Principals of Management by Jones

Chapter 13 - Motivation and Performance
Chapter 13
Motivation and Performance
True / False Questions
1. The concept of motivation is only concerned with the level of persistence of the worker.
True False
2. Persistence refers to how hard an employee works within the organization.

True False
3. Effort refers to how hard people work.

True False
4. Persistence refers to the many possible behaviors a person could engage in.
True False
5. Many managers are extrinsically motivated; they derive a sense of accomplishment and
achievement from helping the organization achieve its goals.
True False
6. Jobs that score high on the five characteristics of the Job Characteristics Model are more
likely to lead to intrinsic motivation than jobs that are low on these characteristics.
True False
7. Steve is a broker at a large financial company and gets his motivation from the commission
on his sales. Steve is intrinsically motivated.
True False
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8. In extrinsically motivated behavior, the source of motivation is in the consequences of the

behavior, and not in the behavior itself.
True False
9. Drew knew if he didn't follow the company dress code he would be punished, so he
reluctantly wore his tie every day. Drew's motivation is intrinsic.
True False
10. People can be intrinsically motivated, extrinsically motivated, but cannot be both
intrinsically and extrinsically motivated.
True False
11. A person cannot be both prosocial and extrinsically motivated.

True False
12. An employee's perception about the extent to which his effort will result in a given level
of performance is known as expectancy.
True False
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13. Members of an organization are motivated to put forth a high level of effort only if they
think that doing so leads to high performance.
True False
14. Employees are motivated to perform at a high level only if they think high performance
will lead to outcomes such as pay, job security, interesting job assignments, bonuses, or a
feeling of accomplishment.
True False
15. The term instrumentality refers to how desirable each of the outcomes available from a
job or organization is to a person.
True False
16. Providing employees with highly valent outcomes has the potential to reduce turnover.
True False
17. According to Maslow's hierarchy of needs theory, higher level needs must be satisfied
before lower level needs.
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True False
18. According to Maslow's hierarchy of needs theory, the highest level of unmet needs in the
hierarchy is the prime motivator of behavior.
True False
19. According to the ERG theory, as lower-level needs become satisfied, a person seeks to
satisfy higher-level needs.
True False
20. According to Herzberg's motivator-hygiene theory, satisfying hygiene needs results in

high levels of motivation and high levels of job satisfaction.
True False
21. The need for affiliation is the extent to which an individual is concerned about having the
people around him or her get along with each other.
True False
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22. Equity exists when a person perceives his or her own outcome-input ratio to be equal to a
referent's outcome-input ratio.
True False
23. Overpayment inequity exists when a person perceives that his or her own outcome-input
ratio is less than that of a referent.
True False
24. Goal-setting theory focuses on motivating workers to contribute their inputs to their jobs
and organizations.
True False
25. Goal-setting theory suggests that to stimulate high motivation and performance, goals
must be specific but not difficult.
True False
26. The basic premise of learning theories is that managers can increase employee motivation
and performance by how they link the outcomes that employees receive to the performance of
desired behaviors and the attainment of goals.
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True False
27. By linking positive reinforcers to the performance of functional behaviors, managers

motivate people to perform the desired behaviors.
True False
28. Negative reinforcement is primarily used to present a negative consequence for behavior
when functional behaviors are performed.
True False
29. Punishment involves removing a negative consequence when dysfunctional behaviors

occur.
True False
30. Managers who use positive reinforcement can get into trouble if they are not careful to
identify the right behaviors to reinforce.
True False
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31. Punishment entails the removal of a negative consequence when functional behaviors are
performed; negative reinforcement entails the administration of negative consequences when
dysfunctional behaviors are performed.
True False
32. Vicarious learning is the same thing as "observational learning."

True False
33. Vicarious learning is a strong source of motivation in which people learn by watching
others.
True False
34. Self-efficacy influences motivation when workers provide their own reinforcement, but
not when managers provide reinforcement.
True False
35. A compensation plan of an organization that bases pay on performance levels is called a
merit pay plan.
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True False
36. Profit sharing is a financial instrument that entitles the bearer to buy shares of an
organization's stock at a certain price during a certain period or under certain conditions.
True False
37. When an organization bases a sales representative's pay on the percentage of sales dollars
generated by the rep, the organization is using a commission pay program.
True False
Multiple Choice Questions
38. How hard an employee works on the job is referred to as:

A. Persistence
B. Effort
C. Instrumentality
D. Valence
E. Equity
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39. The degree to which an employee keeps trying when faced with obstacles to the
accomplishment of a goal is referred to as:
A. Instrumentality
B. Equity
C. Valence
D. Effort
E. Persistence
40. As a manager, Michael derives a sense of accomplishment and achievement from assisting
his organization achieve its goals. Michael's motivation to perform is:
A. Extrinsic
B. Intrinsic
C. Equity based
D. Prosocial
E. Monetary
41. A college professor who does her job well because she enjoys seeing students grow and
learn is said to be:
A. Extrinsically motivated
B. Negatively reinforced
C. Positively reinforced
D. Intrinsically motivated
E. Experiencing equilibrium
42. Behavior that is performed by an employee to acquire a material reward, to acquire a

social reward, or to avoid punishment is referred to as:
E. Prosocially motivated
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43. Steve is a broker at a large financial company and gets his motivation from the
commission on his sales. Steve is:
44. A worker in an automobile assembly line who chooses this type of work because of the
job security it entails is said to be:
A. Intrinsically motivated
B. Experiencing overpayment inequity
C. Experiencing underpayment inequity
D. Extrinsically motivated
E. Positively reinforced
45. All of the following are likely examples of intrinsic motivators EXCEPT:
A. Interesting work
B. A feeling of accomplishment
C. Praise
D. Autonomy
E. Responsibility
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46. All of the following are likely examples of extrinsic motivators EXCEPT:
A. Praise
B. Job security
C. Benefits
D. Vacation time
E. Autonomy
47. Tom, a top manager at ExpressFed, derives a sense of accomplishment and achievement
from managing a large corporation and strives to reach year-end targets to obtain his
customary bonus. Tom is:
A. Extrinsically motivated only
B. Intrinsically motivated only
C. Prosocially motivated only
D. Negatively reinforced
E. Extrinsically and intrinsically motivated
48. A surgeon who specializes in organ transplants and enjoys the challenge of performing
complex operations, has a strong desire to help her patients regain their health and extend
their lives through successful organ transplants, and also is motivated by the relatively high
income she earns has high ______ motivation.
A. extrinsic only
B. intrinsic only
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C. prosocial only
D. intrinsic, extrinsic, and prosocial
E. extrinsic and intrinsic only
49. One of the following theories specifically postulates that motivation of employees will be
high when employees believe that a high level of effort on their part will lead to high
performance on their part, but only when they believe that high performance leads to their
attainment of outcomes that they desire (e.g. higher pay, promotion, etc.). Which theory does
this?
A. Expectancy theory
B. Valence theory
C. Hierarchy of needs theory
D. Motivator-hygiene theory
E. Goal-setting theory
50. An employee's perception about the extent to which her effort will result in a given level
of her performance is known as:
A. Valence
B. Expectancy
C. Instrumentality
D. Equity
E. Inequity
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51. According to the expectancy theory, what is/are the major factor(s) that determine(s) a
person's motivation?
A. Valence only
B. Expectancy only
C. Instrumentality only
D. Expectancy and instrumentality but not valence
E. Expectancy, instrumentality and valence
52. An employee's perception of the extent to which his performance at a given level will
result in outcomes he desires is known as:
A. Instrumentality
B. Inequity
C. Valence
D. Expectancy
E. Punishment
53. Sandy announces at the morning staff meeting, that any sales member that exceeds a 15%
increase in sales will receive a 15% commission. Sandy is promoting
A. Expectancy
B. Instrumentality
C. Valence
D. Equity
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E. Hygiene
54. The desirability to an employee of each of the outcomes available from the employee's job
or organization is known as:
A. Instrumentality
B. Expectancy
C. Valence
D. Equity
E. Extinction
55. A manager makes sure the outcomes offered to subordinates for good performance are
rewards they value. The manager is working on:
A. Valence
B. Instrumentality
C. Expectancy
D. Self-Actualization
E. Goals
56. According to expectancy theory, high motivation will occur when:

A. Expectancy is high.
B. Instrumentality is high.
C. Valence is high.
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D. Any two of three factorsexpectancy, instrumentality, or valence are high.

