to those employees who do not desire the outcome.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

16. According to Locke, individuals are likely to adjust their idea of what constitutes an equitable payment
in order to justify their pay.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

17. Organizational justice is the perceived fairness of how resources and rewards are distributed throughout
an organization.

FALSE
This is the definition of distributive justice.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

18. Group value theory suggests that fair group procedures are considered to be a sign of respect.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

5-4
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
19. Companies that engage in layoffs may find that many "survivors" of the layoffs end up voluntarily
leaving the company as well.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

20. Goal-setting theory emphasizes the importance of unconscious goals in explaining motivated behavior.

FALSE
Locke proposed that goal setting is a cognitive process of some practical utility. His view is that an
individual's conscious goals and intentions are the primary determinants of behavior.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

21. It is important for any goal to be clear, meaningful, and unique.

FALSE
It is important for any goal to be clear, meaningful, and challenging.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

22. Vague goals, such as "do your best," lead to higher output than do specific goals.

FALSE
Field experiments have proven that specific goals lead to better performance than do vague goals.

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

23. Personality and personal health are individual differences should be considered when implementing
goal-setting programs.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

5-5
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
24. Needs may be viewed as energizers or triggers of behavioral responses.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: The Starting Point: Needs Motivate Employees

25. When need deficiencies are present, individuals are less susceptible to a manager's motivational efforts.

FALSE
When need deficiencies are present, individuals are more susceptible to a manager's motivational
efforts.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: The Starting Point: Needs Motivate Employees

Multiple Choice Questions

26. The _______________ component of motivation refers to the strength of the response once the choice
is made.

A. direction
B. intensity
C. opportunity
D. persistence

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: Chapter Introduction

27. Taking a lunch break and getting a drink of water are examples of a _______________ need.

A. physiological
B. psychological
C. sociological
D. Maslowian

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: The Starting Point: Needs Motivate Employees

5-6
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
28. _______________ is the founder of the theory that states that conscious goals and intentions are the
determinants of behavior.

A. Maslow
B. Alderfer
C. Locke
D. McClelland

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

29. Joining the bowling team to make friends is a _______________ need.

A. physiological
B. psychological
C. sociological
D. Maslowian

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: The Starting Point: Needs Motivate Employees

30. A study of 4,000 employees found three main areas affect employee motivation. These areas include all
of the following except:

A. Organizational issues
B. Interpersonal issues
C. Leader issues
D. Job issues

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: The Starting Point: Needs Motivate Employees

31. Which of the following is highest on Maslow's hierarchy of needs?

A. Safety and security

B. Esteem
C. Physiological needs
D. Self-actualization

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5-7
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
32. The "growth" need within Alderfer's ERG theory is similar to Maslow's __________ category.

A. esteem
B. self-esteem
C. self-fulfillment
D. physiological

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

33. What basic assumption about people did Maslow make that caused him to believe that they would
constantly move up the needs hierarchy?

A. People are natural leaders

B. People will always have obligations to meet
C. People believe in things that are more important than themselves
D. People have a need to grow and develop

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

34. Which of the following is an example of Maslow's self-actualization?

A. Developing and mentoring others

B. Receiving a high-level promotion
C. Having a supportive supervisor
D. Receiving regular salary increases

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

35. Which of the following is an example of Maslow's esteem?

A. Developing and mentoring others

B. Starting a charity that helps children
C. Receiving regular salary increases
D. Receiving a high-level promotion

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5-8
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
36. Porter, when testing Maslow's hierarchy, assumed that physiological needs were being adequately
satisfied for managers, so he substituted a higher-order need called __________.

A. autonomy
B. achievement
C. intellectual satisfaction
D. spirituality

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

37. The sets of needs proposed by Alderfer's ERG theory include all of the following except:

A. Ego
B. Existence
C. Relatedness
D. Growth

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

38. Alderfer's ERG theory suggests that, in addition to the satisfaction-progression process that Maslow
proposed, a _______________ process is also at work.

