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Business in Action 8th Edition by Bovee
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Business in Action, 8e (Bovee)

Chapter 10 Employee Motivation
1) ________ refers to the combination of forces that moves individuals to take certain actions
and avoid other actions.
A) Engagement
B) Reinforcement
C) Aptitude
D) Motivation
E) Ethics
Answer: D
Explanation: Motivation refers to the combination of forces that moves individuals to take
certain actions and avoid other actions.
Difficulty: 1: Easy
AACSB: Application of knowledge
LO: 10.1: Define motivation, and identify the classical motivation theories.
2) An employee's rational and emotional commitment to his or her work is termed as ________.
A) engagement
B) motivation
C) work satisfaction
D) drive
E) competence
Answer: A
Explanation: An employee's rational and emotional commitment to his or her work is called
engagement. It reflects the degree of energy, enthusiasm, and effort each employee brings to his
or her work.
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Copyright © 2017 Pearson Education, Inc.
Difficulty: 1: Easy
3) Which of the following refers to the degree to which an employee intends to stay with his or
her employer?
A) drive
B) satisfaction
C) rootedness
D) engagement
E) commitment
Answer: C
Explanation: Rootedness refers to the degree to which an employee intends to stay with his or
her employer.
Difficulty: 2: Moderate
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4) In the workplace, motivation can be assessed by measuring four indicators: satisfaction,
engagement, rootedness, and ________.
A) intelligence
B) commitment
C) creativity
D) work performance
E) cognitive dissonance
Answer: B
Explanation: In a workplace setting, motivation can be assessed by measuring four indicators:
engagement, satisfaction, commitment, and rootedness.
5) ________ refers to a supposed effect of organizational research, in which employees change

their behavior because they are being studied and given special treatment.
A) Herzberg's two-factor theory
B) Maslow's hierarchy
C) Theory X
D) Hawthorne effect
E) Theory Y
Answer: D
Explanation: Hawthorne effect refers to a supposed effect of organizational research in which
employees change their behavior because they are being studied and given special treatment; the
validity of the effect is uncertain.
6) According to Maslow, workplace factors such as health insurance, pension plans, and
retirement benefits would satisfy ________.
A) safety needs
B) social needs
C) esteem needs
D) physiological needs
E) self-actualization needs
Answer: A
Explanation: In Maslow's hierarchy all of the requirements for basic survival–food, clothing,
shelter, and the like–fall into the category of physiological needs. These basic needs must be
satisfied before the person can consider higher-level needs such as safety needs (health
insurance; pension plan).
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7) According to Maslow's hierarchy of needs theory, which of the following are self-
actualization needs?
A) A person's need to give and receive love and to feel a sense of belonging.
B) A person's need for a sense of self-worth, status, and attention.
C) A person's need to become what he or she is capable of becoming.
D) A person's needs for security and protection from physical and emotional harm.
E) A person's needs for food, clothing, and shelter.
Answer: C
Explanation: At the top of Maslow's hierarchy is self-actualization–the need to become
everything one can be.
8) According to McGregor, Theory X-oriented managers believe that ________.

A) employees dislike work and can be motivated only by the fear of losing their jobs or by
extrinsic rewards
B) employees can be motivated by working for goals that promote creativity
C) physiological needs must be satisfied before an employee can consider higher-level needs
D) employees work not just because they want to make money or impress others, but because
they feel their work is worthwhile and satisfying in itself
E) they need to remove dissatisfying elements and add satisfying elements–doing one or the
other is not enough
Answer: A
Explanation: According to McGregor, Theory X-oriented managers believe that employees
dislike work and can be motivated only by the fear of losing their jobs or by extrinsic rewards–
those given by other people, such as money and promotions.
9) ________ proposed a model that divides motivational forces into satisfiers ("motivators") and
dissatisfiers ("hygiene factors").
A) Douglas McGregor
B) Abraham Maslow
C) David McClelland
D) Frederick W. Taylor
E) Frederick Herzberg
Answer: E
Explanation: Frederick Herzberg's two-factor theory refers to a model that divides motivational
forces into satisfiers ("motivators") and dissatisfiers ("hygiene factors").
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10) According to Frederick Herzberg's two-factor theory, which of the following factors acts as a
motivator?
A) favorable working conditions
B) favorable company policies
C) increase in pay
D) job security
E) responsibility
Answer: E
Explanation: In Herzberg's two-factor theory, motivators are associated with satisfying
experiences. Motivators tend to be intrinsic and include achievement, recognition, responsibility,
and other personally rewarding factors.
11) In Herzberg's two-factor theory, hygiene factors are ________.