E. Expectancy, instrumentality, and valance are all high.
57. According to Maslow's hierarchy of needs theory, individuals have ______ kinds of
needs.
A. seven
B. three
C. five
D. two
E. ten
58. Which of the following motivators is the most basic need in Maslow's hierarchy?
A. Safety
B. Belonging
C. Physiological
D. Esteem
E. Self-actualization
59. RST Consulting hosts a huge holiday party for the entire office. What need is RST
Consulting attempting to satisfy?
A. Physiological
B. Safety
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C. Esteem
D. Belongingness
60. According to Alderfer's ERG theory, if an individual becomes frustrated at a certain level
of need, the person will then:
A. Skip a level
B. Continue to pursue the need, despite frustration
C. Focus more on satisfying a lower level
D. Quit trying to satisfying any need
E. Become self-actualizing
61. In Herzberg's motivator-hygiene theory, needs that are related to the nature of the work
itself and the degree of challenge contained in the work are known as:
A. Motivator needs
B. Expectancy needs
C. Instrumentality needs
D. Hygiene needs
E. Valence needs
62. In Herzberg's motivator-hygiene theory, all of the following are examples of motivator
needs EXCEPT:
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A. Interesting work
B. Responsibility
C. Pay
D. A sense of accomplishment
E. Autonomy
63. In Herzberg's motivator-hygiene theory, needs that are related to the physical and
psychological context in which the work is performed are known as:
A. Motivator needs
B. Hygiene needs
C. Valence needs
D. Expectancy needs
E. Extinction needs
64. In Herzberg's motivator-hygiene theory, all of the following are examples of hygiene
needs EXCEPT:
A. Pay
B. Responsibility
C. Job security
D. Good relationships with coworkers
E. Effective supervision
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65. Which theory helped to focus researchers' and managers' attention on the important
distinction between intrinsic motivation and extrinsic motivation?
A. Maslow's Hierarchy Theory
B. Alderfer's ERG Theory
C. Herzberg's Motivator-Hygiene Theory
D. McClelland's Needs Theory
E. Equity Theory
66. The extent to which an individual has a strong desire to perform challenging tasks well
and to meet personal standards for excellence is referred to as:
A. The need for power
B. The need for self-actualization
C. The need for achievement
D. The need for affiliation
E. The need for actualization
67. What need(s) has (have) research found to be assets for first-line and middle managers to
possess?
A. Power
B. Affiliation
C. Achievement
D. Both power and achievement
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E. Power, affiliation, and achievement are all assets
68. What need(s) has (have) research found to be especially important for upper managers to
possess?
A. Power
B. Affiliation
C. Achievement
69. A high ______ may not always be desirable in managers and other leaders because it
might lead them to try too hard to be liked by others.
A. need for affiliation
B. need for esteem
C. need for power
D. need for self-actualization
E. need for achievement
70. The theory of motivation that focuses on the people's perceptions of the fairness of their
work outcomes relative to their work inputs is known as:
A. Equity theory
B. Valence theory
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C. Instrumentality theory
D. The needs hierarchy theory
E. Motivator-hygiene theory
71. Lacy, an employee at Nationwide Cellular, perceives that her outcome/input ratio is higher
than that of his coworker Julia. This is known as:
A. Overpayment inequity
B. Underpayment inequity
C. The valence effect
D. Positive reinforcement
E. Extinction
72. What exists when a person's own outcome-input ratio is perceived to be less than that of a
referent?
A. The valence effect
B. Extinction
C. Negative reinforcement
D. Underpayment inequity
E. Overpayment inequity
73. Julia perceives that she is working harder and being paid less than a number of her
coworkers. Julia is likely to:
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A. Raise their perceptions of their own inputs

B. Increase her working hours
C. Be absent more
D. Ask for more work
74. People experiencing overpayment inequity are most likely to:

B. Ask for a raise
C. Work slower
D. Be absent more
E. Raise their perceptions of others' inputs
75. The most motivating goals are:

A. Specific and easy
B. General and easy
C. Specific and difficult
D. General and difficult
E. Specific and out of reach
76. Which theory focuses on motivating workers to contribute their inputs to their jobs and
organizations in a way similar to expectancy theory and equity theory?
A. Goal-setting theory
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B. ERG theory
C. Equity theory
D. Operant conditioning theory
77. Specific, difficult goals motivate people to:

A. Contribute fewer inputs to their jobs
B. Reduce their outputs
C. Contribute more inputs to their jobs
D. Contribute fewer outputs from their jobs
E. Reduce their effort
78. Specific, difficult goals can detract from performance when:

A. The employee is learning simple, easy tasks
B. The employee is learning complex, difficult tasks
C. The employee is performing routine tasks
D. The employee has been on the job a significant amount of time
E. The employee provides his own feedback
79. Which of the following theories describes how employees learn to perform behaviors that
lead to desired consequences, and to avoid behaviors that lead to undesired consequences?
A. Needs hierarchy theory
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B. ERG theory
C. Equity theory
80. When Alice makes it to work on time for an entire quarter, her manager, Dan, takes her off
of probation. This is known as:
A. Positive reinforcement
B. Extinction
D. Inequity
E. Instrumentality
81. For most people, pay is considered to be:

A. A negative reinforcer
B. A positive reinforcer
C. A negative valence
D. Vicarious learning
E. Self-efficacy
82. For most people, a promotion is considered to be:

A. A negative valence
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B. Self-efficacy
C. Vicarious learning
D. A positive reinforcer
E. A negative reinforcer
83. For most people, praise from their superior is considered to be:
A. A positive reinforcer
B. A negative reinforcer
C. Extinction
D. Self-efficacy
E. A negative valence
84. A manager removes a positive reinforcement in order to change the behavior of a

subordinate. This is called:
A. Extinction
B. Positive reinforcement
D. Instrumentality
E. Valence
85. Negative reinforcement involves __________ negative consequences when functional

behaviors are performed and punishment involves __________ negative consequences when
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dysfunctional behaviors are performed.

A. removing; removing
B. administering; administering
C. removing; administering
D. administering; removing
E. administering; implementing
86. When John violated the company's sexual harassment policy, Kyle had to suspend John
for two weeks without pay. This is known as:
A. Extinction
D. Equity
E. Punishment
87. OB Modification is based on the principles of:

A. Learning Theory
B. Maslow's Hierarchy
D. Equity Theory
E. Operant Conditioning
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88. Which theory proposes that motivation results not only from direct experience of rewards
and punishments but also from a person's thoughts and beliefs?
B. ERG theory
C. Equity theory
E. Social learning theory
89. What type of learning occurs when a person (the learner) becomes motivated to perform a
behavior by watching another person (the model) performing the behavior and being
positively reinforced for doing so?
A. Operant
B. Reinforced
C. OBMod
D. Vicarious
E. Self-reinforced
90. Another name for observational learning is:

A. Self-efficacy
B. Operant learning
D. Equity learning
E. Contingent learning
91. Jose controls his own behavior without the need for outside control of that behavior by
another manager. This is an example of:
A. Vicarious learning
B. Self-efficacy
C. Self-reinforcement
D. Observational learning
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92. As a reward for completing his assignment two weeks ahead of schedule, Scott rewarded
himself with a long vacation. The reward is a(n):
A. Vicarious reinforcer
B. Negative reinforcer
C. Self-reinforcer
D. Expectancy
E. Valence
93. A person's belief about his or her ability to perform a behavior successfully is referred to
as:
A. Self-reinforcement
B. Vicarious learning
C. Observational learning
D. Self-efficacy
E. Equity theory
94. A compensation plan basing pay on performance is often called:

