Solution Manual for Organizational Behavior Human

Behavior at Work 14th Edition Newstrom 0078112826

9780078112829
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Chapter 5
Motivation

True/False Questions

1. Motivation originates from within an individual.

Ans: True
Page: 116
Difficulty: Easy

2. High expectations sometimes make it difficult for achievement-oriented managers to delegate

effectively.
Ans: True
Page: 118-119
Difficulty: Medium

3. People with power motives work better when they are complimented for their favorable
attitudes and cooperation.
Ans: False
Feedback: People with affiliation motives work better when they are complimented for their
favorable attitudes and cooperation.
Page: 119
Difficulty: Medium

4. Managers with strong needs for affiliation are always the most effective.
Ans: False
Feedback: Managers with strong needs for affiliation may have difficulty being effective
managers.
Page: 119
Difficulty: Medium

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written consent of McGraw-Hill Education.
5. Power-motivated people make excellent managers if their drives are for personal power rather
than institutional power.
Ans: False
Feedback: Power-motivated people make excellent managers if their drives are for institutional
power instead of personal power.
Page: 119
Difficulty: Medium

6. The theories of Maslow, Herzberg, and Alderfer build on the distinction between primary and
secondary needs.
Ans: True
Page: 121
Difficulty: Easy

7. Giving more of the same reward can have a diminishing impact on motivation.
Ans: True
Page: 122
Difficulty: Medium

8. According to Maslow’s hierarchy of needs, the lower-order needs do not have to be satisfied
for employees to move on to the high-order needs.
Ans: False
Feedback: According to Maslow’s hierarchy of needs, unless the two lower-order needs
(physiological and security) are basically satisfied, employees will not be greatly concerned with
higher-order needs.
Page: 122
Difficulty: Medium

9. Herzberg’s theory of motivation is universally applicable.

Ans: False
Feedback: The Herzberg model is not universally applicable, because it was based on and applies
best to managerial, professional, and upper-level white-collar employees.
Page: 124
Difficulty: Medium

10. According to Alderfer’s E-R-G model, pay, physical working conditions, and job security
can all address growth needs.
Ans: False
Feedback: According to Alderfer’s E-R-G model, pay, physical working conditions, and job

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written consent of McGraw-Hill Education.
security can all address existence needs.
Page: 124
Difficulty: Medium

11. Content theories argue that external consequences tend to determine behavior.
Ans: False
Feedback: Whereas content theories argue that internal needs lead to behavior, OB Mod states
that external consequences tend to determine behavior.
Page: 125
Difficulty: Medium

12. Negative reinforcement occurs when behavior is accompanied by removal of an unfavorable

consequence.
Ans: True
Page: 127
Difficulty: Easy

13. Continuous reinforcement may be desirable in some instances to encourage quick learning.
Ans: True
Page: 128
Difficulty: Easy

14. Learning is slower with continuous reinforcement than with partial reinforcement.
Ans: False
Feedback: Learning is slower with partial reinforcement than with continuous reinforcement.
Page: 128
Difficulty: Medium

15. Self-efficacy can be judged either on a specific task or across a variety of performance
duties.
Ans: True
Page: 129
Difficulty: Easy

16. Self-generated feedback has little motivational value.

Ans: False
Feedback: Performance feedback tends to encourage better job performance, and self-generated
feedback is an especially powerful motivational tool.
Page: 131
Difficulty: Medium

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written consent of McGraw-Hill Education.
17. Instrumentality refers to the strength of a person’s preference for receiving a reward.
Ans: False
Feedback: Instrumentality represents the employee’s belief that a reward will be received once
the task is accomplished.
Page: 133
Difficulty: Easy

18. If both expectancy and instrumentality are low, then motivation will be weak even if the
reward has high valence.
Ans: True
Page: 133
Difficulty: Medium

19. A complex incentive is often more motivating than a simple one.

Ans: False
Feedback: A simple straightforward incentive is often more motivating than a complex one.
Page: 134
Difficulty: Medium

20. Equity sensitivity suggests that individuals have similar preferences for equity.
Ans: False
Feedback: Equity sensitivity suggests that individuals have different preferences for equity.
Page: 137
Difficulty: Easy