A) associated with dissatisfying experiences
B) mostly intrinsic and include achievement, recognition, responsibility, and other personally
rewarding factors
C) the requirements for basic survival such as food, clothing, and shelter
D) related to the need to give and receive love and to feel a sense of belonging
E) related to the need for a sense of self-worth and integrity
Answer: A
Explanation: In Herzberg's two-factor theory, hygiene factors are associated with dissatisfying
experiences, and motivators are associated with satisfying experiences.
12) Which of the following theorists developed the three-needs theory of motivation that
highlights needs for power, affiliation, and achievement?
A) Douglas McGregor
B) Abraham Maslow
C) David McClelland
D) Frederick W. Taylor
E) Frederick Herzberg
Answer: C
Explanation: The three-needs theory was developed by David McClelland. It highlights the need
for power, the need for affiliation, and the need for achievement.
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13) Which of the following is a drawback of David McClelland's three-needs theory?
A) It explains motivation in limited contexts.
B) It has limited practicality in terms of identifying needs.
C) It is criticized because of the methodology used in the original research.
D) Subsequent research was unable to validate the model.
E) It assumes needs have not been fulfilled.
Answer: B
Explanation: McClelland's approach helps to explain motivation in various contexts. Its biggest
drawback, however, is its limited practicality in terms of identifying needs and designing
motivational programs to harness needs in beneficial directions.
14) What must every employee have in order to perform at a high level?
A) motivation
B) skill
C) reward
D) ability
E) leadership
Answer: A
Explanation: Motivating employees is one of the most important challenges every manager
faces. No matter how skillful employees may be and how supportive the work environment is,
without the motivation to excel, they won't perform at a high level.
Difficulty: 3: Challenging
AACSB: Analytical thinking
15) How happy employees are with the experience of work, and the way they are treated is
indicated by ________.
A) engagement
B) satisfaction
C) motivation
D) commitment
E) rootedness
Answer: B
Explanation: Satisfaction indicates how happy employees are with the experience of work and
the way they are treated.
Difficulty: 1: Easy
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16) The need to feel a part of something larger is a motivational indicator called ________.
A) the drive to acquire
B) the drive to defend
C) the drive to bond
D) the drive to fit in
E) the drive to comprehend
Answer: C
Explanation: Humans are social creatures, and the need to feel a part of something larger is a
vital aspect of employee motivation. This drive can be helpful, such as when it inspires
employees to contribute to common goals, but it can also be harmful, such as when it pits groups
of employees against one another in an "us-versus-them" mentality.
17) The need to know how well one is doing compared to others around them is a motivational
indicator of one's drive to ________.
A) acquire
B) defend
C) bond
D) fit in
E) comprehend
Answer: A
Explanation: This includes fulfilling the need for not only physical goods such as food and
clothing but also for enjoyable experiences and "psychological goods" such as prestige.
Importantly, this drive is relative: Individuals want to know how well they're doing compared to
others around them.
18) What motivational approach sought to improve employee efficiency through the study of
work, popularizing financial incentives for good performance?
A) expectancy theory
B) organizational justice
C) Hawthorne effect
D) scientific management
E) equity theory
Answer: D
Explanation: Frederick Taylor's scientific management theory was an approach that sought to
improve employee efficiency through the scientific study of work. In addition to analyzing work
and business processes in order to develop better methods, Taylor popularized financial
incentives for good performance.
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19) What was the outcome of the Hawthorne studies?
A) Employees perform better when they are being watched.
B) Physiological needs must be met in order to perform at an average level.
C) Employees work towards goals and promotion.
D) The fulfillment of safety needs increase individual performance levels.
E) Group norms and cultural makeup affect individual performance.
Answer: E
Explanation: The research team eventually concluded that group norms affected individual
performance more than any other factor and that to understand employee performance one
needed to understand an employee's total emotional and cultural makeup, on and off the job.
20) According to Maslow, what type of motivational need is the need to become everything one
can be?
A) self-actualization
B) physiological
C) safety
D) psychological
E) esteem
Answer: A
Explanation: At the top of Maslow's hierarchy is self-actualization–the need to become
everything one can be. This need is also the most difficult to fulfill–and even to identify in many
cases. Employees who reach this point work not just because they want to make money or
impress others but because they feel their work is worthwhile and satisfying in itself.
21) What motivational theory supports the idea that employees like to work and are motivated by
causes they believe in?
A) hygiene factors
B) theory Y
C) need for affiliation
D) need for achievement
E) theory X
Answer: B
Explanation: Theory Y oriented managers believe that employees like to work and can be
motivated by working for goals that promote creativity or for causes they believe in.
Consequently, Theory Y-oriented managers seek to motivate employees through intrinsic
rewards–which employees essentially give to themselves.
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22) Engagement predicts the likelihood that employees will stay or leave their jobs.
Answer: FALSE
Explanation: Rootedness predicts the likelihood that employees will stay or leave their jobs.
Difficulty: 1: Easy
23) The four indicators, engagement, satisfaction, commitment, and rootedness can identify who
is motivated and who isn't, as well as explain why.
Answer: FALSE
Explanation: The four indicators, engagement, satisfaction, commitment, and rootedness can
identify who is motivated and who isn't, but they don't explain why.
24) The fundamental motivational need called the "drive to defend" can be both positive and
negative.
Answer: TRUE
Explanation: The fundamental motivational need called the "drive to defend" can be both
positive and negative.
25) The Hawthorne studies were simpler and less influential than suggested by the Hawthorne
effect.
Answer: FALSE
Explanation: The Hawthorne studies led to a phenomenon known as the Hawthorne effect.
26) Frederick W. Taylor's scientific management approach focused on intrinsic motivational

elements, such as opportunities for personal satisfaction.
Answer: FALSE
Explanation: Scientific management is a management approach designed to improve employees'
efficiency by scientifically studying their work.
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27) According to Maslow, higher-level needs can serve as motivators even if lower level needs
are not yet met.
Answer: FALSE
Explanation: Maslow's hierarchy is a model in which human needs are arranged in a hierarchy,
with the most basic needs at the bottom and the more advanced needs toward the top.
28) At the top of Maslow's hierarchy is self-actualization need.