A. Equity pay
B. Merit pay
C. Wage
D. Salary
E. Expectancy
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95. Terry was recently hired by Acme Explosives. As part of her hiring, she was given stock
options that she can purchase after she has been employed a year. The price she will pay is
called the ___________ and the constraints on when she can purchase is called a _________.
A. exercise price; market condition
B. vesting price; exercise condition
C. contingent price; market condition
D. market price; vesting condition
E. exercise price; vesting condition
96. When an organization bases employees' pay on the number of units each employee
produces, they are using a:
A. A profit-sharing plan
B. A Scanlon plan
C. Piece-rate plan
D. Commission pay plan
E. Stock option plan
97. A worker who is paid on the basis of the number of computer components produced per
day is said to be paid on:
A. An organization-based plan
B. A group-based plan
C. A commission basis
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D. An equity basis
E. A piece-rate basis
98. A real-estate agent who is paid on the basis of a percentage of the sale price of a home is
said to be paid on:
A. A piece-rate basis
B. An equity basis
D. An underpayment inequity basis
E. An overpayment inequity basis
99. Which plan focuses on reducing expenses or cutting costs; members of an organization are
motivated to come up with and implement cost-cutting strategies because a percentage of the
cost savings achieved during a specified time is distributed to the employees?
A. A commission plan
B. An equity plan
C. A piece-rate plan
D. A group-based plan
E. A Scanlon plan
Essay Questions
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100. Define motivation and describe the psychological factors that contribute to motivation.
101. Explain how an employee can be intrinsically motivated, extrinsically motivated,

prosocial, or any combination, depending on the factors in his job situation. Give one example
of an employee who exhibits each of these in work situations.
102. Discuss the three major factors in expectancy theory and explain their possible impact on
the motivation of a manager. Give an example of a time in your life when you were very
motivated and explain it, using expectancy theory.
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103. Discuss the five basic needs in Maslow's hierarchy of needs. Provide a real world
example of each need.
104. Discuss the three categories of needs of Alderfer's ERG theory. Explain how an
employee can be motivated by more than one of these needs at the same time.
105. Discuss Herzberg's motivator-hygiene theory. Differentiate between motivator needs and
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hygiene needs.
106. Discuss McClelland's theory of needs.
107. Explain equity theory and discuss the various types of inequity.
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108. Explain the goal setting theory and explain how specific, difficult goals motivate people.
109. Define operant conditioning theory and discuss each of these techniques by providing a
specific example of how a manager could use each of these techniques in attempting to
change a subordinate's behavior.
110. Discuss the pros and cons of using punishment. If managers use punishment, how should
they minimize the negative side effects?
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111. Discuss how each of the theories described in this chapter alludes to the importance of
pay and suggests that pay should be based on performance.
112. Explain what is meant by a "merit pay plan" and discuss its possible advantages and
disadvantages within an organization.
113. Which is more motivational, a salary increase or a bonus?
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Chapter 13 Motivation and Performance Answer Key
True / False Questions
1. (p. 430) The concept of motivation is only concerned with the level of persistence of the
worker.
FALSE
The concept of motivation is concerned with the direction of behavior, the amount of effort,
and the level of persistence of the worker.
AACSB: Reflective Thinking

Bloom's: Remember
Difficulty: Easy
Learning Objective: 13-01 Explain what motivation is and why managers need to be concerned about it.
Topic: Motivation
2. (p. 430) Persistence refers to how hard an employee works within the organization.
FALSE
Persistence refers to whether, when faced with roadblocks and obstacles, people keep trying
or give up.

Bloom's: Remember
Difficulty: Easy
Topic: Motivation
13-35
3. (p. 430) Effort refers to how hard people work.

TRUE
Effort refers to how hard people work.

Bloom's: Remember
Difficulty: Easy
Topic: Motivation
13-36
4. (p. 430) Persistence refers to the many possible behaviors a person could engage in.
FALSE
The direction of a person's behavior refers to the many possible behaviors a person could
engage in.

Bloom's: Remember
Difficulty: Easy
Topic: Motivation
5. (p. 430) Many managers are extrinsically motivated; they derive a sense of accomplishment
and achievement from helping the organization achieve its goals.
FALSE
Many managers are intrinsically motivated; they derive a sense of accomplishment and
achievement from helping the organization achieve its goals and gain competitive advantages.

Bloom's: Understand
Difficulty: Medium
Topic: Motivation
6. (p. 430) Jobs that score high on the five characteristics of the Job Characteristics Model are
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more likely to lead to intrinsic motivation than jobs that are low on these characteristics.
TRUE
Jobs that are interesting and challenging or high on the five characteristics described by the
job characteristics model are more likely to lead to intrinsic motivation than are jobs that are
boring or do not use a person's skills and abilities.

Bloom's: Understand
Difficulty: Medium
Topic: Motivation
7. (p. 430) Steve is a broker at a large financial company and gets his motivation from the
commission on his sales. Steve is intrinsically motivated.
FALSE
Extrinsically motivated behavior is behavior that is performed to acquire material or social
rewards or to avoid punishment; the source of motivation is the consequences of the behavior,
not the behavior itself.

Bloom's: Apply
Difficulty: Medium
Topic: Motivation
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8. (p. 430) In extrinsically motivated behavior, the source of motivation is in the consequences of
the behavior, and not in the behavior itself.
TRUE

Bloom's: Understand
Difficulty: Medium
Topic: Motivation
9. (p. 430) Drew knew if he didn't follow the company dress code he would be punished, so he
reluctantly wore his tie every day. Drew's motivation is intrinsic.
FALSE

Bloom's: Apply
Difficulty: Medium
13-39

Topic: Motivation
10. (p. 430) People can be intrinsically motivated, extrinsically motivated, but cannot be both
intrinsically and extrinsically motivated.
FALSE
People can be intrinsically motivated, extrinsically motivated, or both intrinsically and
extrinsically motivated.

Bloom's: Understand
Difficulty: Easy
Topic: Motivation
11. (p. 431) A person cannot be both prosocial and extrinsically motivated.
FALSE
Behavior can be prosocially motivated in addition to being extrinsically and/or intrinsically
motivated.

Bloom's: Understand
Difficulty: Medium
Topic: Motivation
13-40
12. (p. 433) An employee's perception about the extent to which his effort will result in a given
level of performance is known as expectancy.
TRUE
Expectancy is a person's perception about the extent to which effort (an input) results in a
certain level of performance.

Bloom's: Remember
Difficulty: Easy
Learning Objective: 13-02 Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly
motivated workforce.
Topic: Expectancy Theory
13. (p. 433) Members of an organization are motivated to put forth a high level of effort only if
they think that doing so leads to high performance.
TRUE
Members of an organization are motivated to put forth a high level of effort only if they think
that doing so leads to high performance.

Bloom's: Understand
Difficulty: Medium
13-41
14. (p. 433) Employees are motivated to perform at a high level only if they think high
performance will lead to outcomes such as pay, job security, interesting job assignments,
bonuses, or a feeling of accomplishment.
TRUE
According to expectancy theory, employees are motivated to perform at a high level only if
they think high performance will lead to outcomes such as pay, job security, interesting job
assignments, bonuses, or a feeling of accomplishment.

Bloom's: Understand
Difficulty: Medium
15. (p. 434) The term instrumentality refers to how desirable each of the outcomes available
from a job or organization is to a person.
FALSE
The term valence refers to how desirable each of the outcomes available from a job or
organization is to a person.
13-42

Bloom's: Remember
Difficulty: Easy
16. (p. 434) Providing employees with highly valent outcomes has the potential to reduce
turnover.
TRUE
Providing employees with highly valent outcomes not only can contribute to high levels of
motivation but also has the potential to reduce turnover.

Bloom's: Remember
Difficulty: Medium
17. (p. 437) According to Maslow's hierarchy of needs theory, higher level needs must be
satisfied before lower level needs.
FALSE
Maslow argued that these lowest-level needs must be met before a person strives to satisfy
needs higher up in the hierarchy, such as self-esteem needs.
13-43

Bloom's: Understand
Difficulty: Medium
Learning Objective: 13-03 Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high
performance.
Topic: Need Theory
18. (p. 438) According to Maslow's hierarchy of needs theory, the highest level of unmet needs
in the hierarchy is the prime motivator of behavior.
FALSE
The lowest level of unmet needs in the hierarchy is the prime motivator of behavior; if and
when this level is satisfied, needs at the next highest level in the hierarchy motivate behavior.

Bloom's: Understand
Difficulty: Medium
performance.
Topic: Need Theory
19. (p. 439) According to the ERG theory, as lower-level needs become satisfied, a person seeks
to satisfy higher-level needs.
TRUE
Alderfer agreed with Maslow that as lower-level needs become satisfied, a person seeks to
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satisfy higher-level needs.