A. frustration-regression
B. frustration-anger
C. progression-regression
D. progression-growth

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

39. According to Herzberg, which of the following is a motivator?

A. Working conditions
B. Achievement
C. Salary
D. Quality of technical supervision

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5-9
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
40. Job _______________ is defined as the process of building personal achievement, recognition,
challenge, responsibility, and growth opportunities into a person's job.

A. enrichment
B. enlargement
C. creation
D. opportunity

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

41. Although Herzberg's motivation theory is popular, it has been criticized for all of the following reasons
except:

A. It over-simplifies the nature of job satisfaction

B. No self-reports of performance were used
C. It requires people to look at themselves retrospectively
D. The motivational and performance consequences of the theory are untested

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

42. Procedural justice has been shown to have a positive impact on _______________.

A. organizational commitment
B. work effort
C. organizational citizenship
D. All of the choices are correct.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

43. Herzberg's model basically assumes that job satisfaction is _______________ concept.

A. an abstract
B. a five-level
C. not a unidimensional
D. effectively what he calls a "sportsmanship"

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5-10
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
44. McClelland's learned needs theory is based on three needs: the need for achievement, the need for
affiliation, and the need for _______________.

A. identification
B. resolution
C. power
D. wealth

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

45. A high need for _______________ can be traced to a history of receiving rewards for sociable,
dominant, or inspirational behavior.

A. affiliation
B. recognition
C. power
D. both affiliation and power

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

46. Which of the following statements best reflects Maslow's theory?

A. People attempt to satisfy basic needs before trying to satisfying higher-level needs
B. The need hierarchy is comprised of existence, relatedness, and growth
C. A person who is continually frustrated in satisfying one level of need will regress to the next lowest
level need
D. All of the choices are correct.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

47. The content theories presented in the text focus mainly on the needs and incentives that energizes or
triggers _______________.

A. behavior
B. motivation
C. leadership
D. satisfaction

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5-11
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
48. Which of the following statements best reflects Herzberg's theory?

A. The need hierarchy is comprised of existence, relatedness, and growth

B. A person who is continually frustrated in satisfying one level of need will regress to the next lowest
level need
C. Some individuals have a high need for achievement
D. Two sets of factors affect motivation: motivators and hygiene factors

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

49. Which of the following statements best reflects McClelland's theory?

A. A person who is continually frustrated in satisfying one level of need will regress to the next lowest
level need
B. Two sets of factors affect motivation: motivators and hygiene factors
C. Some individuals have a high need for achievement
D. People attempt to satisfy basic needs before trying to satisfying higher-level needs

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

50. The process theories of motivation are concerned with answering the question of how individual
behavior is _______________.

A. maintained
B. stopped
C. directed
D. All of the choices are correct.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

51. Vroom defines _______________ as a process governing choices among alternative forms of voluntary
activity.

A. motivation
B. recognition
C. achievement
D. relatedness

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

5-12
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
52. In Vroom's view, most behaviors are considered to be _______ the employee and consequently
__________.

A. under the voluntary control of; need no motivation

B. forced on; are motivated
C. under the voluntary control of; are motivated
D. forced on; need no motivation

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

53. _______________ refers to the strength of a person's belief that attainment of an outcome.

A. Instrumentality
B. Valence
C. Expectancy
D. Equity

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

54. _______________ refers to an individual's belief regarding the likelihood that a particular behavior will
be followed by a particular outcome.

A. Instrumentality
B. Valence
C. Expectancy
D. Equity

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

55. The essence of ________ theory is that employees compare their job inputs and outputs with those of
others in similar work situations.

A. ratio
B. equity
C. input
D. comparison

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

5-13
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
56. Most research on equity theory has focused on _______________ as the basic outcome.

A. job titles
B. pay
C. satisfaction
D. motivation

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

57. _______________ refers to the perceived equity or fairness of the organizational processes and
procedures used to make resource and allocation decisions.

