Name: Managing Organizational Behaviour in Canada 2nd Edition Pat R. Sniderman - Test Bank - Eazyquizes
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Managing Organizational Behaviour in Canada 2nd Edition Pat R. Sniderman – Test Bank

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Chapter 2 Creating a Positive Work Environment: Attitudes, Values, Ethics

MULTIPLE CHOICE

What is an enduring belief that a particular behaviour or end state of existence is preferred?

a.	a message
b.	a value
c.	an ethic
d.	an attitude

ANS: B PTS: 1 DIF: Easy REF: p. 37

OBJ: 3 BLM: Knowledge

Organizations need to understand the differences their employees bring and do what with these differences?

a.	change
b.	allow
c.	ignore
d.	leverage

ANS: D PTS: 1 DIF: Hard REF: p. 37

OBJ: 3 BLM: Application

All of the following are considered terminal values EXCEPT

a.	wisdom.
b.	achievement.
c.	self-control.
d.	equality.

ANS: C PTS: 1 DIF: Moderate REF: p. 37

OBJ: 3 BLM: Comprehension

Which of the following is not an instrumental value?

a.	helpfulness
b.	independence
c.	self-respect
d.	courage

ANS: C PTS: 1 DIF: Moderate REF: p. 37

OBJ: 3 BLM: Comprehension

The goals to be achieved, or the end states of existence, are called

a.	instrumental values.
b.	terminal values.
c.	lifelong values.
d.	permanent values.

ANS: B PTS: 1 DIF: Easy REF: p. 37

OBJ: 3 BLM: Knowledge

The four primary diversity factors that influence values include which of the following?

a.	age, gender, and ethnicity
b.	age, gender, and income level
c.	ethnicity, age, and income level
d.	educational level, age, and gender

ANS: A PTS: 1 DIF: Moderate REF: p. 37

OBJ: 3 BLM: Comprehension

What should organizations do in order to achieve a high level of job satisfaction among their employees?

a.	provide performance-based pay systems
b.	recruit and select people whose values closely match those of the organization
c.	recruit and select people who are highly motivated
d.	recruit and select people from only one generation

ANS: B PTS: 1 DIF: Moderate REF: p. 38

OBJ: 3 BLM: Application

All of these factors are identified by Hofstede with the EXCEPTION of

a.	power distance.
b.	individual vs collectivism.
c.	masculinity vs. femininity.
d.	long vs. short-term orientation.
e.	gender equalitarianism.

ANS: E PTS: 1 DIF: Moderate REF: p. 39

OBJ: 3 BLM: Knowledge

Morgan, a car salesman, has just sold a car to a customer whom he strongly suspects will not be able to pay for the car. Lee, his co-worker,carefully cautions customers against spending too much for a car and shows customers models that are within their budgets. What is most likely the reason for the difference in behaviour between Morgan and Lee?

a.	different values held by Morgan and Lee
b.	different needs for money
c.	cultural differences between Morgan and Lee
d.	different reward systems for Morgan and Lee

ANS: A PTS: 1 DIF: Moderate REF: p. 39

BLM: Application

Which of the following is a valid criticism of Hostede’s work and the more recent GLOBE study?

a.	Individuals can decide which culture they wish to identify with.
b.	Hofstede and the GLOBE studies do not take subcultures into account.
c.	GLOBE addresses in-group collectivism, not societal collectivism.
d.	They are too similar to each other to provide a basis for comparison.

ANS: C PTS: 1 DIF: Hard REF: p. 39

OBJ: 3 BLM: Analysis

For a transnational corporation, which of the following would be most true about culture?

a.	The transnational should follow the home country culture.
b.	The transnational should have a different culture in every country.
c.	Managers of the transnational should have the ability understand and work in several cultures.
d.	Managers in the transnational should focus on their own culture regardless of where they are.

ANS: C PTS: 1 DIF: Hard REF: p. 39

OBJ: 3 BLM: Application

Which of the following is NOT a key cultural dimension identified by the GLOBE Study?

a.	performance orientation
b.	humane orientation
c.	uncertainty avoidance
d.	future orientation
e.	long-term vs. short-term orientation

ANS: E PTS: 1 DIF: Moderate REF: p. 39

OBJ: 3 BLM: Knowledge

Sam has relocated to the Philippines, which has a high power distance culture. Which of the following behaviours would Sam expect to see?

a.	People like to work in teams consisting of managers and workers.
b.	Employees are aggressive in pursuing promotional opportunities.
c.	Employees will request clear distinctions between managers and workers.
d.	Managers will go to the beach while workers compete the work.

ANS: C PTS: 1 DIF: Moderate REF: p. 39

OBJ: 3 BLM: Application

Sara, who is working in Argentina, which has an individualist culture, wishes to recognize the efforts and success of members of her team. What should she do?

a.	Offer a team reward to the team that puts forth the best effort.
b.	Offer a team reward and small individual reward to the most successful team.
c.	Offer individual rewards to members for their behaviour in the team.
d.	Offer an individual reward to the leaders of the team.

ANS: C PTS: 1 DIF: Moderate REF: p. 40

OBJ: 3 BLM: Application

Connie, a Canadian, has just started a new assignment is Sweden. She called together the people who report to her and asked them how to improve the organization. No one responded. What would be the most likely cause of the lack of response?

a.	Swedish culture is high on collectivism.
b.	Swedish culture is low on power distance.
c.	Swedish culture is high on power distance.
d.	Swedish culture is low on assertiveness.

ANS: D PTS: 1 DIF: Hard REF: p. 40

OBJ: 3 BLM: Application

The GLOBE dimension of gender differentiation is related to what view of ethics?

a.	utilitarian view
b.	deontology view
c.	cultural relativism
d.	locus of control

ANS: A PTS: 1 DIF: Hard REF: p. 40

OBJ: 3 BLM: Analysis

Chan, from China, expects that he will have a very good job with his uncle’s business after graduation. What is the most likely explanation for this expectation?

a.	There is a high power distance in Chinese culture.
b.	There is high gender differentiation in Chinese culture.
c.	There is high performance orientation in Chinese culture.
d.	There is high in-group collectivism in Chinese culture.

ANS: D PTS: 1 DIF: Moderate REF: p. 41

OBJ: 3 BLM: Application

Jill, who works in Ireland for a major American company, complains that the organization demands long hours of work including requiring that the employees work at noon, which is traditionally lunch time. What is the most likely cause of Jill’s complaint?

a.	North American culture has a higher performance orientation than Irish culture.
b.	North American culture has a higher power distance than Irish culture.
c.	North American culture has higher collectivism than Irish culture.
d.	North American culture has higher gender differentiation than Irish culture.

ANS: A PTS: 1 DIF: Moderate REF: p. 41

OBJ: 3 BLM: Application

What does uncertainty avoidance refer to?

a.	how much a society relies on its social norms to explain unpredictable future events
b.	how much a society relies on its social norms to explain current events
c.	how much a society is concerned with the future
d.	how much an organization is concerned about the future
e.	none of the above

ANS: A PTS: 1 DIF: Moderate REF: p. 41

OBJ: 3 BLM: Comprehension

Ron, working in Denmark with Danish employees, has told his employees that 50% of their pay will be determined based on the performance of the company using a formula that he does not know. Why would his employees accept this?

a.	Danish culture is high in power distance.
b.	Danish culture is high in uncertainty avoidance.
c.	Danish culture is high in future orientation.
d.	Danish culture is high in in-group collectivism.

ANS: B PTS: 1 DIF: Moderate REF: p. 41

OBJ: 3 BLM: Application

A large transnational corporation is proud of and encourages volunteerism in communities by its employees. It has opened offices in countries that are low on humane orientation. How will staff members in these countries respond to the company’s encouragement?

a.	They will fully embrace it.
b.	They will tell their colleagues to volunteer.
c.	They will not see any point to volunteering.
d.	They will actively reject volunteering as an management ploy.