Bloom's: Understand
Difficulty: Medium
performance.
Topic: Need Theory
20. (p. 440) According to Herzberg's motivator-hygiene theory, satisfying hygiene needs results
in high levels of motivation and high levels of job satisfaction.
FALSE
Satisfying hygiene needs, however, does not result in high levels of motivation or even high
levels of job satisfaction.

Bloom's: Understand
Difficulty: Medium
performance.
Topic: Need Theory
21. (p. 440) The need for affiliation is the extent to which an individual is concerned about
having the people around him or her get along with each other.
TRUE
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The need for affiliation is the extent to which an individual is concerned about establishing
and maintaining good interpersonal relations, being liked, and having the people around him
or her get along with each other.

Bloom's: Remember
Difficulty: Easy
performance.
Topic: Need Theory
22. (p. 441) Equity exists when a person perceives his or her own outcome-input ratio to be
equal to a referent's outcome-input ratio.
TRUE
Equity exists when a person perceives his or her own outcome-input ratio to be equal to a
referent's outcome-input ratio.

Bloom's: Remember
Difficulty: Easy
Topic: Equity Theory
23. (p. 442) Overpayment inequity exists when a person perceives that his or her own outcomeinput ratio is less than that of a referent.
13-46
FALSE
Overpayment inequity exists when a person perceives that his or her own outcome-input ratio
is greater than that of a referent.

Bloom's: Remember
Difficulty: Medium
24. (p. 443) Goal-setting theory focuses on motivating workers to contribute their inputs to their
jobs and organizations.
TRUE
Goal-setting theory focuses on motivating workers to contribute their inputs to their jobs and
organizations.

Bloom's: Remember
Difficulty: Easy
performance.
Topic: Goal-Setting Theory
25. (p. 443) Goal-setting theory suggests that to stimulate high motivation and performance,
13-47
goals must be specific but not difficult.

FALSE
Goal-setting theory suggests that to stimulate high motivation and performance, goals must be
specific and difficult.

Bloom's: Understand
Difficulty: Medium
performance.
26. (p. 444) The basic premise of learning theories is that managers can increase employee
motivation and performance by how they link the outcomes that employees receive to the
performance of desired behaviors and the attainment of goals.
TRUE
The basic premise of learning theories is that managers can increase employee motivation and
performance by how they link the outcomes that employees receive to the performance of
desired behaviors and the attainment of goals.

Bloom's: Understand
Difficulty: Medium
Learning Objective: 13-04 Identify the motivation lessons that managers can learn from operant conditioning theory and social learning
theory.
Topic: Learning Theory
13-48
27. (p. 446) By linking positive reinforcers to the performance of functional behaviors, managers
motivate people to perform the desired behaviors.
TRUE
By linking positive reinforcers to the performance of functional behaviors, managers motivate
people to perform the desired behaviors.

Bloom's: Understand
Difficulty: Easy
theory.
28. (p. 446) Negative reinforcement is primarily used to present a negative consequence for
behavior when functional behaviors are performed.
FALSE
Managers using negative reinforcement actually eliminate or remove undesired outcomes
once the functional behavior is performed.

Bloom's: Understand
Difficulty: Medium
13-49

theory.
29. (p. 446) Punishment involves removing a negative consequence when dysfunctional
behaviors occur.
FALSE

Bloom's: Understand
Difficulty: Medium
theory.
30. (p. 446) Managers who use positive reinforcement can get into trouble if they are not careful
to identify the right behaviors to reinforce.
TRUE
Even managers who use positive reinforcement (and refrain from using negative
reinforcement) can get into trouble if they are not careful to identify the right behaviors to
reinforce.
13-50

Bloom's: Understand
Difficulty: Easy
theory.
31. (p. 447) Punishment entails the removal of a negative consequence when functional
behaviors are performed; negative reinforcement entails the administration of negative
consequences when dysfunctional behaviors are performed.
FALSE
Negative reinforcement entails the removal of a negative consequence when functional
behaviors are performed; punishment entails the administration of negative consequences
when dysfunctional behaviors are performed.

Bloom's: Understand
Difficulty: Medium
theory.
32. (p. 449) Vicarious learning is the same thing as "observational learning."
TRUE
Vicarious learning, often called observational learning, occurs when a person (the learner)
becomes motivated to perform a behavior by watching another person (the model) performing
13-51
the behavior and being positively reinforced for doing so.

Bloom's: Remember
Difficulty: Easy
theory.
33. (p. 449) Vicarious learning is a strong source of motivation in which people learn by
watching others.
TRUE

Bloom's: Remember
Difficulty: Easy
theory.
34. (p. 449) Self-efficacy influences motivation when workers provide their own reinforcement,
but not when managers provide reinforcement.
13-52
FALSE
Self-efficacy influences motivation both when managers provide reinforcement and when
workers themselves provide it.

Bloom's: Understand
Difficulty: Medium
theory.
35. (p. 450) A compensation plan of an organization that bases pay on performance levels is
called a merit pay plan.
TRUE
A compensation plan basing pay on performance is often called a merit pay plan.

Bloom's: Remember
Difficulty: Easy
Learning Objective: 13-05 Explain why and how managers can use pay as a major motivation tool.
Topic: Pay and Motivation
36. (p. 452) Profit sharing is a financial instrument that entitles the bearer to buy shares of an
FALSE
Employee stock options are financial instruments that entitle the bearer to buy shares of an

Bloom's: Understand
Difficulty: Medium
13-53
37. (p. 453) When an organization bases a sales representative's pay on the percentage of sales
dollars generated by the rep, the organization is using a commission pay program.
TRUE
Using commission pay, another individual-based merit pay plan, managers base pay on a
percentage of sales.

Bloom's: Apply
Difficulty: Easy
Multiple Choice Questions
38. (p. 430) How hard an employee works on the job is referred to as:
A. Persistence
B. Effort
C. Instrumentality
D. Valence
E. Equity
Effort refers to how hard people work.
13-54

Bloom's: Remember
Difficulty: Easy
Topic: Motivation
39. (p. 430) The degree to which an employee keeps trying when faced with obstacles to the
accomplishment of a goal is referred to as:
A. Instrumentality
B. Equity
C. Valence
D. Effort
E. Persistence
Persistence refers to whether, when faced with roadblocks and obstacles, people keep trying
or give up.

Bloom's: Remember
Difficulty: Easy
Topic: Motivation
40. (p. 430) As a manager, Michael derives a sense of accomplishment and achievement from
assisting his organization achieve its goals. Michael's motivation to perform is:
A. Extrinsic
B. Intrinsic
C. Equity based
13-55
D. Prosocial
E. Monetary
Many managers are intrinsically motivated; they derive a sense of accomplishment and
achievement from helping the organization achieve its goals and gain competitive advantages.

Bloom's: Apply
Difficulty: Medium
Topic: Motivation
41. (p. 430) A college professor who does her job well because she enjoys seeing students grow
and learn is said to be:
E. Experiencing equilibrium
Intrinsically motivated behavior is behavior that is performed for its own sake; the source of
motivation is actually performing the behavior, and motivation comes from doing the work
itself.

Bloom's: Apply
Difficulty: Medium
Topic: Motivation
13-56
42. (p. 430) Behavior that is performed by an employee to acquire a material reward, to acquire a
social reward, or to avoid punishment is referred to as:

Bloom's: Remember
Difficulty: Easy
Topic: Motivation
43. (p. 430) Steve is a broker at a large financial company and gets his motivation from the
commission on his sales. Steve is:
13-57


Bloom's: Apply
Difficulty: Medium
Topic: Motivation
44. (p. 430) A worker in an automobile assembly line who chooses this type of work because of
the job security it entails is said to be:
A. Intrinsically motivated
B. Experiencing overpayment inequity
C. Experiencing underpayment inequity
D. Extrinsically motivated
E. Positively reinforced

Bloom's: Apply
Difficulty: Medium
Topic: Motivation
13-58
45. (p. 430) All of the following are likely examples of intrinsic motivators EXCEPT:
A. Interesting work
B. A feeling of accomplishment
C. Praise
D. Autonomy
E. Responsibility
Intrinsically motivated behavior is behavior that is performed for its own sake; the source of
motivation is actually performing the behavior, and motivation comes from doing the work
itself.