Multiple Choice Questions

1. _____ is a drive some people have to pursue and attain challenging goals.
A) Achievement motivation
B) Experience motivation
C) Affiliation motivation
D) Power motivation
Ans: A
Page: 118
Difficulty: Easy

2. Fiona is a manager in a software firm who finds it difficult to delegate effectively. Her
subordinates find it difficult to satisfy her high demands. Which of the following statements best

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written consent of McGraw-Hill Education.
describes Fiona?
A) She is an affiliation-oriented manager.
B) She is a power-oriented manager.
C) She is an achievement-oriented manager.
D) She is an experience-oriented manager.
Ans: C
Page: 118
Difficulty: Hard

3. _____ is a drive to relate to people on a social basis—to work with compatible people and
experience a sense of community.
A) Achievement motivation
B) Affiliation motivation
C) Experience motivation
D) Power motivation
Ans: B
Page: 119
Difficulty: Easy

4. Affiliation-oriented managers may have difficulty in _____.

A) assigning challenging tasks
B) directing work activities
C) monitoring work effectiveness
D) all of the above
Ans: D
Page: 119
Difficulty: Easy

5. _____ is a drive to influence people, take control, and change situations.

A) Affiliation motivation
B) Power motivation
C) Experience motivation
D) Achievement motivation
Ans: B
Page: 119
Difficulty: Easy

6. Which of the following is a primary need?

A) Competitiveness
B) Self-esteem
C) Sleep
D) Respect

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written consent of McGraw-Hill Education.
Ans: C
Page: 120
Difficulty: Easy

7. Which of the following is a secondary need?

A) Competitiveness
B) Food and water
C) Sleep
D) None of the above
Ans: A
Page: 120
Difficulty: Easy

8. Which of the following is classified as a lower-order need in Maslow’s hierarchy of needs?

A) A sense of belonging
B) The social environment at work
C) A safe work environment
D) A feeling of self-actualization
Ans: C
Page: 121
Difficulty: Easy

9. Which of the following is classified as a higher-order need in Maslow’s hierarchy of needs?

A) A safe work environment
B) Being loved
C) A comfortable retirement plan
D) Need for food, air, and water
Ans: B
Page: 122
Difficulty: Easy

10. Which of the following is the last level of human needs in Maslow’s theory of motivation?
A) Belonging and social needs
B) Physiological needs
C) Self-actualization and fulfillment needs
D) Safety and security needs
Ans: C
Page: 122
Difficulty: Easy

11. All of the following are examples of extrinsic motivators EXCEPT _____.

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written consent of McGraw-Hill Education.
A) retirement plans
B) health insurance
C) vacations
D) recognition
Ans: D
Page: 123
Difficulty: Easy

12. Under the E-R-G model, employees are initially interested in satisfying their _____ needs.
A) growth
B) relatedness
C) existence
D) none of the above
Ans: C
Page: 124
Difficulty: Easy

13. In Alderfer’s E-R-G model, the _____ need involves the desire for self-esteem and self-
actualization.
A) existence
B) relatedness
C) growth
D) experience
Ans: C
Page: 124
Difficulty: Easy

14. Which of the following statements is true of OB Mod?

A) It states that internal needs lead to behavior.
B) It states that external consequences tend to determine behavior.
C) It places the least degree of control in the hands of the manager.
D) It is based on the idea that behavior is independent of its consequences.
Ans: B
Page: 125
Difficulty: Medium

15. _____ provides a favorable consequence that encourages repetition of a behavior.

A) Power motivation
B) Affiliation motivation
C) Positive reinforcement
D) Negative reinforcement
Ans: C

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written consent of McGraw-Hill Education.
Page: 126
Difficulty: Easy

16. _____ is a systematic and progressive application of positive reinforcement.

A) Scaling
B) Extinction
C) Expansion
D) Shaping
Ans: D
Page: 127
Difficulty: Easy

17. _____ occurs when behavior is accompanied by removal of an unfavorable consequence.