ANS: C PTS: 1 DIF: Hard REF: p. 41

OBJ: 3 BLM: Application

What does an individual’s psychological tendency expressed by evaluating an entity with some degree of favour or disfavour reflect?

a.	an attitude
b.	one’s mood
c.	values
d.	beliefs

ANS: A PTS: 1 DIF: Easy REF: p. 42

OBJ: 4 BLM: Knowledge

On what basis do attitudes develop?

a.	experience
b.	the interaction between information and experience
c.	evaluative responding
d.	understanding

ANS: C PTS: 1 DIF: Moderate REF: p. 42

OBJ: 4 BLM: Knowledge

All of the following influence the relationship between attitudes and behaviours EXCEPT

a.	supervisor’s attitudes.
b.	attitude relevance.
c.	social constraints.
d.	personality factors.

ANS: A PTS: 1 DIF: Moderate REF: p. 42

OBJ: 4 BLM: Comprehension

What are the two major influences on attitudes?

a.	observation and social learning
b.	direct experience and social learning
c.	heredity and social learning
d.	direct experience and heredity

ANS: B PTS: 1 DIF: Moderate REF: p. 43

OBJ: 4 BLM: Comprehension

What do our responses to people and issues do over time?

a.	become stronger
b.	not change
c.	are based on our parent’s training
d.	evolve

ANS: D PTS: 1 DIF: Moderate REF: p. 43

OBJ: 4 BLM: Knowledge

In social learning, the family, peer group, religious organizations, and culture shape an individual’s attitudes in a(n)

a.	direct manner.
b.	indirect manner.
c.	reciprocal manner.
d.	parallel manner.

ANS: B PTS: 1 DIF: Hard REF: p. 44

OBJ: 4 BLM: Knowledge

Suppose there is a proposal to raise income taxes for those who earn $150,000 or more. If you are a low-income individual, your interest in this proposal would lack

a.	attitude specificity.
b.	cognitive dissonance.
c.	attitude relevance.
d.	social constraints.

ANS: C PTS: 1 DIF: Hard REF: p. 44

OBJ: 4 BLM: Comprehension

Mildred works in an organization with people from all parts of the world. In order to ensure her organization operates effectively, Mildred should

a.	create a set of corporate values to which all employees conform.
b.	create rules but understand that there are diverse values among employees.
c.	choose the values of the group to which the majority of employees belong and apply those values.
d.	recognize that values are not important in business.

ANS: B PTS: 1 DIF: Hard REF: p. 44

OBJ: 3 BLM: Application

Substantial social learning occurs through which process in which individuals acquire attitudes by merely observing others?

a.	dissonance
b.	affect
c.	modelling
d.	heredity

ANS: C PTS: 1 DIF: Moderate REF: p. 44

OBJ: 4 BLM: Knowledge

A relationship is stronger if the time between the attitude measurement and the observed behaviour is

a.	longer.
b.	shorter.
c.	more intense.
d.	less intense.

ANS: B PTS: 1 DIF: Moderate REF: p. 44

OBJ: 4 BLM: Comprehension

Attitudes are learned and two major influences include

a.	repeated behaviour and affect.
b.	direct experience and social learning.
c.	cognitive dissonance and negative affectivity.
d.	random behaviour modelling and unconscious motivation.

ANS: B PTS: 1 DIF: Moderate REF: p. 44

OBJ: 4 BLM: Knowledge

What is a major reason that attitudes derived from direct experience are so powerful?

a.	They become a heuristic to assist in decision making.
b.	They are easily accessed and are active in our cognitive processes.
c.	They are accessible through the left part of the brain, which is more intuitive.
d.	They are the behavioural intention component of an attitude.

ANS: B PTS: 1 DIF: Moderate REF: p. 44

OBJ: 4 BLM: Comprehension

The attitude-behaviour connection is much closer when

a.	attitudes are general.
b.	attitude measurement is done very close to the behaviour of interest.
c.	one’s personality exhibits high self-monitoring.
d.	the social context doesn’t reinforce the relationship between attitudes and behaviour.

ANS: B PTS: 1 DIF: Hard REF: p. 44

OBJ: 4 BLM: Comprehension

All of the following are important work attitudes that managers can strive to improve among their employees EXCEPT

a.	job satisfaction.
b.	organizational commitment.
c.	employee engagement.
d.	employee expertise.

ANS: D PTS: 1 DIF: Moderate REF: p. 44

OBJ: 4 BLM: Knowledge

Your friend does not like accounting and, based on what he has told you, you decide that you do not like accounting. According to research, what is likely to happen if you take an accounting course?

a.	You will not change your attitude toward accounting.
b.	You are more likely to change your attitude than if your attitude had been formed based on your own experience of accounting.
c.	You are less likely to change your attitude than if your attitude had been formed based on your own experience of accounting.
d.	Your friend’s experience will have no effect on you.

ANS: B PTS: 1 DIF: Hard REF: p. 44

OBJ: 4 BLM: Application

What moulds attitudes through group acceptance of individuals who express popular attitudes and through sanctions of those who do not?

a.	diversity
b.	value system
c.	peer pressure
d.	normative commitment

ANS: C PTS: 1 DIF: Moderate REF: p. 44

OBJ: 3 BLM: Comprehension

Considering the definition of attitude, which of the following would be a reasonable conclusion?

a.	Attitudes are consistent for life.
b.	Attitudes and behaviour can be different.
c.	Attitudes are consistent across situations.
d.	Attitudes and values are the same.

ANS: B PTS: 1 DIF: Hard REF: p. 44

OBJ: 4 BLM: Analysis

A pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences reflects

a.	job involvement.
b.	job satisfaction.
c.	loyalty.
d.	job morale.

ANS: B PTS: 1 DIF: Easy REF: p. 44

OBJ: 5 BLM: Knowledge

Which of the following is NOT one of the five specific dimensions used to measure job satisfaction?

a.	pay
b.	work itself
c.	supervision
d.	congruence between work and purpose

ANS: D PTS: 1 DIF: Easy REF: p. 44

OBJ: 5 BLM: Comprehension

John has been offered five weeks holiday at his new job. In John’s last job he had eight weeks holidays per year. John feels sad that his five weeks holidays are so short. Which of the following would best explain this situation?

a.	John places a very high value on holidays.
b.	John has developed an attitude that holidays should be long.
c.	John requires extrinsic rewards.
d.	John sees holidays as an important intrinsic reward.

ANS: B PTS: 1 DIF: Hard REF: p. 44

OBJ: 5 BLM: Analysis

Dofasco employees working for local fundraising campaigns reflects

a.	organizational commitment.
b.	affective commitment.
c.	organizational citizenship behaviour.
d.	job involvement.

ANS: C PTS: 1 DIF: Easy REF: p. 44

OBJ: 5 BLM: Knowledge

Job satisfaction has been shown to be related to organizational citizenship, which is

a.	the tendency to exhibit strong ethical behaviour.
b.	behaviour that is above and beyond the call of duty in behalf of the organization.
c.	loyalty to the organization.
d.	the tendency to look for the positive within organizations.

ANS: B PTS: 1 DIF: Easy REF: p. 44

OBJ: 5 BLM: Knowledge

Job satisfaction can be determined by looking at all of the following EXCEPT

a.	the work itself.
b.	the economic success of the company.
c.	promotion opportunity.
d.	effectiveness of supervision.

ANS: B PTS: 1 DIF: Moderate REF: p. 45

OBJ: 5 BLM: Application

According to considerable research, the relationship between job satisfaction and job performance is

a.	strong and direct.
b.	strong and negative.
c.	modest.
d.	positive for women and negative for men.