Bloom's: Understand
Difficulty: Medium
Topic: Motivation
46. (p. 430) All of the following are likely examples of extrinsic motivators EXCEPT:
A. Praise
B. Job security
C. Benefits
D. Vacation time
E. Autonomy
13-59

Bloom's: Understand
Difficulty: Medium
Topic: Motivation
47. (p. 430) Tom, a top manager at ExpressFed, derives a sense of accomplishment and
achievement from managing a large corporation and strives to reach year-end targets to obtain
his customary bonus. Tom is:
A. Extrinsically motivated only
B. Intrinsically motivated only
C. Prosocially motivated only
D. Negatively reinforced
E. Extrinsically and intrinsically motivated
People can be intrinsically motivated, extrinsically motivated, or both intrinsically and
extrinsically motivated.

Bloom's: Apply
Difficulty: Hard
Topic: Motivation
13-60
48. (p. 431) A surgeon who specializes in organ transplants and enjoys the challenge of
performing complex operations, has a strong desire to help her patients regain their health and
extend their lives through successful organ transplants, and also is motivated by the relatively
high income she earns has high ______ motivation.
A. extrinsic only
B. intrinsic only
C. prosocial only
D. intrinsic, extrinsic, and prosocial
E. extrinsic and intrinsic only
This individual would have high intrinsic, prosocial, and extrinsic motivation.

Bloom's: Apply
Difficulty: Hard
Topic: Motivation
49. (p. 432) One of the following theories specifically postulates that motivation of employees
will be high when employees believe that a high level of effort on their part will lead to high
performance on their part, but only when they believe that high performance leads to their
attainment of outcomes that they desire (e.g. higher pay, promotion, etc.). Which theory does
this?
A. Expectancy theory
B. Valence theory
13-61
C. Hierarchy of needs theory

D. Motivator-hygiene theory
E. Goal-setting theory
Expectancy theory, posits that motivation is high when workers believe that high levels of
effort lead to high performance and high performance leads to the attainment of desired
outcomes.

Bloom's: Understand
Difficulty: Medium
50. (p. 433) An employee's perception about the extent to which her effort will result in a given
level of her performance is known as:
A. Valence
B. Expectancy
C. Instrumentality
D. Equity
E. Inequity
Expectancy is a person's perception about the extent to which effort (an input) results in a
certain level of performance.
13-62

Bloom's: Remember
Difficulty: Easy
51. (p. 432) According to the expectancy theory, what is/are the major factor(s) that determine(s)
a person's motivation?
A. Valence only
B. Expectancy only
C. Instrumentality only
D. Expectancy and instrumentality but not valence
E. Expectancy, instrumentality and valence
Expectancy theory identifies three major factors that determine a person's motivation:
expectancy, instrumentality, and valence.

Bloom's: Remember
Difficulty: Easy
52. (p. 433) An employee's perception of the extent to which his performance at a given level
will result in outcomes he desires is known as:
A. Instrumentality
13-63
B. Inequity
C. Valence
D. Expectancy
E. Punishment
Instrumentality, the second major concept in expectancy theory, is a person's perception about
the extent to which performance at a certain level results in the attainment of outcomes.

Bloom's: Remember
Difficulty: Easy
53. (p. 433) Sandy announces at the morning staff meeting, that any sales member that exceeds a
15% increase in sales will receive a 15% commission. Sandy is promoting
A. Expectancy
B. Instrumentality
C. Valence
D. Equity
E. Hygiene
Instrumentality, the second major concept in expectancy theory, is a person's perception about
the extent to which performance at a certain level results in the attainment of outcomes.
13-64

Bloom's: Apply
Difficulty: Hard
54. (p. 434) The desirability to an employee of each of the outcomes available from the
employee's job or organization is known as:
A. Instrumentality
B. Expectancy
C. Valence
D. Equity
E. Extinction

Bloom's: Remember
Difficulty: Easy
55. (p. 434) A manager makes sure the outcomes offered to subordinates for good performance
are rewards they value. The manager is working on:
A. Valence
13-65
B. Instrumentality
C. Expectancy
D. Self-Actualization
E. Goals

Bloom's: Understand
Difficulty: Medium
56. (p. 432) According to expectancy theory, high motivation will occur when:
A. Expectancy is high.
B. Instrumentality is high.
C. Valence is high.
D. Any two of three factorsexpectancy, instrumentality, or valence are high.
E. Expectancy, instrumentality, and valance are all high.
Expectancy theory, posits that motivation is high when workers believe that high levels of
effort lead to high performance and high performance leads to the attainment of desired
outcomes.
13-66

Bloom's: Understand
Difficulty: Medium
57. (p. 437) According to Maslow's hierarchy of needs theory, individuals have ______ kinds of
needs.
A. seven
B. three
C. five
D. two
E. ten
Maslow proposed that all people seek to satisfy five basic kinds of needs: physiological needs,
safety needs, belongingness needs, esteem needs, and self-actualization needs.

Bloom's: Remember
Difficulty: Easy
performance.
Topic: Need Theory
58. (p. 438) Which of the following motivators is the most basic need in Maslow's hierarchy?
A. Safety
B. Belonging
C. Physiological
D. Esteem
See Table 13.1

Bloom's: Remember
Difficulty: Easy
performance.
Topic: Need Theory
13-67
59. (p. 438) RST Consulting hosts a huge holiday party for the entire office. What need is RST
Consulting attempting to satisfy?
A. Physiological
B. Safety
C. Esteem
D. Belongingness
Belongingness can be satisfied by promoting good interpersonal relations and organizing
social functions such as company picnics and holiday parties.

Bloom's: Apply
Difficulty: Medium
performance.
Topic: Need Theory
60. (p. 439) According to Alderfer's ERG theory, if an individual becomes frustrated at a certain
level of need, the person will then:
A. Skip a level
B. Continue to pursue the need, despite frustration
C. Focus more on satisfying a lower level
D. Quit trying to satisfying any need
E. Become self-actualizing
Alderfer also suggested that when people experience need frustration or are unable to satisfy
13-68
needs at a certain level, they will focus more intently on satisfying the needs at the next
lowest level in the hierarchy.

Bloom's: Understand
Difficulty: Medium
performance.
Topic: Need Theory
61. (p. 439) In Herzberg's motivator-hygiene theory, needs that are related to the nature of the
work itself and the degree of challenge contained in the work are known as:
A. Motivator needs
B. Expectancy needs
C. Instrumentality needs
D. Hygiene needs
E. Valence needs
Motivator needs are related to the nature of the work itself and how challenging it is.

Bloom's: Remember
Difficulty: Easy
performance.
Topic: Need Theory
13-69
62. (p. 439) In Herzberg's motivator-hygiene theory, all of the following are examples of
motivator needs EXCEPT:
A. Interesting work
B. Responsibility
C. Pay
D. A sense of accomplishment
E. Autonomy
Pay is considered a hygiene need.

Bloom's: Understand
Difficulty: Medium
performance.
Topic: Need Theory
63. (p. 440) In Herzberg's motivator-hygiene theory, needs that are related to the physical and
psychological context in which the work is performed are known as:
A. Motivator needs
B. Hygiene needs
C. Valence needs
D. Expectancy needs
E. Extinction needs
Hygiene needs are related to the physical and psychological context in which the work is
13-70
performed.

Bloom's: Remember
Difficulty: Easy
performance.
Topic: Need Theory
64. (p. 440) In Herzberg's motivator-hygiene theory, all of the following are examples of hygiene
needs EXCEPT:
A. Pay
B. Responsibility
C. Job security
D. Good relationships with coworkers
E. Effective supervision
Responsibility is a motivator need.

Bloom's: Understand
Difficulty: Medium
performance.
Topic: Need Theory
65. (p. 440) Which theory helped to focus researchers' and managers' attention on the important
13-71
distinction between intrinsic motivation and extrinsic motivation?

A. Maslow's Hierarchy Theory
B. Alderfer's ERG Theory
D. McClelland's Needs Theory
E. Equity Theory
Herzberg helped to focus researchers' and managers' attention on the important distinction
between intrinsic motivation (related to motivator needs) and extrinsic motivation (related to
hygiene needs).