A. Distributive justice
B. Organizational justice
C. Inequity
D. Procedural justice

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

58. Procedural justice has a positive effect on all of the following except:

A. Organizational commitment
B. Getting along with others
C. Trust in superiors
D. Work effort

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

59. People are more inclined to interpret decisions as fair when:

A. They have a voice in the decision

B. There is consistency is decision making
C. The processes and procedures conform to ethical and moral values
D. All of the choices are correct.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

5-14
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
60. _________ justice refers to the perceived fairness of how resources and rewards are distributed
throughout an organization.

A. Perceived
B. Organizational
C. Procedural
D. Distributive

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

61. _________ justice is the degree to which individuals feel fairly treated in the workplace.

A. Perceived
B. Organizational
C. Distributive
D. Reward

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

62. There are ____ components of organizational justice.

A. two
B. three
C. four
D. five
The four components of this research domain are: distributive, procedural, interpersonal, and
informational justice.

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

63. Employees who experienced bullying and incivility at work were more likely to experience all of the
following except:

A. Lower life satisfaction

B. Increased desire for informational justice
C. Lower organizational commitment
D. Conflict between work and family

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

5-15
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
64. _________ justice refers to judgments made by employees about whether they feel fairly treated by
their supervisors and other authorities in the organization.

A. Interpersonal
B. Organizational
C. Distributive
D. Reward

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

65. ______________ justice focuses on whether employees perceive that decisions and other
communication from authorities are explained in a fair manner.

A. Cognitive
B. Distributive
C. Informational
D. Communications

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

66. Locke's goal theory highlights all of the following except:

A. Goal specificity
B. Goal intensity
C. Goal equity
D. Goal difficulty

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

67. All of the following are suggested ways to promote high levels of informational justice during turbulent
times except:

A. Informal "chats" by top managers, whether in person or via e-mail or videoconference

B. Sugarcoating bad news
C. Establishing a human resources hotline that employees can call for updates
D. Creating a Web page that is updated on a daily basis

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

5-16
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
68. Mike is putting forth an extreme effort to accomplish a goal. Based upon this statement we can say
Mike has _______.

A. high goal commitment

B. high goal intensity
C. high goal drive
D. high goal-esteem

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

69. In a very general sense, ____________ theory suggests that members of an organization engage in
reasonably predictable give-and-take relationships (exchanges) with each other the organization.

A. equity
B. exchange
C. distribution
D. relationship

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 05-04 Examine how the changing nature of the psychological contract influences employee motivation.
Topic: Motivation and the Psychological Contract

70. The ________________ is an unwritten agreement between the individual and the organization that
specifies what each expects to give to and receive from the other.

A. exchange contract
B. psychological contract
C. psychological equation
D. relationship covenant

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-04 Examine how the changing nature of the psychological contract influences employee motivation.
Topic: Motivation and the Psychological Contract

71. Looking at motivation from a content theory approach, the psychological contract suggests that, in
return for time, effort, and other considerations, individuals want to receive:

A. Need gratification
B. Information equity
C. Motivation
D. Job satisfaction

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-04 Examine how the changing nature of the psychological contract influences employee motivation.
Topic: Motivation and the Psychological Contract

5-17
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
72. _______________ is/are individual-oriented, in that they place primary emphasis on the characteristics
of people.

A. Content theories
B. Expectancy theory
C. Equity theory
D. Goal-setting theory

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 05-05 Summarize the action steps that managers can take to motivate employees.
Topic: Effective Managers Motivate Their Employees

73. ____________ theory emphasizes the cognitive processes and the role of intentional behavior in
motivation.

A. Cognitive
B. Equity
C. Goal-setting
D. Intentional

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-05 Summarize the action steps that managers can take to motivate employees.
Topic: Effective Managers Motivate Their Employees

74. Which of the following is considered a content theory?

A. Maslow: five-level need hierarchy

B. Vroom: an expectancy theory of choices
C. Locke: goal-setting theory that conscious goals and intentions are the determinants of behavior
D. All of the choices are based on content theory.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-05 Summarize the action steps that managers can take to motivate employees.
Topic: Effective Managers Motivate Their Employees

75. Motivation is made up of all the following "components" except:

A. Direction
B. Intensity
C. Opportunity
D. Persistence

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 05-05 Summarize the action steps that managers can take to motivate employees.
Topic: Effective Managers Motivate Their Employees

5-18
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Short Answer Questions

76. Needs refer to deficiencies an individual experiences at a particular time. List the three broad categories
are typically used to characterize these deficiencies.