Answer: TRUE
Explanation: Self-actualization need is at the top of Maslow's hierarchy. It refers to the need to
become everything one can be.
29) Theory X-oriented managers believe that most employees are motivated by intrinsic rewards.
Answer: FALSE
Explanation: Theory X refers to the managerial assumption that employees are irresponsible, are
unambitious, and dislike work and that managers must use force, control, or threats to motivate
them.
30) Theory Y-oriented managers believe that employees like to work.

Answer: TRUE
Explanation: Theory Y-oriented managers believe that employees like to work. It is the
managerial assumption that employees enjoy meaningful work, are naturally committed to
certain goals.
31) Unlike with the other classical theories, there is a lot of research to validate Herzberg's two-
factor theory.
Answer: FALSE
Explanation: Unlike with the other classical theories, there is a lot of research to validate
McClelland's ideas and to explain particular outcomes in the workplace.
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32) Discuss the four indicators that can be used to measure motivation in a workplace setting.
Answer: In a workplace setting, motivation can be assessed by measuring four indicators:
engagement, satisfaction, commitment, and rootedness. First, engagement reflects the degree of
energy, enthusiasm, and effort each employee brings to his or her work. If you're "just not into
it," chances are you won't perform at your best. Second, satisfaction indicates how happy
employees are with the experience of work and the way they are treated. Third, commitment
suggests the degree to which employees support the company and its mission. Fourth, rootedness
(or its opposite, intention to quit) predicts the likelihood that employees will stay or leave their
jobs. A person who is engaged, satisfied, and committed and who has no intention of quitting can
be safely said to be motivated.
33) Compare and contrast scientific management with Hawthorne effect.

Answer: Frederick W. Taylor, a machinist and engineer from Philadelphia, studied employee
efficiency and motivation in the late 19th and early 20th centuries. He is credited with
developing scientific management, an approach that sought to improve employee efficiency
through the scientific study of work. In addition to analyzing work and business processes in
order to develop better methods, Taylor popularized financial incentives for good performance.
Hawthorne effect refers to a supposed effect of organizational research, in which employees
change their behavior because they are being studied and given special treatment. The validity of
the effect is uncertain, and the Hawthorne studies were richer and more influential than this
simple outcome would suggest.
34) Discuss Maslow's hierarchy of needs.

Answer: In 1943, psychologist Abraham Maslow hypothesized that behavior is determined by a
variety of needs, which he organized into categories arranged in a hierarchy. In Maslow's
hierarchy all of the requirements for basic survival–food, clothing, shelter, and the like–fall into
the category of physiological needs. These basic needs must be satisfied before the person can
consider higher-level needs such as safety needs, social needs (the need to give and receive love
and to feel a sense of belonging), and esteem needs (the need for a sense of self-worth and
integrity). At the top of Maslow's hierarchy is self-actualization–the need to become everything
one can be. This need is also the most difficult to fulfill–and even to identify in many cases.
Difficulty: 1: Easy
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35) Compare and contrast Theory X with Theory Y.
Answer: In the 1960s, psychologist Douglas McGregor proposed two radically different sets of
assumptions that underlie most management thinking, which he classified as Theory X and
Theory Y. According to McGregor, Theory X-oriented managers believe that employees dislike
work and can be motivated only by the fear of losing their jobs or by extrinsic rewards–those
given by other people, such as money and promotions. In contrast, Theory Y-oriented managers
believe that employees like to work and can be motivated by working for goals that promote
creativity or for causes they believe in. Consequently, Theory Y-oriented managers seek to
motivate employees through intrinsic rewards–which employees essentially give to themselves.
36) What is Herzberg's two-factor theory? How do hygiene factors differ from motivators?
Answer: Herzberg's two-factor theory refers to a model that divides motivational forces into
satisfiers ("motivators") and dissatisfiers ("hygiene factors"). In Herzberg's two-factor theory,
hygiene factors are associated with dissatisfying experiences, and motivators are associated with
satisfying experiences. Hygiene factors are mostly extrinsic and include working conditions,
company policies, pay, and job security. Motivators tend to be intrinsic and include achievement,
recognition, responsibility, and other personally rewarding factors.
37) Discuss McClelland's three-needs theory. How does the three-needs theory differ from other
classical theories?
Answer: The three-needs theory was developed by David McClelland. It highlights the need for
power (having–and demonstrating–control over others), the need for affiliation (being accepted
by others and having opportunities for social interaction), and the need for achievement
(attaining personally meaningful goals).
Unlike with the other classical theories, there is a lot of research to validate McClelland's ideas
and to explain particular outcomes in the workplace. For example, those with a high need for
achievement tend to make successful entrepreneurs, but this focus on personal achievement can
actually get in the way of managerial effectiveness, which relies on the ability to influence others
toward shared goals.
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38) ________ connects an employee's efforts to the outcome he or she thinks will result from
those efforts.
A) Maslow's hierarchy
B) Herzberg's two-factor theory
C) David McClelland's three needs theory
D) Expectancy theory
E) Equity theory
Answer: D
Explanation: Expectancy theory refers to the idea that the effort employees put into their work
depends on expectations about their own ability to perform, expectations about likely rewards,
and the attractiveness of those rewards.
LO: 10.2: Explain why many consider expectancy theory to be the best current explanation of
employee motivation.
39) Belief in your ability to complete a task is known as ________.