Bloom's: Understand
Difficulty: Medium
performance.
Topic: Need Theory
66. (p. 440) The extent to which an individual has a strong desire to perform challenging tasks
well and to meet personal standards for excellence is referred to as:
A. The need for power
B. The need for self-actualization
C. The need for achievement
D. The need for affiliation
E. The need for actualization
The need for achievement is the extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence.
13-72

Bloom's: Remember
Difficulty: Medium
performance.
Topic: Need Theory
67. (p. 440) What need(s) has (have) research found to be assets for first-line and middle
managers to possess?
A. Power
B. Affiliation
C. Achievement
For example, research suggests that high needs for achievement and for power are assets for
first-line and middle managers and that a high need for power is especially important for
upper managers.

Bloom's: Remember
Difficulty: Medium
performance.
Topic: Need Theory
13-73
68. (p. 440) What need(s) has (have) research found to be especially important for upper
managers to possess?
A. Power
B. Affiliation
C. Achievement
For example, research suggests that high needs for achievement and for power are assets for
first-line and middle managers and that a high need for power is especially important for
upper managers.

Bloom's: Remember
Difficulty: Medium
performance.
Topic: Need Theory
69. (p. 440) A high ______ may not always be desirable in managers and other leaders because it
might lead them to try too hard to be liked by others.
A. need for affiliation
B. need for esteem
C. need for power
D. need for self-actualization
13-74
E. need for achievement

A high need for affiliation may not always be desirable in managers and other leaders because
it might lead them to try too hard to be liked by others.

Bloom's: Remember
Difficulty: Medium
performance.
Topic: Need Theory
70. (p. 441) The theory of motivation that focuses on the people's perceptions of the fairness of
their work outcomes relative to their work inputs is known as:
A. Equity theory
B. Valence theory
C. Instrumentality theory
D. The needs hierarchy theory
Equity theory is a theory of motivation that concentrates on people's perceptions of the
fairness of their work outcomes relative to, or in proportion to, their work inputs.

Bloom's: Remember
Difficulty: Easy
13-75

71. (p. 442) Lacy, an employee at Nationwide Cellular, perceives that her outcome/input ratio is
higher than that of his coworker Julia. This is known as:
A. Overpayment inequity
B. Underpayment inequity
C. The valence effect
D. Positive reinforcement
E. Extinction

Bloom's: Apply
Difficulty: Medium
72. (p. 442) What exists when a person's own outcome-input ratio is perceived to be less than
that of a referent?
A. The valence effect
B. Extinction
D. Underpayment inequity
13-76
E. Overpayment inequity
Underpayment inequity exists when a person's own outcome-input ratio is perceived to be less
than that of a referent.

Bloom's: Remember
Difficulty: Easy
73. (p. 442) Julia perceives that she is working harder and being paid less than a number of her
coworkers. Julia is likely to:
B. Increase her working hours
C. Be absent more
D. Ask for more work
When people experience underpayment inequity, they may be motivated to lower their inputs
by reducing their working hours, putting forth less effort on the job, or being absent; or they
may be motivated to increase their outcomes by asking for a raise or a promotion.

Bloom's: Apply
Difficulty: Hard
13-77

74. (p. 442) People experiencing overpayment inequity are most likely to:
B. Ask for a raise
C. Work slower
D. Be absent more
E. Raise their perceptions of others' inputs
When people experience overpayment inequity, they may try to restore equity by changing
their perceptions of their own or their referent's inputs or outcomes.

Bloom's: Understand
Difficulty: Hard
75. (p. 443) The most motivating goals are:

A. Specific and easy
B. General and easy
C. Specific and difficult
D. General and difficult
E. Specific and out of reach
Goal-setting theory suggests that to stimulate high motivation and performance, goals must be
13-78
specific and difficult.

Bloom's: Understand
Difficulty: Medium
performance.
76. (p. 443) Which theory focuses on motivating workers to contribute their inputs to their jobs
and organizations in a way similar to expectancy theory and equity theory?
A. Goal-setting theory
B. ERG theory
C. Equity theory
organizations; in this way it is similar to expectancy theory and equity theory.

Bloom's: Remember
Difficulty: Easy
performance.
13-79
77. (p. 444) Specific, difficult goals motivate people to:

A. Contribute fewer inputs to their jobs
B. Reduce their outputs
C. Contribute more inputs to their jobs
D. Contribute fewer outputs from their jobs
E. Reduce their effort
Specific, difficult goals motivate people to contribute more inputs to their jobs.

Bloom's: Understand
Difficulty: Medium
performance.
78. (p. 444) Specific, difficult goals can detract from performance when:
A. The employee is learning simple, easy tasks
B. The employee is learning complex, difficult tasks
C. The employee is performing routine tasks
D. The employee has been on the job a significant amount of time
E. The employee provides his own feedback
When people are performing complicated and challenging tasks that require them to focus on
a considerable amount of learning, specic, difcult goals may actually impair performance.
13-80

Bloom's: Understand
Difficulty: Medium
performance.
79. (p. 445) Which of the following theories describes how employees learn to perform
behaviors that lead to desired consequences, and to avoid behaviors that lead to undesired
consequences?
B. ERG theory
C. Equity theory
According to operant conditioning theory, people learn to perform behaviors that lead to
desired consequences and learn not to perform behaviors that lead to undesired consequences.

Bloom's: Remember
Difficulty: Easy
theory.
13-81
80. (p. 446) When Alice makes it to work on time for an entire quarter, her manager, Dan, takes
her off of probation. This is known as:
A. Positive reinforcement
B. Extinction
D. Inequity
E. Instrumentality

Bloom's: Apply
Difficulty: Hard
theory.
81. (p. 446) For most people, pay is considered to be:

A. A negative reinforcer
B. A positive reinforcer
C. A negative valence
D. Vicarious learning
E. Self-efficacy
13-82
Desired outcomes, called positive reinforcers, include any outcomes that a person desires,
such as pay, praise, or a promotion.

Bloom's: Understand
Difficulty: Easy
theory.
82. (p. 446) For most people, a promotion is considered to be:

A. A negative valence
B. Self-efficacy
D. A positive reinforcer
E. A negative reinforcer

Bloom's: Understand
Difficulty: Easy
theory.
13-83
83. (p. 446) For most people, praise from their superior is considered to be:
A. A positive reinforcer
B. A negative reinforcer
C. Extinction
D. Self-efficacy
E. A negative valence

Bloom's: Understand
Difficulty: Easy
theory.
84. (p. 446) A manager removes a positive reinforcement in order to change the behavior of a
subordinate. This is called:
A. Extinction
D. Instrumentality
E. Valence
One way for managers to curtail the performance of dysfunctional behaviors is to eliminate
13-84
whatever is reinforcing the behaviors. This process is called extinction.

Bloom's: Remember
Difficulty: Easy
theory.
85. (p. 447) Negative reinforcement involves __________ negative consequences when
functional behaviors are performed and punishment involves __________ negative
consequences when dysfunctional behaviors are performed.
A. removing; removing
B. administering; administering
C. removing; administering
D. administering; removing
E. administering; implementing
Negative reinforcement entails the removal of a negative consequence when functional
behaviors are performed; punishment entails the administration of negative consequences
when dysfunctional behaviors are performed.

Bloom's: Understand
Difficulty: Hard
theory.
13-85
86. (p. 447) When John violated the company's sexual harassment policy, Kyle had to suspend
John for two weeks without pay. This is known as:
A. Extinction
D. Equity
E. Punishment
Punishment is administering an undesired or negative consequence to subordinates when they
perform the dysfunctional behavior.

Bloom's: Apply
Difficulty: Hard
theory.
87. (p. 447) OB Modification is based on the principles of:

A. Learning Theory
B. Maslow's Hierarchy
D. Equity Theory
E. Operant Conditioning
13-86
When managers systematically apply operant conditioning techniques to promote the

performance of organizationally functional behaviors and discourage the performance of
dysfunctional behaviors, they are engaging in organizational behavior modification.