ANS: C PTS: 1 DIF: Moderate REF: p. 45

OBJ: 5 BLM: Knowledge

The psychological contract is unwritten and implicit. Therefore, what steps should employers take when hiring new employees?

a.	Have a written contract for each employee.
b.	Be careful to set and manage rights and obligations.
c.	Leave conditions vague; they will be worked out in the psychological contract.
d.	Follow the directions of the Human Resource department.

ANS: B PTS: 1 DIF: Hard REF: p. 45

OBJ: 4 BLM: Analysis

According to theory, how will Angela respond when her job ends as scheduled?

a.	She anticipates the end of the job; it will not be an issue.
b.	She will be very upset; the psychological contract is broken.
c.	She will be upset as her employment contract is broken.
d.	She will be upset as her employer should have known that she is relying on the organization.

ANS: B PTS: 1 DIF: Moderate REF: p. 45

OBJ: 4 BLM: Application

When an employee remains with a firm because he or she faces significant exit barriers, this can be characterized as

a.	organizational citizenship.
b.	withdrawal syndrome.
c.	continuance commitment.
d.	dysfunctional attachment.

ANS: C PTS: 1 DIF: Moderate REF: p. 46

OBJ: 5 BLM: Comprehension

Employee loyalty toward the organization is a significant factor in

a.	job displacement.
b.	continuance commitment.
c.	affective commitment.
d.	employee turnover.

ANS: C PTS: 1 DIF: Moderate REF: p. 46

OBJ: 5 BLM: Comprehension

The strength of an individual’s identification with an organization is known as

a.	normative commitment.
b.	organizational commitment.
c.	continuance commitment.
d.	behavioural commitment.

ANS: B PTS: 1 DIF: Moderate REF: p. 46

OBJ: 5 BLM: Knowledge

When Mike joined BigCo, he was told that most employees are promoted within two years. Now, with an economic downturn and no chance of moving to a new job, Mike has not been promoted for four years. What is likely to be true of Mike?

a.	Job satisfaction decreases, continuance commitment decreases.
b.	Job satisfaction decreases, continuance commitment remains the same.
c.	Job satisfaction remains the same, continuance commitment decreases.
d.	Job satisfaction remains the same, continuance commitment remains the same.

ANS: B PTS: 1 DIF: Hard REF: p. 46

OBJ: 4 BLM: Comprehension

Which of the following statements is true regarding job satisfaction and organizational commitment?

a.	They are reciprocally related.
b.	They are strongly positively related.
c.	Organizational commitment moderates the relationship between job satisfaction and performance.
d.	There is a curvilinear relationship between the two variables.

ANS: B PTS: 1 DIF: Moderate REF: p. 46

OBJ: 5 BLM: Comprehension

Which statement regarding the relationship between culture and job satisfaction is most accurate?

a.	Job satisfaction is not influenced by culture.
b.	Job satisfaction and participative techniques do not appear to be related when taking into account cultural differences.
c.	Culture does not appear to affect the factors (i.e., work itself) that lead to job satisfaction.
d.	Job satisfaction is significantly affected by culture but factors may differ.

ANS: D PTS: 1 DIF: Moderate REF: p. 46

OBJ: 5 BLM: Knowledge

Which of the following is NOT a type of organizational commitment?

a.	affective
b.	continuance
c.	normative
d.	behavioural

ANS: D PTS: 1 DIF: Easy REF: p. 46

OBJ: 5 BLM: Knowledge

The type of organizational commitment that is based on an individual’s desire to remain in an organization is called

a.	intentional commitment.
b.	normative commitment.
c.	affective commitment.
d.	attitudinal commitment.

ANS: C PTS: 1 DIF: Easy REF: p. 46

OBJ: 5 BLM: Knowledge

What is the possible relationship between organizational commitment and ethical behaviour?

a.	High affective commitment causes employees to accept the organization’s behaviour as ethical.
b.	High affective commitment cause employees to question the ethics of an organization’s behaviour.
c.	Organizational commitment and ethical behaviour cannot be related.
d.	Continuance commitment causes employees to accept the organization’s behaviour as ethical.

ANS: A PTS: 1 DIF: Hard REF: p. 46

OBJ: 5 BLM: Analysis

If an employee is disengaged at work, all of the following work-related attitudes are possible:

a.	increased voice, increased neglect, decreased loyalty
b.	increased voice, decreased loyalty, increased retention
c.	increased neglect, decreased loyalty, increased retention
d.	increased retention, exit, and increased voice

ANS: A PTS: 1 DIF: Hard REF: p. 46

OBJ: 5 BLM: Comprehension

A sense of employee engagement has what effect on motivation?

a.	It results in higher levels of motivation.
b.	It results in lower levels of motivation.
c.	It has no effect on the level of motivation.
d.	It has a slight lowering effect on the level of motivation.

ANS: A PTS: 1 DIF: Moderate REF: p. 46

OBJ: 5 BLM: Application

Julie refers to her employer as “home” and feels a very strong connection to her organization. This indicates that Julie has

a.	high affective commitment.
b.	high continuance commitment.
c.	high job satisfaction.
d.	high normative commitment.

ANS: A PTS: 1 DIF: Moderate REF: p. 46

OBJ: 5 BLM: Knowledge

Uncle George had offered you your first job at a time when you really needed work and you are very grateful. You now have a much better offer but you have chosen to stay with Uncle George’s company. What are you demonstrating?

a.	high affective commitment
b.	excellent organizational citizenship behaviour
c.	high continuance commitment
d.	high normative commitment

ANS: D PTS: 1 DIF: Moderate REF: p. 46

OBJ: 5 BLM: Comprehension

Which of the following is NOT one of the five things the attitude-behaviour correspondence depends upon?

a.	personality factors
b.	attitude relevance
c.	social constraints
d.	the experimental model used to test the relationship

ANS: D PTS: 1 DIF: Hard REF: p. 49

OBJ: 4 BLM: Knowledge

Job satisfaction and employee performance are likely to be positively related when

a.	pay is linked to attendance.
b.	nonparticipative techniques are used.
c.	rewards are valued by employees and are tied directly to performance.
d.	employee turnover is high.

ANS: C PTS: 1 DIF: Hard REF: p. 49

OBJ: 5 BLM: Application

If an individual from a country holds a negative attitude toward women in management because of a cultural belief system, but does not reflect behaviour consistent with that attitude in a group, the link between the attitude-behaviour is probably weak because

a.	the measurement timing is poor.
b.	of social constraints.
c.	the individual is a low self-monitor.
d.	of low attitude relevance.

ANS: B PTS: 1 DIF: Moderate REF: p. 49

OBJ: 4 BLM: Application

Which statement best reflects the current state of knowledge regarding the relationship between job satisfaction and organizational performance?

a.	It is similar to the relationship between job satisfaction and individual performance.
b.	Unfortunately, this relationship has not been investigated.
c.	No relationship has been found between job satisfaction and organizational performance.
d.	Companies with satisfied workers have better performance than companies with dissatisfied workers.

ANS: D PTS: 1 DIF: Moderate REF: p. 49

OBJ: 5 BLM: Knowledge

The relationship between job satisfaction and absenteeism is best reflected by which statement?

a.	Job dissatisfaction is positively related to absenteeism.
b.	Job dissatisfaction and absenteeism are negatively correlated.
c.	Job dissatisfaction and absenteeism are not related.
d.	Job satisfaction and absenteeism are positively related.