A) drive
B) self-efficacy
C) self-actualization
D) rootedness
E) self-motivation
Answer: B
Explanation: Self-efficacy embodies your belief in your ability to complete a task. Self-efficacy
can be increased by gaining experience, mimicking successful role models, getting
encouragement from others, and sometimes even "psyching yourself up."
40) ________ suggests that employee satisfaction depends on the perceived ratio of inputs to
outputs.
A) Maslow's hierarchy
B) Herzberg's two-factor theory
C) David McClelland's three needs theory
D) Expectancy theory
E) Equity theory
Answer: E
Explanation: Equity theory suggests that employee satisfaction depends on the perceived ratio of
inputs to outputs.
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41) Research into equity theory has led to thinking about the broader concept of ________.
A) scientific management
B) self-actualization
C) organizational justice
D) intrinsic rewards
E) self-efficacy
Answer: C
Explanation: Research into equity theory has led to thinking about the broader concept of
organizational justice, or perceptions of fairness in the workplace.
42) ________ claims an employee's level of effort is tied to the expected outcome of the effort.
A) Self-efficacy
B) Expectancy theory
C) Aligning rewards
D) Equity theory
E) Organizational justice
Answer: B
Explanation: Expectancy theory connects an employee's efforts to the outcome he or she expects
from those efforts. Expectancy theory focuses less on the specific forces that motivate employees
and more on the process they follow to seek satisfaction in their jobs.
43) Expectancy theory refers to the idea that employees base their level of satisfaction on the
ratio of their inputs to the job and the outputs or rewards they receive from it.
Answer: FALSE
Explanation: Expectancy theory refers to the idea that the effort employees put into their work
and the attractiveness of those rewards.
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44) The idea that your job satisfaction is based on how much you put into your job versus how
much you get out of your job is the basis of the equity theory of motivation.
Answer: TRUE
Explanation: The idea that your job satisfaction is based on how much you put into your job
versus how much you get out of your job is the basis of the equity theory of motivation.
45) Complaints about gender pay fairness, where men get more money than women for the same
work, are instances of equity issues.
Answer: TRUE
Explanation: Complaints about gender pay fairness, where men get more money than women for
the same work, are instances of equity issues.
46) Goals that are specific enough to give employees clarity and focus can function as effective
motivators.
Answer: TRUE
Explanation: Goals that are specific enough to give employees clarity and focus can function as
effective motivators.
47) Compare and contrast expectancy theory with equity theory.

Answer: Expectancy theory refers to the idea that the effort employees put into their work
and the attractiveness of those rewards. Expectancy theory focuses less on the specific forces that
motivate employees and more on the process they follow to seek satisfaction in their jobs.
Equity theory refers to the idea that employees base their level of satisfaction on the ratio of their
inputs to the job and the outputs or rewards they receive from it. Equity issues can show up in a
number of areas, such as in complaints about gender pay fairness and executive compensation
and in many unionizing efforts, whenever employees feel that they aren't getting a fair share of
corporate profits or that they are being asked to shoulder more than their fair share of hardships.
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48) ________ refers to the idea that carefully designed performance targets and aims can
motivate employees to higher performance.
A) Goal-setting theory
B) Equity theory
C) Herzberg's two-factor theory
D) David McClelland's three needs theory
E) Expectancy theory
Answer: A
Explanation: Goal-setting theory is a motivational theory suggesting that setting goals can be an
effective way to motivate employees.
LO: 10.3: Identify the strengths and weaknesses of goal-setting theory.
49) Goal-setting theory of motivation suggests that ________.

A) setting goals is unrelated to motivation in most employees
B) setting goals is an effective way to motivate employees
C) managers, not employees, need to set goals
D) collaborative goal setting can undermine managerial authority
E) employees should set their own goals without input from managers
Answer: B
Explanation: Goal-setting theory is a motivational theory suggesting that setting goals can be an
effective way to motivate employees.
50) ________ refers to a motivational approach in which managers and employees work together
to structure personal goals and objectives for every individual, department, and project to mesh
with the organization's goals.
A) Scientific management
B) Theory X-oriented management
C) Management by objectives
D) Theory Y-oriented management
E) Micromanagement
Answer: C
Explanation: Management by objectives refers to a motivational approach in which managers
and employees work together to structure personal goals and objectives for every individual,
department, and project to mesh with the organization's goals.
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51) Which of the following is a limitation of the goal-setting theory?
A) decreased extrinsic motivation
B) reduced internal competition
C) missed learning opportunities
D) less challenging goals
E) reduced emphasis on short-term performance
Answer: C
Explanation: Goal setting can misfire in a variety of ways, such as missed learning
opportunities. Employees can focus so intently on meeting deadlines and other goals that they
overlook opportunities to learn.
52) What criteria must be met for goals to function as effective motivators?
A) Goals should be broad and flexible.
B) Goals should be easy to achieve.
C) Feedback should be timely and include progress towards the goal.
D) Individuals should be challenged and unsure about their ability to achieve the goal.
E) Goals should be personal but require a team effort to achieve.
Answer: C
Explanation: Timely feedback that lets people know if they're progressing toward their goals
and, if not, how to change course.
Difficulty: 1: Easy
53) What is the key to successful implementation of management by objectives?