Bloom's: Remember
Difficulty: Easy
theory.
88. (p. 448) Which theory proposes that motivation results not only from direct experience of
rewards and punishments but also from a person's thoughts and beliefs?
B. ERG theory
C. Equity theory
E. Social learning theory
Social learning theory proposes that motivation results not only from direct experience of
rewards and punishments but also from a person's thoughts and beliefs.

Bloom's: Remember
Difficulty: Easy
theory.
13-87
89. (p. 449) What type of learning occurs when a person (the learner) becomes motivated to
perform a behavior by watching another person (the model) performing the behavior and
being positively reinforced for doing so?
A. Operant
B. Reinforced
C. OBMod
D. Vicarious
E. Self-reinforced

Bloom's: Remember
Difficulty: Medium
theory.
90. (p. 449) Another name for observational learning is:

A. Self-efficacy
B. Operant learning
D. Equity learning
13-88
E. Contingent learning

Bloom's: Remember
Difficulty: Easy
theory.
91. (p. 449) Jose controls his own behavior without the need for outside control of that behavior
by another manager. This is an example of:
A. Vicarious learning
B. Self-efficacy
C. Self-reinforcement
D. Observational learning
Although managers are often the providers of reinforcement in organizations, sometimes
people motivate themselves through self-reinforcement.

Bloom's: Apply
Difficulty: Easy
13-89

theory.
92. (p. 449) As a reward for completing his assignment two weeks ahead of schedule, Scott
rewarded himself with a long vacation. The reward is a(n):
A. Vicarious reinforcer
B. Negative reinforcer
C. Self-reinforcer
D. Expectancy
E. Valence
Self-reinforcers are any desired or attractive outcomes or rewards that people can give to
themselves for good performance, such as a feeling of accomplishment, going to a movie,
having dinner out, buying a new CD, or taking time out for a golf game.

Bloom's: Apply
Difficulty: Easy
theory.
93. (p. 449) A person's belief about his or her ability to perform a behavior successfully is
referred to as:
A. Self-reinforcement
B. Vicarious learning
13-90
C. Observational learning
D. Self-efficacy
E. Equity theory
Self-efficacy is a person's belief about his or her ability to perform a behavior successfully.

Bloom's: Apply
Difficulty: Easy
theory.
94. (p. 450) A compensation plan basing pay on performance is often called:
A. Equity pay
B. Merit pay
C. Wage
D. Salary
E. Expectancy
A compensation plan basing pay on performance is often called a merit pay plan.

Bloom's: Remember
Difficulty: Easy
13-91
95. (p. 452) Terry was recently hired by Acme Explosives. As part of her hiring, she was given
stock options that she can purchase after she has been employed a year. The price she will pay
is called the ___________ and the constraints on when she can purchase is called a
_________.
A. exercise price; market condition
B. vesting price; exercise condition
C. contingent price; market condition
D. market price; vesting condition
E. exercise price; vesting condition
The exercise price is the stock price at which the bearer can buy the stock, and the vesting
conditions specify when the bearer can actually buy the stock at the exercise price.

Bloom's: Remember
Difficulty: Hard
96. (p. 453) When an organization bases employees' pay on the number of units each employee
produces, they are using a:
A. A profit-sharing plan
B. A Scanlon plan
C. Piece-rate plan
D. Commission pay plan
13-92
E. Stock option plan

Using piece-rate pay, an individual-based merit plan, managers base employees pay on the
number of units each employee produces.

Bloom's: Remember
Difficulty: Easy
97. (p. 453) A worker who is paid on the basis of the number of computer components produced
per day is said to be paid on:
A. An organization-based plan
B. A group-based plan
D. An equity basis
E. A piece-rate basis
Using piece-rate pay, an individual-based merit plan, managers base employees' pay on the
number of units each employee produces.

Bloom's: Apply
Difficulty: Easy
13-93
98. (p. 453) A real-estate agent who is paid on the basis of a percentage of the sale price of a
home is said to be paid on:
A. A piece-rate basis
B. An equity basis
D. An underpayment inequity basis
E. An overpayment inequity basis
Using commission pay, another individual-based merit pay plan, managers base pay on a
percentage of sales.

Bloom's: Apply
Difficulty: Easy
99. (p. 453) Which plan focuses on reducing expenses or cutting costs; members of an
organization are motivated to come up with and implement cost-cutting strategies because a
percentage of the cost savings achieved during a specified time is distributed to the
employees?
A. A commission plan
B. An equity plan
C. A piece-rate plan
D. A group-based plan
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E. A Scanlon plan
The Scanlon plan focuses on reducing expenses or cutting costs; members of an organization
are motivated to come up with and implement cost-cutting strategies because a percentage of
the cost savings achieved during a specified time is distributed to the employees.

Bloom's: Remember
Difficulty: Easy
Essay Questions
100. (p. 430) Define motivation and describe the psychological factors that contribute to
motivation.
Motivation may be defined as psychological forces that determine the direction of a person's
behavior in an organization, a person's level of effort, and a person's level of persistence in the
face of obstacles. The direction of a person's behavior refers to the many possible behaviors a
person could engage in. Effort refers to how hard people work.

Bloom's: Understand
Difficulty: Medium
13-95

Topic: Motivation
101. (p. 430-431) Explain how an employee can be intrinsically motivated, extrinsically
motivated, prosocial, or any combination, depending on the factors in his job situation. Give
one example of an employee who exhibits each of these in work situations.
An employee may be intrinsically motivated when he or she works hard and long at a job
because it is interesting or challenging. An employee may be extrinsically motivated when he
or she works hard at a job because of some external reward, such as money or promotion. An
employee may be prosocially motivated when a behavior is performed to benefit others.
Students' examples will vary.

Bloom's: Apply
Difficulty: Hard
Topic: Motivation
102. (p. 432-434) Discuss the three major factors in expectancy theory and explain their possible
impact on the motivation of a manager. Give an example of a time in your life when you were
very motivated and explain it, using expectancy theory.
The three major factors of expectancy theory are expectancy (the extent to which an employee
feels that her effort will result in a certain performance level), instrumentality (the extent to
which a certain level of performance will result in the attainment of certain outcomes), and
valence (the desirability of each of the outcomes available to an employee). Students'
13-96
examples will vary.

Bloom's: Apply
Difficulty: Hard
103. (p. 437-438) Discuss the five basic needs in Maslow's hierarchy of needs. Provide a real
world example of each need.
Self-actualization needs are the needs to realize one's full potential as a human being. Esteem
needs are the needs to feel good about oneself and one's capabilities, to be respected by
others, and to receive recognition and appreciation. Belongingness needs are needs for social
interaction, friendship, affection, and love. Safety needs are needs for security, stability, and a
safe environment. Physiological needs are basic needs for things such as food, water, and
shelter that must be met in order for a person to survive. Students' examples will vary.

Bloom's: Apply
Difficulty: Hard
performance.
Topic: Need Theory
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104. (p. 439) Discuss the three categories of needs of Alderfer's ERG theory. Explain how an
employee can be motivated by more than one of these needs at the same time.
Alderfer's ERG theory collapsed the five categories of needs in Maslow's hierarchy into three
universal categoriesexistence, relatedness, and growthalso arranged in a hierarchy.
Alderfer agreed with Maslow that as lower-level needs become satisfied, a person seeks to
satisfy higher-level needs. Unlike Maslow, however, Alderfer believed that a person can be
motivated by needs at more than one level at the same time. A cashier in a supermarket, for
example, may be motivated by both existence needs and relatedness needs. The existence
needs motivate the cashier to come to work regularly and not make mistakes so his job will be
secure and he will be able to pay his rent and buy food. The relatedness needs motivate the
cashier to become friends with some of the other cashiers and have a good relationship with
the store manager. Alderfer also suggested that when people experience need frustration or are
unable to satisfy needs at a certain level, they will focus more intently on satisfying the needs
at the next lowest level in the hierarchy.