ANS: A PTS: 1 DIF: Hard REF: p. 49

OBJ: 5 BLM: Application

What type of relationship exists between satisfied, engaged employees and organizational performance?

a.	negative
b.	positive
c.	inverse
d.	reverse

ANS: B PTS: 1 DIF: Moderate REF: p. 49

OBJ: 5 BLM: Knowledge

What is the relationship between job satisfaction and performance?

a.	extremely positive
b.	somewhat positive
c.	not clear
d.	simple and direct

ANS: C PTS: 1 DIF: Moderate REF: p. 49

OBJ: 5 BLM: Comprehension

What do rewards tend to influence?

a.	both performance and satisfaction
b.	neither performance nor satisfaction
c.	performance but not satisfaction
d.	satisfaction but not performance

ANS: A PTS: 1 DIF: Hard REF: p. 49

OBJ: 5 BLM: Application

John, who drives an earth-moving machine, has a very low level of job satisfaction. Even after John started driving a much bigger machine, his job satisfaction did not improve. With the new machine John is now 50% more productive. Based on this situation, which of the following would be true?

a.	Job satisfaction leads to productivity.
b.	Productivity leads to job satisfaction.
c.	Job satisfaction and productivity are not related.
d.	Factors other than satisfaction can have an effect on productivity.

ANS: D PTS: 1 DIF: Hard REF: p. 49

OBJ: 5 BLM: Analysis

Which of the following qualities HAS NOT been suggested as important to making ethical decisions:

a.	competence to identify issues.
b.	self-confidence to seek out different opinions.
c.	tough-mindedness.
d.	commitment.

ANS: D PTS: 1 DIF: Moderate REF: p. 50

OBJ: 7 BLM: Comprehension

Evelyn is dissatisfied with her job. As a result she has decided not to attend an upcoming retirement party. What type of behaviour is Evelyn displaying?

a.	increased voice
b.	exit
c.	decreased loyalty
d.	neglect

ANS: C PTS: 1 DIF: Moderate REF: p. 50

OBJ: 5 BLM: Comprehension

Your text states that the CEO of Johnson & Johnson compared the performance over a 40-year period of time for organizations that had devoted a great deal of time to ethics. Which of the following conclusions were supported by his investigation?

a.	Ethical behaviour and job satisfaction were positively associated.
b.	Ethical behaviour and sales growth were positively associated.
c.	Ethical behaviour and the growth of market value were positively associated.
d.	Organizations with more time spent on ethical behaviour have lower accounting returns and slow sales growth.

ANS: C PTS: 1 DIF: Easy REF: p. 50

OBJ: 7 BLM: Knowledge

Acting in ways consistent with one’s personal values and the commonly held values of the organization and society is

a.	legal behaviour.
b.	ethical behaviour.
c.	cognitive behaviour.
d.	loyal behaviour.

ANS: B PTS: 1 DIF: Easy REF: p. 50

OBJ: 7 BLM: Knowledge

Four major individual influences that affect ethical behaviour include

a.	value systems and locus of control.
b.	value systems and codes of conduct.
c.	locus of control and codes of conduct.
d.	norms and modelling.

ANS: A PTS: 1 DIF: Moderate REF: p. 51

OBJ: 7 BLM: Comprehension

According to research on Kohlberg’s model of cognitive moral development, individuals at higher development stages are

a.	more likely to cheat.
b.	more likely to put expediency before ethics.
c.	not able to distinguish right from wrong.
d.	more likely to engage in whistleblowing.

ANS: D PTS: 1 DIF: Hard REF: p. 52

OBJ: 7 BLM: Application

In higher stages of Kohlberg’s cognitive moral development model, individuals

a.	obey rules to avoid punishment.
b.	control others.
c.	focus on the expectations of others.
d.	follow self-chosen ethical principles.

ANS: D PTS: 1 DIF: Hard REF: p. 52

OBJ: 7 BLM: Application

You work for an oil company that is the major employer in your town. You discover that the company has knowingly been exceeding legal limits on its emissions downwind of your town. According to the deontology view of ethics, what would you do?

a.	nothing; be quiet
b.	determine what local people would do and act accordingly
c.	notify your boss and authorities
d.	quit

ANS: C PTS: 1 DIF: Hard REF: p. 52

OBJ: 7 BLM: Application

Ethical behaviour is influenced by which two major factors?

a.	religion and value system
b.	terminal and instrumental values
c.	level of ethical reasoning and intelligence
d.	individual characteristics and organizational factors

ANS: D PTS: 1 DIF: Easy REF: p. 52

OBJ: 7 BLM: Comprehension

Which of the following influences on ethical behaviour can be increased through training?

a.	locus of control
b.	cognitive moral development
c.	Machiavellianism
d.	values system

ANS: B PTS: 1 DIF: Hard REF: p. 52

OBJ: 7 BLM: Analysis

Bethany does not worry. She says, “What will be will be, I cannot change it.” What personality trait would Bethany likely have?

a.	low Machiavellianism
b.	internal locus of control
c.	external locus of control
d.	high job satisfaction

ANS: C PTS: 1 DIF: Moderate REF: p. 52

OBJ: 5 BLM: Comprehension

A subway system was built in a major city. During construction, many small businesses lost money due to construction. Under what view of ethics would this situation be viewed as ethical?

a.	deontology
b.	utilitarianism
c.	cultural relativism
d.	justice view

ANS: B PTS: 1 DIF: Moderate REF: p. 53

OBJ: 7 BLM: Application

You work for an oil company that is the major employer in your town. You discover that the company has knowingly been exceeding the legal limits in its emissions into the environment downwind of your town. According to the cultural relativism view of ethics, what would you do?

a.	nothing; be quiet
b.	notify your boss and authorities
c.	quit
d.	determine what local people would do and act accordingly

ANS: D PTS: 1 DIF: Moderate REF: p. 53

OBJ: 7 BLM: Application

Generally, an individual’s strongest allegiance will be to

a.	organization culture and values.
b.	client values.
c.	values of the immediate supervisor.
d.	personal values.

ANS: D PTS: 1 DIF: Easy REF: p. 53

OBJ: 7 BLM: Analysis

What is the most important element in ensuring ethical business practices in firms?

a.	The organization has a written code of ethics.
b.	Senior management acts in an ethical fashion.
c.	The firm hires ethical people.
d.	The firm forms an ethics committee.

ANS: B PTS: 1 DIF: Hard REF: p. 54

OBJ: 7 BLM: Application

Bill leads a work group of 20 people in his department. Most of the members of the group have been with the organization for more than five years. Recently, however, there has been some conflict within the group. Several of the newer employees seem to be competing with each other to accomplish just about everything. These people have been far more hardworking than the longer-term staff, most of whom simply arrive at the workplace, do what is required of them, and go home. In fact, most of the long-term staff complain very loudly if they are given any additional tasks to do; they are very predictable.

What seems to be valued by the newer employees?

a.	performance and achievement
b.	job security
c.	affiliation with the group
d.	predictability

ANS: A PTS: 1 DIF: Moderate REF: p. 37

OBJ: 3 BLM: Application

What is valued by the longer-term staff members in Bill’s department?

a.	performance and achievement
b.	job security
c.	affiliation with the group
d.	predictability

ANS: B PTS: 1 DIF: Hard REF: p. 37

OBJ: 3 BLM: Application

Jane, who works for a transnational organization, is a very strong believer in women’s equality and is extremely career oriented. Jane enjoys her job and has strong affective commitment toward her organization. Jane has sought an international assignment as a means of advancing her career and her employer has offered her an exciting position in a country with a culture that is very high on gender differentiation. Jane does not know what she will do about the job offer.