The deficiencies may be physiological (e.g., a need for food), psychological (e.g., a need for self-
esteem), or sociological (e.g., a need for social interaction).

Difficulty: 2 Medium
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: The Starting Point: Needs Motivate Employees

77. How are psychological and sociological deficiencies different? Provide an example of each.

Psychological deficiencies (e.g., a need for self-esteem) address physical needs, sociological
deficiencies (e.g., a need for social interaction) address social needs.

Difficulty: 2 Medium
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: The Starting Point: Needs Motivate Employees

78. The text presents four content theories of motivation. What are they?

Four important content approaches to motivation are: (1) Maslow's need hierarchy, (2) Alderfer's ERG
theory, (3) Herzberg's two-factor theory, and (4) McClelland's learned needs theory.

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

79. Applying Maslow's theory, why might an employee's unsatisfied need present a problem to
management?

Unsatisfied needs can cause frustration, conflict, and stress. From a managerial perspective, unsatisfied
needs are dangerous because they may lead to undesirable performance outcomes.

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5-19
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
80. Maslow identified five needs and arranged them into a hierarchy. Identify the needs.

(1) Physiological, (2) Safety and security, (3) Belongingness, social, and love, (4) Esteem, and (5) Self-
actualization.

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

81. What are the basic assumptions regarding needs in Maslow's theory?

Maslow's theory assumes that a person attempts to satisfy more basic needs (physiological) before
directing behavior toward satisfying upper-level needs.

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

82. What needs are associated with Alderfer's ERG Theory?

Alderfer's three needs are: existence (E), relatedness (R), and growth (G), or ERG.

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

83. Provide three examples of what would be considered hygiene factors within the two-factor approach to
motivation.

Examples include salary, job security, working conditions, status, company procedures, quality of
technical supervision.

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5-20
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
84. What is the basic assumption of Herzberg's model?

Herzberg's model basically assumes that job satisfaction is not a unidimensional concept.

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

85. Assume that you feel you are being treated unfairly, compared to your coworkers. Identify four ways
that you can restore a feeling or sense of equity.

Any four of the following: (1) Change your inputs. (2) Change your outcomes. (3) Change your attitude.
(4) Change the reference person(s). (5) Change the inputs or outputs of the reference person(s). (6)
Leave the job or the field.

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

86. What are the four components research into organizational justice?

The four components of this research domain are: distributive, procedural, interpersonal, and
informational justice.

Difficulty: 3 Hard
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

87. In a random telephone survey of 1,000 working adults in the United States, almost half of respondents
reported working for an abusive supervisor at one time or another. List five workplace behaviors that
would have been considered abusive, intimidating, or threatening.

Student answers will vary, but textbook examples include verbal abuse, threatening gestures, persistent
criticism, yelling, spreading gossip or lies, reminding employees of their mistakes, excluding or
ignoring workers, and/or insulting workers' habits, attitudes, or personal lives. Other answers may also
be correct, such as slamming doors, pounding on tables, throwing things, making fun of one's clothing
or physical attributes, or standing aggressively close while having discussions.

Difficulty: 1 Easy
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

5-21
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
88. What is the general concept behind exchange theory?

The general concept behind exchange theory is that members of an organization should engage in
reasonably predictable give-and-take relationships with each other.

Difficulty: 2 Medium
Learning Objective: 05-04 Examine how the changing nature of the psychological contract influences employee motivation.
Topic: Motivation and the Psychological Contract

89. What is a psychological contract?

It is an unwritten agreement between an employee and the organization that specifies that each expects
to give and to receive from the other.