A) Power motivation
B) Affiliation motivation
C) Positive reinforcement
D) Negative reinforcement
Ans: D
Page: 127
Difficulty: Easy

18. _____ is the administration of an unfavorable consequence that discourages a certain

behavior.
A) Punishment
B) Extinction
C) Positive reinforcement
D) Negative reinforcement
Ans: A
Page: 128
Difficulty: Easy

19. _____ is the withholding of significant positive consequences that were previously provided
for a desirable behavior.
A) Positive reinforcement
B) Shaping
C) Extinction
D) Negative reinforcement
Ans: C
Page: 128
Difficulty: Easy

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written consent of McGraw-Hill Education.
20. _____ occurs when reinforcement accompanies each correct behavior by an employee.
A) Shaping
B) Extinction
C) Partial reinforcement
D) Continuous reinforcement
Ans: D
Page: 128
Difficulty: Easy

21. _____ occurs when only some of the correct behaviors are reinforced—either after a certain
time or after a number of correct responses.
A) Continuous reinforcement
B) Partial reinforcement
C) Extinction
D) Shaping
Ans: B
Page: 128
Difficulty: Easy

22. _____ is an internal belief regarding one’s job-related capabilities and competencies.
A) Self-esteem
B) Self-efficacy
C) Self-concept
D) Self-integrity
Ans: B
Page: 129
Difficulty: Easy

23. According to the expectancy model, motivation = _____.

A) valence × expectancy/instrumentality
B) valence × expectancy × instrumentality
C) valence/expectancy × instrumentality
D) valence/expectancy/instrumentality
Ans: B
Page: 132
Difficulty: Easy

24. _____ refers to the strength of a person’s preference for receiving a reward.
A) Shaping
B) Expectancy
C) Valence
D) Instrumentality

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Ans: C
Page: 132
Difficulty: Easy

25. _____ is the strength of belief that one’s work-related effort will result in completion of a
task.
A) Shaping
B) Expectancy
C) Valence
D) Instrumentality
Ans: B
Page: 132
Difficulty: Easy

26. _____ represents the employee’s belief that a reward will be received once the task is
accomplished.
A) Shaping
B) Expectancy
C) Valence
D) Instrumentality
Ans: D
Page: 133
Difficulty: Easy

27. Cathy feels that no matter how much effort she puts, she will never be able to submit her
report on time. Hence, she does not want to work hard on her report. This indicates that her
valence is closer to _____.
A) 1
B) 0
C) -1
D) none of the above
Ans: B
Page: 134
Difficulty: Hard

28. The expectancy model depends on the employee’s perception of the relationship between all
of the following EXCEPT _____.
A) performance
B) effort
C) reward
D) status
Ans: D

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written consent of McGraw-Hill Education.
Page: 134
Difficulty: Easy

29. According to the equity theory by J. Stacy Adams, _____.

A) One’s own outcomes/One’s own inputs = Others’ outcomes/Others’ inputs
B) One’s own inputs + Other’s inputs + One’s own outcomes = Other’s outcomes
C) One’s own outcomes/Other’s input = One’s own inputs/Others’ outcomes
D) Other’s inputs × One’s own inputs × Other’s outcomes = One’s own outcomes
Ans: A
Page: 135
Difficulty: Medium

30. Major challenges for a manager using the equity model lie in all of the following EXCEPT
in _____.
A) understanding that employees work within several social systems
B) measuring employee assessments of inputs and outputs
C) identifying employees’ references
D) evaluating employee perceptions of inputs and outputs
Ans: A
Page: 137
Difficulty: Medium

Essay Questions

1. How does achievement motivation influence behavior?

Ans: Achievement-oriented people work harder when their supervisors provide detailed
evaluation of their work behavior. Furthermore, achievement-oriented people select assistants
who are technically capable, with little regard for personal feelings about them. People with an
affiliation-oriented motive work better when they are complimented for their favorable attitudes
and cooperation. They tend to surround themselves with friends and likable people, receiving
inner satisfaction from being with friends and focusing on job freedom to develop those
relationships.
Page: 119
Difficulty: Medium