What is likely causing Jane’s uncertainty?

a.	a conflict between Jane’s attitude and the attitude of people where Jane will be working
b.	a conflict between organizational commitment and cultural values
c.	a conflict between Jane’s personal values and the cultural values of where she is to work
d.	a conflict between Jane’s continuance commitment and her affective commitment

ANS: C PTS: 1 DIF: Hard REF: p. 38

OBJ: 5 BLM: Application

Angela was delighted. She is working in a 10-month term position replacing someone who is on maternity leave. Angela has just received her performance appraisal and it is excellent. Her boss told her that she is a highly valued addition to the team. Her co-worker, Sara, has told her that the last two people who went on maternity leave did not come back. Angela likes her job, likes the people she works with, and wants to stay. Angela is convinced that she actually will be able to stay in this job for the long term. She has decided to buy a new car and put a down payment on a condominium.

What is Angela doing in this scenario?

a.	She is forming an incorrect psychological contract.
b.	She is form an accurate psychological contract.
c.	She is simply pleased with her progress, nothing more .
d.	She fully realizes that her job will soon end.

ANS: A PTS: 1 DIF: Moderate REF: p. 45

OBJ: 5 BLM: Application

Mildred has been working at her job for one year. When she was hired she received a letter from her employer outlining working conditions, pay rates, reporting relationships and some expectations. After one year, Mildred expected to be promoted to the next level in the organization. Mildred has received very good feedback from her employer during the year but did not received any indication that she would be promoted. When Mildred found that she would not be promoted at this time she was very upset. Which of the following would provide an explanation of what has happened to Mildred?

Which of the following statement describes Mildred’s situation?

a.	The employer was unclear and deceptive.
b.	Psychological contracts should be discussed between employer and employee.
c.	Psychological contracts are developed through individual perceptions of the employment relationship.
d.	Psychological contracts do not always exist in these types of situations.

ANS: C PTS: 1 DIF: Hard REF: p. 45

OBJ: 5 BLM: Analysis

Fred was comfortable that he was able to increase the viability of the company, profitability for shareholders, and job security for most of the workers by closing, on short notice, one division and terminating the employment of the people employed there. The people in the area believe that it is unethical for the employer to close down if it can generate a fair profit and employment by continuing to operate and believe that Fred operated in an unethical fashion.

What can explain why Fred and the people have different views?

a.	They all operate in their self-interest.
b.	Different views of ethics will generate different answers about what is and is not ethical.
c.	Ethics is a very personal thing and therefore will always vary.
d.	Different views of ethics give the same clear guidance.

ANS: B PTS: 1 DIF: Hard REF: p. 50

OBJ: 7 BLM: Analysis

TRUE/FALSE

Values are a source of individual difference.

ANS: T PTS: 1 DIF: Easy REF: p. 37

OBJ: 5 BLM: Knowledge

Values that represent the goals to be achieved are known as instrumental values.

ANS: F PTS: 1 DIF: Easy REF: p. 37

OBJ: 5 BLM: Knowledge

Honesty and helpfulness are instrumental values that may facilitate the terminal value of social respect.

ANS: T PTS: 1 DIF: Moderate REF: p. 37

OBJ: 6 BLM: Comprehension

Religious beliefs are an example of secondary dimensions of diversity.

ANS: T PTS: 1 DIF: Hard REF: p. 38

OBJ: 6 BLM: Comprehension

Attitudes help form an evaluative response to a particular situation.

ANS: T PTS: 1 DIF: Easy REF: p. 42

OBJ: 3 BLM: Knowledge

It is generally agreed that attitudes are not learned but develop early in childhood before the age of five.

ANS: F PTS: 1 DIF: Easy REF: p. 43

OBJ: 3 BLM: Knowledge

Two major influences on attitudes are heredity and social learning.

ANS: F PTS: 1 DIF: Moderate REF: p. 44

OBJ: 3 BLM: Knowledge

Europeans do not value work-life balance.

ANS: F PTS: 1 DIF: Easy REF: p. 44

OBJ: 3 BLM: Knowledge

The longer the time between measuring an attitude and observing behaviour, the weaker the relationship of an attitude with observed behaviour.

ANS: T PTS: 1 DIF: Moderate REF: p. 44

OBJ: 3 BLM: Comprehension

Social constraints affect the relationship between attitudes and behaviour.

ANS: T PTS: 1 DIF: Easy REF: p. 44

OBJ: 3 BLM: Analysis

Low self-monitors display greater correspondence between their attitudes and behaviours.

ANS: T PTS: 1 DIF: Hard REF: p. 44

OBJ: 3 BLM: Analysis

One reason attitudes derived from direct experience are so powerful is because of their availability.

ANS: T PTS: 1 DIF: Moderate REF: p. 44

OBJ: 3 BLM: Knowledge

Job satisfaction is influenced by culture.

ANS: T PTS: 1 DIF: Easy REF: p. 46

OBJ: 4 BLM: Knowledge

Behaviour that is considered above and beyond the call of duty on behalf of the organization is known as organizational citizenship.

ANS: T PTS: 1 DIF: Easy REF: p. 46

OBJ: 4 BLM: Knowledge

A state of emotional and intellectual involvement that employees have in their organization is known as a continuance commitment.

ANS: F PTS: 1 DIF: Easy REF: p. 46

OBJ: 4 BLM: Knowledge

Job satisfaction is an antecedent to organizational commitment.

ANS: T PTS: 1 DIF: Moderate REF: p. 46

OBJ: 4 BLM: Comprehension

The relationship between organizational performance and a positive work attitude is clear.

ANS: T PTS: 1 DIF: Easy REF: p. 49

OBJ: 5 BLM: Comprehension

A common tool used to assess employee attitudes, in an attempt to change the attitudes, is the exit interview.

ANS: F PTS: 1 DIF: Moderate REF: p. 50

OBJ: 5 BLM: Comprehension

There is only one type of survey used to measure job satisfaction.

ANS: F PTS: 1 DIF: Moderate REF: p. 50

OBJ: 5 BLM: Knowledge

High-Machs exhibit an external locus of control.

ANS: F PTS: 1 DIF: Hard REF: p. 52

OBJ: 7 BLM: Analysis

An individual’s level of cognitive development does not have an effect on his or her ethical behaviour.

ANS: F PTS: 1 DIF: Easy REF: p. 52

OBJ: 7 BLM: Comprehension

MATCHING

Match the following:

a.	based on an inability to afford to leave the organization
b.	based on a desire to remain in an organization
c.	emotional involvement with the organization
d.	based on perceived obligation to the organization
e.	the strength of identification with the organization

organizational commitment

affective commitment

continuance commitment

normative commitment

employee engagement

ANS: E PTS: 1

ANS: B PTS: 1

ANS: A PTS: 1

ANS: D PTS: 1

ANS: C PTS: 1

Match the following:

a.	a good feeling about one’s job and work
b.	an instrument using five-point scales for measuring job satisfaction
c.	an employee’s intention to remain as an organizational member because of a strong desire to do so
d.	going above and beyond the call of duty
e.	an antecedent to organizational commitment

affective commitment

organizational citizenship

participation in decision making

job satisfaction

ANS: C PTS: 1

ANS: B PTS: 1

ANS: D PTS: 1

ANS: E PTS: 1

ANS: A PTS: 1

Match the following:

a.	enduring belief about socially preferable conduct
b.	values continuous improvement
c.	rewards altruism
d.	represents a goal to be achieved
e.	represents acceptable behaviour to be followed in achieving end state

performance orientation

humane orientation

terminal value

instrumental value

value

ANS: B PTS: 1

ANS: C PTS: 1

ANS: D PTS: 1

ANS: E PTS: 1

ANS: A PTS: 1

Match the following:

a.	behaviour consistent with one’s personal values and those of society
b.	an example of unethical behaviour
c.	the study of moral values and moral behaviour
d.	most common unethical deed
e.	second most common ethical deed

ralsifying records

cheating

ethical behaviour

lying to supervisor

ethics

ANS: E PTS: 1

ANS: B PTS: 1

ANS: A PTS: 1

ANS: D PTS: 1

ANS: C PTS: 1

Match the following:

a.	ones’ sense of control
b.	one’s willingness to do whatever it takes
c.	a guide for acquiring and using power
d.	sets of coherent values
e.	a sequence of value development and ethical behaviour

value system

The Prince

Machiavellianism

locus of control

cognitive moral development

ANS: D PTS: 1

ANS: C PTS: 1

ANS: B PTS: 1

ANS: A PTS: 1

ANS: E PTS: 1

ESSAY

Discuss the primary and secondary diversity factors that affect values.