Difficulty: 2 Medium
Learning Objective: 05-04 Examine how the changing nature of the psychological contract influences employee motivation.
Topic: Motivation and the Psychological Contract

90. While some aspects of an employment relationship, such as pay and standard work hours, may be
explicitly stated, while others are not. Name three aspects of an employment relationship that are not
generally spelled out, but implied.

Any three of the following: (a) satisfaction, (b) challenging work, (c) fair treatment, (d) loyalty, (e)
opportunities to be creative. Other answers may also be correct.

Difficulty: 2 Medium
Learning Objective: 05-04 Examine how the changing nature of the psychological contract influences employee motivation.
Topic: Motivation and the Psychological Contract

Essay Questions

5-22
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
91. Motivation is just one of several factors that influence productivity. What other factors were discussed
in the text? What is the relationship between these factors and motivation?

No one questions that motivation plays a central role in shaping behavior influencing work
performance. However, other variables are thought to play a role in performance as well. These
variables include ability, instinct, and aspiration level, as well as personal factors such as age, education,
and family background. As shown in Exhibit 5.1, job performance is a function of the capacity to
perform, the opportunity to perform, and the willingness to perform.

Difficulty: 3 Hard
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: Chapter Introduction

92. What are the components of motivation and which is most important?

Motivation, even when coupled with a capacity and opportunity to perform, does not ensure high
performance. What the manager really wants is motivation that results in more or different behaviors.
Direction must be considered, so the employee has the opportunity to choose a path that leads to the
behavior management desires. If direction is unclear, the employee may choose a direction that is
opposite management's intentions. Intensity deserves consideration, because while two employees may
engage in the same behavior, one may do it much better, or with greater commitment than the other.
Management must try to motivate performance that achieves an acceptable and sustainable level of
effort. Finally, management generally hopes to motivate performance that will last for a certain
period—whether permanent or short term. The challenge becomes finding a way to keep people
behaving as desired and for as long as necessary. The three components are interwoven, and each is
necessary to prompt predictable performance outcomes. None is more important than the others because
of this interaction.

Difficulty: 3 Hard
Learning Objective: 05-01 Describe the role that need deficiencies play in motivating employees.
Topic: Chapter Introduction

93. If you were an organizational consultant, which content theories would you use to explain motivation?

Student answers will vary. Some will gravitate toward the needs hierarchies, despite their shortcomings,
because they fit "intuitively." Students will likely see themselves progressing toward self-actualization
and focusing less on surviving. Among the process theories, goal setting will probably get votes because
it is a specific technique that managers can implement with employees. Expectancy theory is also an
applied theory; students will like its ability to sort out desire, performance, and expected outcomes.
Some students may indicate, accurately, that the concept of the psychological contract is equally
applicable to both content and process approaches to motivation.

Difficulty: 3 Hard
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5-23
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
94. How do Alderfer's ERG theory and Maslow's need hierarchy differ?

Alderfer's three needs—existence (E), relatedness (R), and growth (G), or ERG—correspond to
Maslow's in that the existence needs are similar to Maslow's physiological and safety categories; the
relatedness needs are similar to the belongingness, social, and love category; and the growth needs are
similar to the esteem and self-actualization categories. In addition to a difference in the number of
categories, Alderfer's ERG theory and Maslow's need hierarchy differ on how people move through the
sets of needs. Maslow proposed that unfulfilled needs are predominant and that the next-higher level of
needs isn't activated or triggered until the predominant need is adequately satisfied. Thus, a person only
progresses up the need hierarchy once a lower-level need is adequately satisfied. In contrast, Alderfer's
ERG theory suggests that, in addition to the satisfaction-progression process that Maslow proposed, a
frustration-regression process is also at work. That is, if a person is continually frustrated in attempts to
satisfy growth needs, relatedness needs reemerge as a major motivating force, causing the individual to
redirect efforts toward satisfying a lower-order need category.