A) Understanding the strategic goals of the organization.
B) Empowering employees to achieve goals set by their managers.
C) Setting goals for the group, not the individual.
D) Collaborative goal setting.
E) Setting goals that are narrow.
Answer: D
Explanation: One of the key elements of MBO is the collaborative goal-setting process.
Together, a manager and an employee define the employee's goals, the responsibilities for
achieving those goals, and the means of evaluating individual and group performance so that the
employee's activities are directly linked to achieving the organization's long-term goals.
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54) Management by objectives can eliminate the motivation of doing well for the sake for the
work itself, resulting in ________.
A) unhealthy internal competition
B) intentional performance limitations
C) overly narrow goals
D) decreased intrinsic motivation
E) limited learning opportunities
Answer: D
Explanation: Relying too heavily on exterior goals and their extrinsic rewards can eventually
dull the intrinsic motivation to do well for the sake of the work itself–one of the most powerful
and sustainable motivators.
55) Being overly focused on achieving goals set by management by objectives may result in the
inability to respond to a change in the business environment, or ________.
A) unintentional performance limitations
B) inappropriate time horizons
C) decreased intrinsic motivation
D) unhealthy internal competition
E) missed learning opportunities
Answer: E
Explanation: Employees can get so focused on meeting deadlines and other goals that they
overlook opportunities to learn, whether to improve their own skills, fix process problems, or
adapt to changes in the business environment–all of which could benefit the company more than
meeting the original goal.
56) Goals set during the management by objective goal setting process should be directly linked
to what?
A) the organization's long-term goals
B) motivation of the employee to achieve those goals
C) performance limitations
D) effective feedback
E) intrinsic rewards
Answer: A
Explanation: Together, a manager and an employee define the employee's goals, the
responsibilities for achieving those goals, and the means of evaluating individual and group
performance so that the employee's activities are directly linked to achieving the organization's
long-term goals.
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57) For goals to function as a motivator, the employee must believe in his or her ability to meet
that goal.
Answer: TRUE
Explanation: For goals to function as a motivator, the employee must believe in his or her ability
to meet that goal.
58) Management by objectives is a motivational approach where managers set specific goals for
each employee.
Answer: FALSE
Explanation: Management by objectives is a motivational approach in which managers and
employees work together to structure personal goals and objectives for every individual,
department, and project to mesh with the organization's goals.
59) Discuss the criteria that must be met for goals to function as effective motivators.
Answer: For goals to function as effective motivators, a number of criteria must be met. These
criteria include:
∙ Goals that are specific enough to give employees clarity and focus
∙ Goals that are difficult enough to inspire energetic and committed effort
∙ Clear "ownership" of goals so that accountability can be established
∙ Timely feedback that lets people know if they're progressing toward their goals and, if not, how
to change course
∙ Individuals' belief in their ability to meet their goals
∙ Cultural support for the individual achievement and independence needed to reach the goals
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60) Discuss the risks and limitations of the goal-setting theory.
Answer: The weaknesses of goal setting generally lie in ways that the pursuit of goals can
distort behavior. Some of the potential problems are:
∙ Overly narrow goals. When goals are too narrow, people can miss or intentionally ignore vital
aspects of the bigger picture.
∙ Overly challenging goals. Such goals can inspire great performance, but they can also lead to
risky behavior, belligerent negotiating tactics, and ethical lapses as employees cut corners to
reach targets.
∙ Inappropriate time horizons. Too much emphasis on short-term performance can degrade long-
term performance.
∙ Unintentional performance limitations. Goals can limit performance potential when employees
reach their targets and then stop trying, even though they could go beyond that level if reaching
the goal didn't signal that it was acceptable to stop there.
∙ Missed learning opportunities. Employees can get so focused on meeting deadlines and other
goals that they overlook opportunities to learn, whether to improve their own skills, fix process
problems, or adapt to changes in the business environment–all of which could benefit the
company more than meeting the original goal.
∙ Unhealthy internal competition. Goals can pit groups within a company against each other,
which can be beneficial if the competition is healthy, but ultimately harmful if it is not.
∙ Decreased intrinsic motivation. Relying too heavily on public goals and their extrinsic rewards
can eventually dull the intrinsic motivation to do well for the sake of the work itself.
61) ________ refers to a model suggesting that five core job dimensions influence three critical
psychological states that determine motivation, performance, and other outcomes.
A) Job characteristics model
B) Management by objectives
C) Goal-setting theory
D) Theory X
E) Theory Y
Answer: A
Explanation: Job characteristics model refers to a model suggesting that five core job
dimensions influence three critical psychological states that determine motivation, performance,
and other outcomes.
Difficulty: 1: Easy
LO: 10.4: Describe the job characteristics model, and explain how it helps predict motivation
and performance.
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62) According to the job characteristics model, the degree to which the employee has
responsibility for completing an entire task is called ________.
A) task significance
B) skill variety
C) autonomy
D) task availability
E) task identity
Answer: E
Explanation: Task identity refers to the degree to which the employee has responsibility for
completing an entire task. Greater task identity contributes to the sense of meaning in work.
and performance.
63) According to the job characteristics model, ________ refers to the range of abilities and
talents needed to accomplish the responsibilities associated with the job.
A) task significance
B) skill variety
C) autonomy
D) task availability
E) task identity
Answer: B
Explanation: Skill variety refers to the range of skills and talents needed to accomplish the
responsibilities associated with the job. The broader the range of skills required, the more
meaningful the work is likely to be to the employee.
and performance.
64) According to the job characteristics model, the employee's perception of the impact the job
has on the lives of other people is called ________.
A) skill variety
B) task identity
C) task significance
D) autonomy
E) emotional labor
Answer: C
Explanation: Task significance refers to the employee's perception of the impact the job has on
the lives of other people.
and performance.
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65) According to the job characteristics model, experienced meaningfulness of the work is
________.
A) a measure of how much employees care about the jobs they are doing
B) the sense each employee has that his or her efforts contribute to the outcome
C) an employees' intention to stay in the company
D) an employees' support of the company and its mission
E) employees' awareness of the real-life results of their efforts
Answer: A
Explanation: Experienced meaningfulness of the work is a measure of how much employees
care about the jobs they are doing.
and performance.
66) According to the job characteristics model, experienced responsibility for results refers to
________.
A) how much employees care about the jobs they are doing
B) the sense each employee has that his or her efforts contribute to the outcome
C) an employees' intention to stay in the company
D) an employees' support of the company and its mission
E) employees' awareness of the real-life results of their efforts
Answer: B
Explanation: Experienced responsibility for results refers to the sense each employee has that his
or her efforts contribute to the outcome.
and performance.
67) Making jobs more challenging and interesting by expanding the range of skills required is
called ________.
A) job enlargement
B) cross-training
C) job enrichment
D) flextime
E) task identity
Answer: C
Explanation: The strategy behind job enrichment is to make jobs more challenging and
interesting by expanding the range of skills required–typically by expanding upward, giving
employees some of the responsibilities previously held by their managers.
and performance.
22
68) ________ refers to training workers to perform multiple jobs and rotating them through these
various jobs to combat boredom or burnout.
A) Job enrichment
B) Behavior modification
C) Cross-training
D) Job enlargement
E) Task significance
Answer: C
Explanation: Cross-training, or job rotation, involves training workers to perform multiple jobs
and rotating them through these various jobs to combat boredom or burnout.
and performance.
69) Why is cross-training valuable in areas such as lean manufacturing?