ANS:

The primary factors include age, gender, physical attributes and race/ethnicity, and culture. The secondary factors include career stage, marital status, religious beliefs, and work experience. Each of these factors should be discussed by the student with an example given. Answers will vary depending on the life experience of the student.

PTS: 1 REF: p. 37-41 OBJ: 6 BLM: Comprehension

What is the GLOBE study? Why is it an important body of research? List each of the cultural dimensions and discuss.

ANS:

The findings from the Global Leadership and Organizational Behaviour Effectiveness (GLOBE) Research Project provide a framework in which to analyze differences across cultures. This project, conceived by Robert J. House, Professor Wharton School of Business, University of Pennsylvania in 1991, examined the interrelationships between societal culture, organizational culture, and organizational leadership. It involved over 170 social scientists and management scholars from 61 countries. This team of researchers identified nine critical cultural dimensions that will help us to understand cultural differences and similarities. It is important to note that this research updates the seminal research work of Geert Hofstede’s on cross-cultural values. See Exhibit 2.6. Geert Hofstede identified five main dimensions, which he used to analyze cross-cultural differences. These are (1) power distance, (2) individualism vs. collectivism, (3) masculinity vs. femininity, (4) uncertainty avoidance. and (5) long- vs. short-term orientation. For the purposes of presenting the reader with the most up-to-date research we will focus on the nine critical dimensions detailed in the GLOBE project and the research outcomes. The nine dimensions are (1) assertiveness, (2) future orientation, (3) gender equalitarianism, (4) uncertainty avoidance, (5) power distance, (6) institutional emphasis on collectivism versus individualism, (7) in- group collectivism, (8) performance orientation, and (9) human orientation.

PTS: 1 REF: p. 39 OBJ: 6 BLM: Application

What aspects of one-s existence and environment shape attitudes?

ANS:

Family members, friends, coworkers, and significant others can influence our attitudes. Young persons acquire attitudes through watching the behaviour of others; this is called modelling. Direct experience with significant events (floods, firms, labour, strikes) can also influence attitude formation.

PTS: 1 REF: p. 41-44 OBJ: 3 BLM: Comprehension

Identify several work attitudes and indicate the importance of positive work attitudes.

ANS:

Respect, commitment, and loyalty are positive work attitudes. Employees who possess these attitudes are more likely to be satisfied with their jobs and are good performers. Negative work attitudes (disrespect, disloyalty, and belligerence) are likely to be associated with poor attendance, poor work, and job dissatisfaction.

PTS: 1 REF: p. 44-47 OBJ: 4 BLM: Comprehension

Briefly discuss the relationship between job satisfaction and performance. Are satisfied workers more productive or are productive workers more satisfied?

ANS:

The link between satisfaction and performance has been widely explored. One view holds that satisfaction causes good performance. However, this has very limited support as there are several other equally important causes of good performance. The other view, that performance leads to satisfaction has tended to have more validity when the performance leads to rewards that are valued and clearly tied to performance.

PTS: 1 REF: p. 44-50 OBJ: 4 BLM: Analysis

What individual influences affect ethical behaviour? In what way do these influences affect your personal ethics? What organizational influences might impact your personal ethical approach at work?

ANS:

The individual factors include value system, locus of control, Machiavellianism, and cognitive moral development. The organizational factors include codes of conduct, ethics committees or officers, training programs, ethics communication systems, norms, modelling, and rewards and punishment. Each of these factors could be examined with respect to the potential impact on the student.

PTS: 1 REF: p. 51-53 OBJ: 7 BLM: Analysis

Chapter 4 Motivation at Work

MULTIPLE CHOICE

What is the link between motivation and employee performance?

a.	The more satisfied and engaged its workers are, the better an organization’s performance is likely to be.
b.	If an individual is performing poorly, we know this person must have poor motivation.
c.	Intrinsic motivation has a positive effect on performance but extrinsic motivation does not.
d.	The more satisfied the employees, the higher the turnover will be, leading to stronger customer satisfaction.

ANS: A PTS: 1 DIF: Moderate REF: p. 98

OBJ: 1 BLM: Knowledge

What are we referring to when we describe “the process of arousing and sustaining goal-directed behaviour”?

a.	energizing forces
b.	goal-setting forces
c.	motivation
d.	expectancy theory

ANS: C PTS: 1 DIF: Easy REF: p. 98

OBJ: 1 BLM: Knowledge

How does cyberloafing seem to be related to motivation?

a.	Cyberloafing is a motivational technique used by supervisors.
b.	Cyberloafing is a reward used by supervisors to motivate employees.
c.	Cyberloafing indicates a lack of employee motivation.
d.	Cyberloafing indicates deficits in employee technical skills.

ANS: C PTS: 1 DIF: Moderate REF: p. 98

OBJ: 1 BLM: Comprehension

Juliette is determined to produce the best presentation she can. Despite being new on the job, she feels she is up to the challenge. Moreover, the topic on which she must make the presentation is a particular passion of hers. What is the source of Juliette’s motivation?

a.	extrinsic factors
b.	intrinsic factors
c.	job satisfaction
d.	job design

ANS: B PTS: 1 DIF: Moderate REF: p. 98

OBJ: 1 BLM: Comprehension

Although Kevin finds his job quite boring, he exerts a lot of effort because he is paid according to his productivity. What is the source of Kevin’s motivation?

a.	extrinsic factors
b.	intrinsic factors
c.	job satisfaction
d.	job design

ANS: A PTS: 1 DIF: Moderate REF: p. 98

OBJ: 1 BLM: Comprehension

Connor believes strongly in the work done by his employer, a charitable organization that works with street kids. However, Connor does not enjoy the repetitive nature of his clerical job. How could we describe Connor’s attitude?

a.	Connor is extrinsically motivated.
b.	Connor is high in job satisfaction.
c.	Connor has a strong sense of interactional justice.
d.	Connor shows employee engagement.

ANS: D PTS: 1 DIF: Moderate REF: p. 98

OBJ: 1 BLM: Comprehension

What are the two main categories of motivation theories?

a.	internal and external
b.	process and content
c.	content and needs
d.	intrinsic and extrinsic

ANS: B PTS: 1 DIF: Easy REF: p. 100

OBJ: 2 BLM: Knowledge

What group of motivational theories focuses on the factors that motivate people?

a.	external theories
b.	internal theories
c.	process theories
d.	content theories

ANS: D PTS: 1 DIF: Moderate REF: p. 100

OBJ: 2 BLM: Knowledge

What group of motivational theories focuses on how people go about satisfying their needs?

a.	internal theories
b.	need theories
c.	content theories
d.	process theories

ANS: D PTS: 1 DIF: Moderate REF: p. 100

OBJ: 2 BLM: Knowledge

Which of the following is a process theory of motivation?

a.	Alderfer’s ERG theory
b.	equity theory
c.	McGregor’s Theory X
d.	Herzberg’s Motivation-Hygiene theory

ANS: B PTS: 1 DIF: Moderate REF: p. 100

OBJ: 2 BLM: Knowledge

What do need theories of motivation have in common?

a.	They all believe that unsatisfied needs drive motivation.
b.	They all believe there is a hierarchy of needs, with some having priority over others.
c.	They all believe that “fairness” is a critical component of addressing employee needs.
d.	They all believe that everyone has the same needs.