Difficulty: 3 Hard
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

95. Would you advise organizations to focus on extrinsic or intrinsic motivation? Explain.

Some students will prefer intrinsically motivated subordinates because of their belief that such
motivation produces greater job performance (some research supports this belief). Understanding the
intrinsic motivations of individual employees requires listening and understanding, and responding in a
meaningful way requires flexibility on the part of the manager and the organization. Intrinsic rewards
include such things as recognition, responsibility, advancement, and the work itself. Other students may
prefer extrinsically motivated workers because managers more easily control extrinsic rewards, such as
work surroundings, salary, status, and quality of interpersonal relations.

Difficulty: 2 Medium
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

96. Why do Salancik and Pfeffer believe that need models, such as Maslow's and Alderfer's, have become
so popular?

Salancik and Pfeffer proposed that need theories have become popular because they are consistent with
other theories of rational choice, and because they attribute freedom to individuals. The idea that
individuals shape their actions to satisfy unfulfilled needs gives purpose and direction to individual
activity. Furthermore, they are simple and easily expressed views of human behavior.

Difficulty: 3 Hard
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

5-24
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
97. Relate Herzberg's theory to organizational design. In your explanation connect the theory to the
components motivation.

Herzberg's two-factor theory implies that organizations must create interesting, intrinsically rewarding
jobs, if they want to motivate people. Manipulating compensation systems alone will not motivate
workers. On the other hand, adequate rewards must be offered, or employees will be dissatisfied. Pay
might be more than adequate, but if job design does not provide intrinsic rewards, employees may
perform less intensely and less persistently, or even direct their efforts to finding intrinsic rewards,
whether or not that meets management's needs. In similar ways, incongruence between reward systems
and the job itself may cause undesirable behaviors due to inadequate attention to direction, intensity, or
persistence.

Difficulty: 3 Hard
Learning Objective: 05-02 Compare the major differences between the four content approaches of motivation.
Topic: Content Approaches

98. What role does perception play in determining whether an employee is receiving equitable treatment?

Perception plays a critical role determining equity or inequity, and it varies substantially between
individuals. It is difficult to accurately measure the person's perception of a Comparison Other's inputs
and outputs, his/her own inputs and outputs, and the strength of perceived equity or inequity. A manager
may perceive that the subordinate is receiving very fair treatment while the subordinate strongly
perceives otherwise. In such a case, the manager can assist by helping the employee identify the source
of the misperception (e.g. a new employee using a long tenured employee as the Comparison Other) and
then encouraging the employee to engage in a more appropriate evaluation of equity (e.g. using another
new hired as the Comparison Other).

Difficulty: 2 Medium
Learning Objective: 05-03 Give examples of how the three process approaches affect employee motivation.
Topic: Process Approaches

5-25
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
99. Is there a psychological contract between the students enrolled in this course and the instructor? What
are some of the specifics of this contract? How was the contract determined?

Students will probably suggest that there is a psychological contract between the students and the
instructor and that the contract involves features such as the following: (1) Instructor's obligations
include organizing and teaching the course, being available to assist students in the learning process,
making assignments, giving exams and objectively compiling grades on the student's performance; and
(2) Student's obligations involve coming to class, taking notes, participating in discussion, exercises and
case analysis, doing assigned readings and projects, and taking tests The contract is a function of the
class syllabus, opening day statements by the instructor, and by the guidelines each institution sets up
for student and instructor conduct. Some students might suggest that the instructor has an obligation to
be interesting, entertaining, funny, inspirational, and understanding of student excuses for incomplete or
unacceptable work.

Difficulty: 2 Medium
Learning Objective: 05-04 Examine how the changing nature of the psychological contract influences employee motivation.
Topic: Motivation and the Psychological Contract

100. Should organizations manage the psychological contract?

Managing the psychological contract successfully is one of the more important and challenging aspects
of most managers' jobs. The more attuned the manager is to the needs and expectations of subordinates,
the greater the number of matches that are likely to exist and be maintained in the psychological
contract. This, in turn, can positively impact the direction, intensity, and persistence of motivation in the
organization.

Difficulty: 2 Medium
Learning Objective: 05-04 Examine how the changing nature of the psychological contract influences employee motivation.
Topic: Motivation and the Psychological Contract

5-26
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.