A) Companies can address task needs without adding staff.
B) Managers can use behavior modification to shape and train employees.
C) The positive reinforcement acts as a valuable motivational tool.
D) Employees can earn incentives for increased performance.
E) Jobs become more challenging and interesting as employees learn new skills.
Answer: A
Explanation: Cross-training is also valuable in lean manufacturing because it lets companies
keep staffs as small as possible and assign people wherever they are needed to handle
fluctuations in workflow. And in a tight economy, cross-training helps companies address task
needs without adding new staff.
and performance.
70) Which of the following expands a job horizontally by adding tasks that are not necessarily
more challenging?
A) cross-training
B) job enlargement
C) task identity
D) autonomy
E) job enrichment
Answer: B
Explanation: Whereas job enrichment expands vertically, job enlargement is more of a
horizontal expansion, adding tasks that aren't necessarily any more challenging.
and performance.
23
71) Task identity refers to the employee's perception of how his or her job impacts the lives of
other employees.
Answer: FALSE
Explanation: Task identity refers to the degree to which the employee has responsibility for
completing an entire task. Greater task identity contributes to the sense of meaning in work.
Difficulty: 1: Easy
and performance.
72) Job enrichment expands a job horizontally.

Answer: FALSE
Explanation: Job enrichment refers to making jobs more challenging and interesting by
expanding the range of skills required. It is a sort of vertical expansion.
Difficulty: 1: Easy
and performance.
73) Cross-training involves expanding the scope of an individual job.

Answer: FALSE
Explanation: Cross-training refers to training workers to perform multiple jobs and rotating
them through these various jobs to combat boredom or burnout.
and performance.
74) Compare and contrast management by objectives with the job characteristics model.
Answer: Management by objectives (MBO) is a motivational approach in which managers and
employees work together to structure personal goals and objectives for every individual,
department, and project to mesh with the organization's goals. This process consists of four
steps: setting goals, planning actions, implementing plans, and reviewing performance. One of
the key elements of MBO is a collaborative goal-setting process.
On the other hand, job characteristics model refers to a model suggesting that five core job
dimensions (skill variety, task identity, task significance, autonomy, and feedback) influence
three critical psychological states (experienced meaningfulness of the work, experienced
responsibility for results, and knowledge of actual results). Achieving these three states leads to
improvements in motivation, job satisfaction, performance, absenteeism, and turnover.
and performance.
24
75) Compare and contrast the three critical psychological states described in the job
characteristics model.
Answer: The job characteristics model suggests that five core job dimensions influence three
critical psychological states that determine motivation, performance, and other outcomes. The
critical psychological states are as follows: (1) Experienced meaningfulness of the work, which
is a measure of how much employees care about the jobs they are doing. (2) Experienced
responsibility for results, which refers to the sense each employee has that his or her efforts
contribute to the outcome. (3) Knowledge of actual results, which refers to employees' awareness
of the real-life results of their efforts.
and performance.
76) Compare and contrast job enrichment with job enlargement.