ANS: A PTS: 1 DIF: Moderate REF: p. 100

OBJ: 2 BLM: Comprehension

What does Maslow’s progression hypothesis state?

a.	The lowest level of ungratified need motivates behaviour.
b.	Needs are ordered.
c.	Individuals will move down the hierarchy as well as up the hierarchy.
d.	Higher-order needs are more important than lower-order needs.

ANS: A PTS: 1 DIF: Moderate REF: p. 100

OBJ: 3 BLM: Knowledge

What concept describes Maslow’s assertion that the lowest level of unsatisfied need motivates behaviour?

a.	motivation
b.	frustration regression hypothesis
c.	progression hypothesis
d.	safety needs

ANS: C PTS: 1 DIF: Moderate REF: p. 100

OBJ: 2 BLM: Knowledge

According to Maslow, which need is a company trying to fulfill by using praise, recognition, and reward programs?

a.	esteem
b.	self-actualization
c.	social
d.	security

ANS: A PTS: 1 DIF: Moderate REF: p. 100

OBJ: 3 BLM: Comprehension

In Maslow’s hierarchy of needs model, what need forms the base of the pyramid?

a.	physiological
b.	safety
c.	esteem
d.	self-actualization

ANS: A PTS: 1 DIF: Easy REF: p. 100

OBJ: 3 BLM: Knowledge

What need would Maslow say a company is attempting to meet by arranging activities such as team retreats, company golf days, and picnics?

a.	security
b.	esteem
c.	social
d.	self-actualization

ANS: C PTS: 1 DIF: Moderate REF: p. 100

OBJ: 3 BLM: Comprehension

Rahman is not happy with his job as a security guard. Although it pays fairly well, there is (ironically) little security in it and he could get laid off any day. Working alone at night, he feels isolated and lonely. There is no chance for career development and no challenge in his job. According to Maslow, what would be the most compelling need for Rahman in this situation?

a.	physiological
b.	esteem
c.	safety
d.	belongingness

ANS: C PTS: 1 DIF: Hard REF: p. 100

OBJ: 3 BLM: Application

According to Maslow, which need is least often fulfilled?

a.	physiological
b.	social
c.	self-actualization
d.	esteem

ANS: C PTS: 1 DIF: Hard REF: p. 101

OBJ: 3 BLM: Comprehension

Shannon has a secure, well-paying job. Despite being praised and recognized for her work, and having several close friends at work, Shannon is considering quitting. She feels her potential is not being met in this job and wants something more challenging. What level of need would Maslow say is motivating Shannon’s desire to change jobs?

a.	esteem
b.	belongingness
c.	self-actualization
d.	achievement

ANS: C PTS: 1 DIF: Moderate REF: p. 101

OBJ: 3 BLM: Comprehension

In a study of factors motivating salespeople in different countries, what factor was rated highest by Canadian salespeople?

a.	money
b.	unconscious motives
c.	opportunity to use abilities
d.	unseen forces of a free market system

ANS: C PTS: 1 DIF: Moderate REF: p. 101

OBJ: 3 BLM: Knowledge

Which of the following is an illustration of Alderfer’s frustration regression hypothesis?

a.	An employee chooses to quit when frustrated by the unfair actions of a manager.
b.	An employee who cannot meet all her needs at her full-time job takes on an additional part-time job.
c.	Locked in to a dead-end job where her growth needs are not met (due to a poor economy), an employee chooses instead to focus on the social aspects of her job.
d.	Unable to get what he wants, an employee throws a temper tantrum.

ANS: C PTS: 1 DIF: Hard REF: p. 101

OBJ: 3 BLM: Comprehension

Which of Maslow’s need levels correspond(s) to Alderfer’s growth need category?

a.	interpersonal esteem needs
b.	safety and security needs
c.	social needs
d.	self-esteem and self-actualization needs

ANS: D PTS: 1 DIF: Moderate REF: p. 101

OBJ: 3 BLM: Comprehension

How did Alderfer modify Maslow’s motivational framework?

a.	Alderfer deleted the physiological needs and safety needs as irrelevant in today’s world.
b.	Alderfer dismissed the progression hypothesis, saying all needs are equally important.
c.	Alderfer expanded the number of needs.
d.	Alderfer compressed the pyramid to fewer levels.

ANS: D PTS: 1 DIF: Moderate REF: p. 101

OBJ: 3 BLM: Knowledge

Esperance feels trapped in a job where she is learning nothing and feels no sense of accomplishment. However, due to bad economic times, she knows that leaving is unrealistic. To make the job situation more bearable, Esperance focuses on the social aspects of the job, looking forward to the lunches together and the regular celebrations of birthdays, weddings, and births. What motivational concept explains Esperance’s behaviour?

a.	self-actualization
b.	frustration regression hypothesis
c.	need for affiliation
d.	expectancy theory

ANS: B PTS: 1 DIF: Moderate REF: p. 101

OBJ: 3 BLM: Application

Christine’s job in the finance department is quite challenging. It takes a lot of effort and skill to reach her goals but she considers the goals reasonable. Ongoing feedback helps her refine her performance. Her work is primarily project work over which she has control. What kind of person would respond well to these work conditions?

a.	someone with an external locus of control
b.	someone with a high need for achievement
c.	someone with a high need for power
d.	someone with a high need for affiliation

ANS: B PTS: 1 DIF: Moderate REF: p. 102

OBJ: 3 BLM: Comprehension

According to McClelland, what need is being expressed by people who have a strong desire to control others?

a.	need for achievement
b.	need for affiliation
c.	need for safety and security
d.	need for power

ANS: D PTS: 1 DIF: Moderate REF: p. 102

OBJ: 3 BLM: Knowledge

According to recent research, which of the following needs typically characterizes successful entrepreneurs?

a.	power and dominance
b.	achievement
c.	affiliation
d.	security

ANS: B PTS: 1 DIF: Moderate REF: p. 102

OBJ: 3 BLM: Knowledge

In McClelland’s research, which need tended to be high in the best managers?

a.	growth
b.	achievement
c.	equity
d.	power

ANS: D PTS: 1 DIF: Moderate REF: p. 102

OBJ: 3 BLM: Knowledge

Although his supervisor does not seem to appreciate his effort, Sukhvir devotes a lot of energy to his work. Even though he is not paid for overtime, he chooses to work through lunch and stay late to ensure the quality of his work. What motivational need would McClelland see driving Sukhvir’s behaviour?

a.	power
b.	esteem
c.	self-efficacy
d.	achievement

ANS: D PTS: 1 DIF: Moderate REF: p. 102

OBJ: 3 BLM: Comprehension

Cleo and Antoine are conscientious, intelligent employees with strong interpersonal skills. However, a major difference between them is that Cleo has a low need for affiliation and Antoine has a high need for affiliation. What does the research on McClelland’s learned needs theory suggest about their futures?

a.	Cleo is more likely to make an effective manager.
b.	Antoine is more likely to make an effective manager.
c.	Cleo will be a destructive force within the organization.
d.	Antoine will be a destructive force within the organization.