Bloom's: Understand
Difficulty: Hard
performance.
Topic: Need Theory
13-98
105. (p. 439-440) Discuss Herzberg's motivator-hygiene theory. Differentiate between motivator
needs and hygiene needs.
Frederick Herzberg focused on two factors: (1) outcomes that can lead to high levels of
motivation and job satisfaction and (2) outcomes that can prevent people from being
dissatisfied. According to Herzberg's motivator-hygiene theory, people have two sets of needs
or requirements: motivator needs and hygiene needs. Motivator needs are related to the nature
of the work itself and how challenging it is. Outcomes such as interesting work, autonomy,
responsibility, being able to grow and develop on the job, and a sense of accomplishment and
achievement help to satisfy motivator needs. To have a highly motivated and satisfied
workforce, Herzberg suggested, managers should take steps to ensure that employees'
motivator needs are being met. Hygiene needs are related to the physical and psychological
context in which the work is performed. Hygiene needs are satisfied by outcomes such as
pleasant and comfortable working conditions, pay, job security, good relationships with
coworkers, and effective supervision. According to Herzberg, when hygiene needs are not
met, workers are dissatisfied, and when hygiene needs are met, workers are not dissatisfied.
Satisfying hygiene needs, however, does not result in high levels of motivation or even high
levels of job satisfaction. For motivation and job satisfaction to be high, motivator needs must
be met.

Bloom's: Understand
Difficulty: Hard
performance.
Topic: Need Theory
13-99
106. (p. 440) Discuss McClelland's theory of needs.

The need for achievement is the extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence. People with a high need
for achievement often set clear goals for themselves and like to receive performance
feedback. The need for affiliation is the extent to which an individual is concerned about
establishing and maintaining good interpersonal relations, being liked, and having the people
around him or her get along with each other. The need for power is the extent to which an
individual desires to control or influence others.

Bloom's: Understand
Difficulty: Medium
performance.
Topic: Need Theory
107. (p. 441-442) Explain equity theory and discuss the various types of inequity.
Equity theory is a theory of motivation that concentrates on people's perceptions of the
fairness of their work outcomes relative to, or in proportion to, their work inputs.

Bloom's: Understand
Difficulty: Medium
13-100

108. (p. 443) Explain the goal setting theory and explain how specific, difficult goals motivate
people.
organizations; in this way it is similar to expectancy theory and equity theory. But goal-setting
theory takes this focus a step further by considering as well how managers can ensure that
organizational members focus their inputs in the direction of high performance and the
achievement of organizational goals. Goal-setting theory suggests that to stimulate high
motivation and performance, goals must be specific and difficult. Regardless of whether
specific, difficult goals are set by managers, workers, or teams of managers and workers, they
lead to high levels of motivation and performance. When managers set goals for their
subordinates, their subordinates must accept the goals or agree to work toward them; also,
they should be committed to them or really want to attain them. Specific, difficult goals affect
motivation in two ways. First, they motivate people to contribute more inputs to their jobs.
Specific, difficult goals cause people to put forth high levels of effort. A second way in which
specific, difficult goals affect motivation is by helping people focus their inputs in the right
direction. These goals let people know what they should be focusing their attention on.

Bloom's: Understand
Difficulty: Hard
performance.
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109. (p. 445-447) Define operant conditioning theory and discuss each of these techniques by
providing a specific example of how a manager could use each of these techniques in
attempting to change a subordinate's behavior.
According to operant conditioning theory, people learn to perform behaviors that lead to
desired consequences and learn not to perform behaviors that lead to undesired consequences.
Managers can use positive reinforcement, negative reinforcement, punishment, and extinction
in an attempt to influence the behavior of subordinates in the work setting. Student's examples
will vary.

Bloom's: Understand
Difficulty: Medium
theory.
110. (p. 447) Discuss the pros and cons of using punishment. If managers use punishment, how
should they minimize the negative side effects?
Punishment is good at stopping an undesired behavior quickly. However, it may cause
resentment, loss of self-respect, and retaliation. To avoid negative side effects, managers
should: (1) downplay the emotional element by focusing on the performance, not the problem;
(2) try to punish as soon as possible, and that people know why they are being punished; (3)
do not punish in front of others, but do let people know that offenders are punished.
13-102

Bloom's: Understand
Difficulty: Medium
theory.
111. (p. 450) Discuss how each of the theories described in this chapter alludes to the importance
of pay and suggests that pay should be based on performance.
Expectancy theory: Instrumentality, the association between performance and outcomes such
as pay, must be high for motivation to be high. In addition, pay is an outcome that has high
valence for many people. Need theories: People should be able to satisfy their needs by
performing at a high level; pay can be used to satisfy several different kinds of needs. Equity
theory: Outcomes such as pay should be distributed in proportion to inputs (including
performance levels). Goal-setting theory: Outcomes such as pay should be linked to the
attainment of goals. Learning theories: The distribution of outcomes such as pay should be
contingent on the performance of organizationally functional behaviors.

Bloom's: Understand
Difficulty: Hard
112. (p. 450-451) Explain what is meant by a "merit pay plan" and discuss its possible advantages
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and disadvantages within an organization.

A merit pay plan is one that is based on performance. Advantages include high motivation, if
pay is a motivator and the appropriate choice of individual, group, or organizational system is
chosen. Disadvantages include the need to establish reasonable measures of performance and
to deal with factors outside the employees' control.

Bloom's: Understand
Difficulty: Hard
113. (p. 452) Which is more motivational, a salary increase or a bonus?

Although the dollar amount of a salary increase or bonus might be identical, bonuses tend to
have more motivational impact for at least three reasons. First, salary levels are typically
based on performance levels, cost-of-living increases, and so forth, from the day people start
working in an organization, which means the absolute level of the salary is based largely on
factors unrelated to current performance. A 5% merit increase in salary, for example, may
seem relatively small in comparison to one's total salary. Second, a current salary increase
may be affected by other factors in addition to performance, such as cost-of-living increases
or across-the-board market adjustments. Third, because organizations rarely reduce salaries,
salary levels tend to vary less than performance levels do. Related to this point is the fact that
bonuses give managers more flexibility in distributing outcomes. If an organization is doing
well, bonuses can be relatively high to reward employees for their contributions. However,
unlike salary increases, bonus levels can be reduced when an organization's performance lags.
All in all, bonus plans have more motivational impact than salary increases because the
amount of the bonus can be directly and exclusively based on performance.

Bloom's: Understand
Difficulty: Hard
13-104

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Chapter 13 - Motivation and Performance

2. Persistence refers to how hard an employee works within the organization.

3. Effort refers to how hard people work.

Chapter 13 - Motivation and Performance

8. In extrinsically motivated behavior, the source of motivation is in the consequences of the

11. A person cannot be both prosocial and extrinsically motivated.

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

20. According to Herzberg's motivator-hygiene theory, satisfying hygiene needs results in

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

27. By linking positive reinforcers to the performance of functional behaviors, managers

29. Punishment involves removing a negative consequence when dysfunctional behaviors

Chapter 13 - Motivation and Performance

32. Vicarious learning is the same thing as "observational learning."

Chapter 13 - Motivation and Performance

Multiple Choice Questions

38. How hard an employee works on the job is referred to as:

Chapter 13 - Motivation and Performance

42. Behavior that is performed by an employee to acquire a material reward, to acquire a

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

56. According to expectancy theory, high motivation will occur when:

Chapter 13 - Motivation and Performance

D. Any two of three factorsexpectancy, instrumentality, or valence are high.

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

E. Power, affiliation, and achievement are all assets

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

A. Raise their perceptions of their own inputs

74. People experiencing overpayment inequity are most likely to:

75. The most motivating goals are:

Chapter 13 - Motivation and Performance

77. Specific, difficult goals motivate people to:

78. Specific, difficult goals can detract from performance when:

Chapter 13 - Motivation and Performance

81. For most people, pay is considered to be:

82. For most people, a promotion is considered to be:

Chapter 13 - Motivation and Performance

84. A manager removes a positive reinforcement in order to change the behavior of a

85. Negative reinforcement involves __________ negative consequences when functional

Chapter 13 - Motivation and Performance

dysfunctional behaviors are performed.

87. OB Modification is based on the principles of:

Chapter 13 - Motivation and Performance

90. Another name for observational learning is:

Chapter 13 - Motivation and Performance

94. A compensation plan basing pay on performance is often called:

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

101. Explain how an employee can be intrinsically motivated, extrinsically motivated,

Chapter 13 - Motivation and Performance

Chapter 13 - Motivation and Performance

106. Discuss McClelland's theory of needs.

Chapter 13 - Motivation and Performance