Answer: The strategy behind job enrichment is to make jobs more challenging and interesting
by expanding the range of skills required–typically by expanding upward, giving employees
some of the responsibilities previously held by their managers. For example, an employee who
had been preparing presentations for his or her boss to give to customers could be asked to give
the presentations as well.
Whereas job enrichment expands vertically, job enlargement is more of a horizontal expansion,
adding tasks that aren't necessarily any more challenging. If it simply gives workers more to do,
job enlargement won't do much to motivate and will more likely demotivate. However, if jobs
are enlarged in ways that increase worker knowledge, expansion can improve job satisfaction.
and performance.
77) ________ theory suggests that managers can motivate employees by shaping their actions
through behavior modification.
A) Expectancy
B) Two-factor
C) Equity
D) Reinforcement
E) Maslow's
Answer: D
Explanation: Reinforcement theory is a motivational approach based on the idea that managers
can motivate employees by influencing their behaviors with positive and negative reinforcement.
LO: 10.5: Define reinforcement theory, and differentiate between positive and negative
reinforcement.
25
78) If an employee has perfect attendance for the month, then he or she is given a $25 bonus.
This would be an example of ________.
A) an incentive
B) job enrichment
C) an intrinsic reward
D) punishment
E) negative reinforcement
Answer: A
Explanation: Incentives refer to monetary payments and other rewards of value used for positive
reinforcement.
reinforcement.
79) Employees who receive positive reinforcement for one type of behavior are motivated to
perform well in other areas as well. This process is known as ________.
A) cross-training
B) job enrichment
C) benchmarking
D) chaining
E) horizontal integration
Answer: D
Explanation: Positive reinforcement can also have a multiplier effect, in which employees who
receive positive reinforcement for one type of behavior are motivated to perform well in other
areas, a process known as chaining.
reinforcement.
80) Encouraging the repetition of a particular behavior by not offering unpleasant consequences
for the behavior is called ________.
A) negative reinforcement
B) cognitive restructuring
C) transactional analysis
D) positive reinforcement
E) cross-training
Answer: A
Explanation: Negative reinforcement encourages a particular behavior to be repeated through
the reduction, removal, or absence of an unpleasant outcome.
reinforcement.
26
81) Reinforcement theory suggests that managers can motivate employees by shaping their
actions through ________.
A) carefully designed goals
B) cross-training
C) management by objectives
D) behavior modification
E) intrinsic motivation
Answer: D
Explanation: Reinforcement theory suggests that managers can motivate employees by shaping
their actions through behavior modification.
reinforcement.
82) A manager demotes an employee who does not meet performance goals. This is an example
of ________.
A) chaining
B) negative reinforcement
C) punishment
D) mentoring
E) scaffolding
Answer: C
Explanation: Punishment refers to actions used to diminish the repetition of unwanted behaviors
by adding unpleasant outcomes.
reinforcement.
83) Which theory suggests managers can motivate employees through behavior modification?
A) motivation theory
B) gamification
C) cross-training
D) reinforcement theory
E) job enrichment
Answer: D
Explanation: Reinforcement theory suggests that managers can motivate employees by shaping
their actions through behavior modification. Using reinforcement theory, managers try to
systematically encourage those actions considered beneficial to the company.
reinforcement.
27
84) How does positive reinforcement encourage a behavior to be repeated?
A) By removing an unpleasant outcome.
B) By using punishment to diminish unwanted behavior.
C) By minimizing stress and job burnout.
D) By adding an unpleasant outcome.
E) By offering pleasant consequences for a particular action or behavior.
Answer: E
Explanation: Positive reinforcement offers pleasant consequences for particular actions or
behaviors, increasing the likelihood that the behaviors will be repeated.
reinforcement.
85) Why is there the potential for distortion in performance when using reinforcement to
motivate behavior?
A) Reinforcement does not offer enough reward for change.
B) Reinforcement encourages negative behaviors before employees can be eligible for reward.
C) Reinforcement is time consuming when attempting to change a behavior.
D) Reinforcement encourages repetition in behaviors.
E) Reinforcement often focuses on a single variable.
Answer: E
Explanation: Managers must be on constant alert for unintended consequences of incentives and
other reinforcement efforts. For example, because they often focus on a single variable, incentive
programs can distort performance by encouraging employees to focus on that variable to the
detriment of other responsibilities.
reinforcement.
86) What type of reinforcement might be effective during economic downturns, when employers
cannot afford to give salary increases or offer career advancement?
A) incentives
B) frequent feedback
C) chaining
D) behavior modification
E) multiplier effect
Answer: A
Explanation: Like praise and public recognition, incentive programs can become particularly
important during economic slowdowns, when many employers can't afford to give big salary
increases and companies aren't growing fast enough to create opportunities for career
advancement.
reinforcement.
28
87) When using reinforcement theory, managers try to encourage in a systematic way those
actions considered beneficial to the company.
Answer: TRUE
Explanation: Using reinforcement theory, managers apply systematic methods to encourage
actions that benefit the company.
Difficulty: 1: Easy
reinforcement.
88) Negative reinforcement and punishment are the same thing.

Answer: FALSE
Explanation: Negative reinforcement refers to encouraging the repetition of a particular behavior
(desirable or not) by removing unpleasant consequences for the behavior. It is not the same as
punishment.
reinforcement.
89) Negative reinforcement encourages a particular behavior to be repeated through the

reduction, removal, or absence of an unpleasant outcome.
Answer: TRUE
Explanation: Negative reinforcement encourages a particular behavior to be repeated through
the reduction, removal, or absence of an unpleasant outcome.
reinforcement.
90) Reinforcement needs to involve explicit monetary incentives to distort behavior.