2. What are intrinsic and extrinsic motivators? Provide an example of each.

Ans: Intrinsic motivators are internal rewards that a person feels when performing a job; for
example, a feeling of accomplishment when you perform your job well. Extrinsic motivators are
external rewards that occur apart from the nature of work and provide no direct satisfaction at the
time the work is performed; for example, health insurance and vacations.
Page: 123
Difficulty: Medium

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written consent of McGraw-Hill Education.
3. What are the important differences between Maslow’s, Herzberg’s, and Alderfer’s models?
Ans: Maslow and Alderfer focus on the internal needs of the employee, whereas Herzberg also
identifies and differentiates the conditions (job content or job context) that could be provided for
need satisfaction.
Maslow’s and Herzberg’s models suggest that in modern societies many workers have already
satisfied their lower-order and maintenance needs, so they are now motivated mainly by higher-
order needs and motivators. Alderfer suggests that the failure to satisfy relatedness or growth
needs will cause renewed interest in existence needs.
Page: 124-125
Difficulty: Medium

4. What is the major difficulty with content models of motivation?

Ans: The major difficulty with content models of motivation is that the needs people have are not
subject to observation by managers or to precise measurement for monitoring purposes. It is
difficult, for example, to measure an employee’s esteem needs or to assess how they change over
time. Further, simply knowing about an employee’s needs does not directly suggest to managers
what they should do with that information.
Page: 125
Difficulty: Medium

5. Explain the law of effect on which OB Mod is heavily based.

Ans: OB Mod is based on the idea that behavior depends on its consequences; therefore,
managers can control, or at least affect, a number of employee behaviors by manipulating their
consequences. The law of effect states that a person tends to repeat behavior that is accompanied
by favorable consequences (reinforcement) and tends not to repeat behavior that is accompanied
by unfavorable consequences. Two conditions are required for successful application of OB
Mod—the manager must be able to identify some powerful consequences (as perceived by the
employee) and then must be able to control and administer them in such a way that the employee
will see the connection between the behavior to be affected and the consequences.
Page: 125
Difficulty: Medium

6. What is shaping and what is its importance?

Ans: Shaping is a systematic and progressive application of positive reinforcement in order to
reinforce behavior in the desired direction. In other words, it occurs when more frequent
reinforcements are successively given as the employee comes closer to the desired behavior.
Shaping is especially useful for teaching complex tasks.
Page: 127
Difficulty: Medium

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written consent of McGraw-Hill Education.
7. Identify at least five tips for building employee self-efficacy.
Ans: The tips for building employee self-efficacy are as follows:
 Don’t imply that employees are incompetent.
 Don’t talk down to them about their performance.
 Don’t find petty faults with their results.
 Don’t criticize their work in front of their peers.
 Don’t belittle the importance of their jobs or tasks.
 Do praise them for their appropriate efforts—and especially their products.
 Do ask for their inputs and suggestions.
 Do listen carefully to their ideas for improvements.
 Do share positive feedback from their peers with them.
 Do provide formal recognition for their achievements.
Page: 130
Difficulty: Medium

8. What is the difference between the implications of need-based models of motivation and the
idea of valence in the expectancy model?
Ans: In the need-based models, broad generalizations are used to predict where a group of
employees may have the strongest drives or the greatest unsatisfied needs. In the expectancy
model, managers need to gather specific information about an individual employee’s preferences
among a set of rewards and then continue to monitor changes in those preferences.
Page: 132
Difficulty: Medium

9. Employees who feel overrewarded will feel an imbalance in their relationship with their
employer. What kinds of actions might they take to restore balance?
Ans: Employees who feel overrewarded may try to work harder to justify the additional rewards.
Alternatively, they could discount the value of the rewards received or try to convince other
employees to ask for more rewards.
Page: 136
Difficulty: Medium

10. What kinds of actions might underrewarded employees seek to reduce their feelings of
inequity?
Ans: Employees who feel underrewarded may lower the quality or quantity of their productivity,
they could inflate the perceived value of the rewards received, or they could bargain for more
rewards. They could also find someone else to compare themselves with, or they might just quit.
Page: 136
Difficulty: Medium

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written consent of McGraw-Hill Education.