Answer: FALSE
Explanation: Reinforcement doesn't have to involve explicit monetary incentives to distort
behavior.
reinforcement.
29
91) Compare and contrast positive reinforcement with negative reinforcement.
Answer: Both positive and negative reinforcement encourage a behavior to be repeated: they
reinforce it, in other words. The difference is in how they work. Positive reinforcement offers
pleasant consequences for particular actions or behaviors, increasing the likelihood that the
behaviors will be repeated. For example, even a simple but sincere "thank you" provides
emotional reward and encourages employees to repeat whatever behavior elicited the praise.
Negative reinforcement also encourages a particular behavior to be repeated, but it does so
through the reduction, removal, or absence of an unpleasant outcome.
reinforcement.
92) What is the difference between negative reinforcement and punishment?

Answer: Negative reinforcement refers to encouraging the repetition of a particular behavior
(desirable or not) by not offering unpleasant consequences for the behavior. On the other hand,
punishment refers to actions used to diminish the repetition of unwanted behaviors by adding
unpleasant outcomes. Fear can certainly be a powerful motivator, but it also adds stress and
anxiety that can eventually lead to burnout and attrition as employees decide they don't want to
deal with the constant pressure. Punishment (not negative reinforcement) is the opposite of
positive reinforcement.
reinforcement.
93) The tendency for a manager to oversee every detail of their employees' work and give them
little autonomy in how to perform their jobs is known as ________.
A) vertical integration
B) micromanaging
C) empowering
D) centralization
E) reinforcement
Answer: B
Explanation: Micromanaging refers to overseeing every small detail of employees' work and
refusing to give them freedom or autonomy.
LO: 10.6: List five managerial strategies that are vital to maintaining a motivated workforce.
30
94) What is one key element of motivation, regardless of the motivational theory being used?
A) reward
B) feedback
C) opportunity
D) personalization
E) timeliness
Answer: B
Explanation: No matter which theory of motivation an organization or a manager subscribes to,
providing timely and frequent feedback is essential. From the perspective of reinforcement
theory, for example, feedback is the mechanism that shapes employee behavior.
95) Which of the following would be an effective way to make a reward personal and
meaningful for an employee?
A) Establish systems and policies that are enforced consistently.
B) Limit flexibility in the choice of reward.
C) Know what is important to each person.
D) Give all employees an equal opportunity.
E) Incorporate gamification as a reward system.
Answer: C
Explanation: First, establish systems and policies that are as equitable and as automatic as
possible, and explain to employees why they are fair. Second, build in as much flexibility as you
can, such as offering employees the cash equivalent of paid time off if they prefer money over
time. Third, get to know employees as individuals in order to understand what is important to
each person.
96) What is gamification?

A) Incorporating gaming technology in a business context.
B) Use of social networks as part of a recognition system.
C) Allowing employees to spend time doing things they enjoy to decrease levels of
dissatisfaction.
D) Applying game playing mechanics to existing business activities.
E) A motivational technique to address workplace negativity.
Answer: D
Explanation: Gamification isn't about "playing games" in a business context, but rather applying
the motivational power of scorekeeping, competition, and other game-playing mechanics to
existing business activities.
31
97) Why is it important for managers to address workplace negativity as soon as possible?
A) It shows managers care about employees without having to resolve the issue.
B) To limit the sense of community an employee feels when they are allowed to vent
frustrations.
C) To eliminate hopeless feelings about the future.
D) To eliminate fear as a motivator.
E) It demonstrates that managers care about the emotional health of employees.
Answer: E
Explanation: Jumping on a problem quickly can have a double positive impact: It solves the
problem, and it demonstrates to everyone that managers care about the emotional health of the
workforce.
98) Motivation is a deeply personal phenomenon.

Answer: TRUE
Explanation: Motivation is the combination of forces that move individuals to take certain
actions and avoid other actions.
99) Micromanagement refers to overseeing every small detail of an employees' work and
refusing to give them freedom or autonomy.
Answer: TRUE
Explanation: Micromanagement refers to overseeing every small detail of an employees' work
and refusing to give them freedom or autonomy.
100) List the managerial strategies that are vital to maintaining a motivated workforce.
Answer: Regardless of the specific motivational theories that a company chooses to implement
in its management policies and reward systems, managers can improve their ability to motivate
employees by providing timely and frequent feedback, personalizing motivational efforts,
adapting to circumstances and special needs, tackling workplace problems before they have a
chance to destroy morale, and being inspirational leaders.
32

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Business in Action, 8e (Bovee)

5) ________ refers to a supposed effect of organizational research, in which employees change

8) According to McGregor, Theory X-oriented managers believe that ________.

11) In Herzberg's two-factor theory, hygiene factors are ________.

26) Frederick W. Taylor's scientific management approach focused on intrinsic motivational

28) At the top of Maslow's hierarchy is self-actualization need.

30) Theory Y-oriented managers believe that employees like to work.

33) Compare and contrast scientific management with Hawthorne effect.

34) Discuss Maslow's hierarchy of needs.

39) Belief in your ability to complete a task is known as ________.

47) Compare and contrast expectancy theory with equity theory.

49) Goal-setting theory of motivation suggests that ________.

53) What is the key to successful implementation of management by objectives?

69) Why is cross-training valuable in areas such as lean manufacturing?

72) Job enrichment expands a job horizontally.

73) Cross-training involves expanding the scope of an individual job.

76) Compare and contrast job enrichment with job enlargement.

88) Negative reinforcement and punishment are the same thing.

89) Negative reinforcement encourages a particular behavior to be repeated through the

90) Reinforcement needs to involve explicit monetary incentives to distort behavior.

92) What is the difference between negative reinforcement and punishment?

96) What is gamification?

98) Motivation is a deeply personal phenomenon.

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