ANS: A PTS: 1 DIF: Moderate REF: p. 102

OBJ: 3 BLM: Comprehension

Kathy is a new employee who brings extensive experience and a strong work ethic to her new position. Yet her supervisor seems to be watching her every move. She heard him telling the fourth-floor supervisor that you can’t be too careful these days because employees will seize any opportunity to goof off. What assumptions does Kathy’s supervisor seem to hold?

a.	Theory X
b.	Theory Y
c.	ERG theory
d.	frustration-regression hypothesis

ANS: A PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Comprehension

A restaurant manager is attempting to implement new ways to motivate employees. He has provided a good benefit package, a secure job setting, good supervision, and very good working conditions overall. Nevertheless, the employees still do not seem to be overly motivated. What would Herzberg’s theory say that this manager is focusing on?

a.	higher-level needs
b.	motivators
c.	intrinsic factors in the job
d.	hygiene factors

ANS: D PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Analysis

Which of the following describes McGregor’s image of a manager with Theory X assumptions?

a.	empowers subordinates
b.	assumes employees are naturally motivated
c.	focuses on meeting lower-order needs
d.	gets to know employees on a personal basis

ANS: C PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Knowledge

According to McGregor, which of the following describes a Theory Y manager?

a.	emphasizes the setting of goals
b.	keeps a close eye on employee behaviour
c.	provides praise and recognition
d.	treats employees like children

ANS: C PTS: 1 DIF: Easy REF: p. 104

OBJ: 3 BLM: Knowledge

According to Herzberg, what is a major difference between motivators and hygiene factors?

a.	Motivators are controlled by supervisors and hygiene factors are contained within the job.
b.	Motivators can be activated only when pay and benefits are acceptable, and hygiene factors can be activated only when the person is self-actualized..
c.	Motivators concern negative aspects of the job environment and hygiene factors deal with personal appearance.
d.	Motivators deal with job characteristics that are intrinsic to the job and hygiene factors deal with characteristics of the work environment or factors extrinsic to the job.

ANS: D PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Knowledge

After working as a sales associate in an appliance store for six months, you begin to become dissatisfied with various rules and regulations. What are you unhappy with?

a.	motivators
b.	Theory Y assumptions
c.	hygiene factors
d.	relatedness concerns

ANS: C PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Comprehension

In research done on Herzberg’s two-factor theory, which of the following has been identified as both a hygiene factor and a motivator?

a.	achievement
b.	coworker relations
c.	advancement
d.	pay

ANS: D PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Knowledge

Which of the following is considered a motivator in Herzberg’s two-factor theory?

a.	recognition
b.	fringe benefits
c.	supervision
d.	working conditions

ANS: A PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Knowledge

Using Herzberg’s two-factor theory, which of the following would be considered a valid conclusion?

a.	Companies have control over hygiene factors but not over motivators.
b.	Hygiene factors are critical in enhancing motivation.
c.	Job satisfaction and motivation are the same thing.
d.	It is possible to be dissatisfied with a job yet still highly motivated.

ANS: D PTS: 1 DIF: Hard REF: p. 104

OBJ: 3 BLM: Comprehension

According to Herzberg, what facilitates both job satisfaction and motivation?

a.	adding benefits and better working conditions
b.	designing motivators into jobs
c.	adding additional hygiene factors
d.	removing bad supervision factors

ANS: B PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Comprehension

According to Herzberg, which factors are related to job dissatisfaction?

a.	motivation factors
b.	hygiene factors
c.	the work itself
d.	too much challenge

ANS: B PTS: 1 DIF: Easy REF: p. 104

OBJ: 3 BLM: Knowledge

Halima gives a lot of freedom to her subordinates, believing that with clear responsibilities and the right conditions, they will do their best. What motivational concept underlies Halima’s management style?

a.	Theory X assumptions
b.	Theory Y assumptions
c.	hygiene factors
d.	frustration regression hypothesis

ANS: B PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Comprehension

As the supervisor of a call centre, Ti is frustrated at the high level of turnover and the poor levels of performance. To motivate his staff, Ti decides to revamp the office area, replacing chairs and desks, putting up pictures, and creating an attractive lounge area for breaks with free coffee provided. What would Herzberg’s two-factor theory say about his attempt to motivate his staff?

a.	It will effectively motivate them because it has enriched their jobs.
b.	It will effectively motivate them due to its focus on extrinsic factors.
c.	It will not effectively motivate them because it has not addressed intrinsic factors.
d.	It will not effectively motivate them because working conditions do not influence job dissatisfaction.

ANS: C PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Analysis

What has research shown about the impact of culture on needs?

a.	There is no impact; that is, all humans are motivated by the same needs.
b.	Collective cultures tend to view social needs as more important than self-actualization.
c.	Cultures that value risk make security a priority.
d.	Achievement is emphasized in countries with a high need to avoid uncertainty.

ANS: B PTS: 1 DIF: Hard REF: p. 106

OBJ: 3 BLM: Knowledge

What nationality is responsible for developing most of the motivational theories used today?

a.	Australians
b.	British
c.	Americans
d.	Japanese

ANS: C PTS: 1 DIF: Easy REF: p. 106

OBJ: 3 BLM: Knowledge

What does the expectancy theory of motivation focus on in explaining motivation?

a.	individual needs
b.	social process
c.	personal perceptions
d.	learning

ANS: C PTS: 1 DIF: Moderate REF: p. 106

OBJ: 4 BLM: Comprehension

Shawnee works very hard as a support staff member in a local college business faculty. She is punctual, thorough, and conscientious. But she doesn’t see any difference in the way she is treated in the office compared to Elsa, who does very little and complains constantly. Shawnee values recognition and a sense of accomplishment but feels she is getting neither. According to the expectancy theory of motivation, what is missing from Shawnee’s job?

a.	instrumentality
b.	expectancy
c.	valence
d.	extrinsic rewards

ANS: A PTS: 1 DIF: Moderate REF: p. 107

OBJ: 4 BLM: Application

Kiran would like more responsibility. However, when an opening for a management position comes up, she does not apply. Kiran would love the job and she feels she would handle the interview well but she feels that no matter how strong her skills, her application for the job will not be successful. This is because she does not have the degree specified in the posting. How would expectancy theory explain Kiran not being motivated to apply for the job?

a.	low valence
b.	low expectancy
c.	low self-efficacy
d.	low instrumentality

ANS: D PTS: 1 DIF: Moderate REF: p. 107

OBJ: 4 BLM: Application

According to the expectancy theory of motivation, what do individuals base their choices on?

a.	dissatisfaction or frustration
b.	personal feelings of equity
c.	anticipated outcomes of those choices
d.	unfulfilled needs

ANS: C PTS: 1 DIF: Moderate REF: p. 107

OBJ: 4 BLM: Comprehension

What motivation theory says that people will exert effort if they believe that their effort will result in good performance and that this performance will lead to valued outcomes?

a.	equity theory
b.	goal-setting theory
c.	expectancy theory
d.	two-factor theory

ANS: C PTS: 1 DIF: Easy REF: p. 107

OBJ: 4 BLM: Knowledge

In expectancy theory, what is the term for the perception that performance is connected to rewards?

a.	expectancy
b.	instrumentality
c.	valence
d.	probability or likelihood

ANS: B PTS: 1 DIF: Moderate REF: p. 107

OBJ: 4 BLM: Knowledge

Three conditions are necessary for motivation under expectancy theory. One is that performance is expected to lead to rewards and a second is that the rewards are valued. What is the third condition?

a.	The rewards address intrinsic factors rather than extrinsic factors.
b.	The supervisor will notice the performance and ensure the rewards are delivered.
c.	The reward is equitable.
d.	The employee believes that effort will lead to successful performance.

ANS: D PTS: 1 DIF: Hard REF: p. 107

OBJ: 4 BLM: Knowledge

Sandra enjoyed her office job and felt she was fairly paid. One day the supervisor mentioned that Sandra’s two coworkers were being paid $500.00 a month more than Sandra for the same job. All three have the same qualifications. Sandra was now looking at the two other employees and comparing their outcome/input ratios to hers. What is she considering?

a.	procedural justice
b.	psychodynamic theory
c.	interactional justice
d.	distributive justice

ANS: D PTS: 1 DIF: Moderate REF: p. 108

OBJ: 5 BLM: Comprehension

Which expectancy theory concept describes the importance and value placed on a reward?

a.	need satisfaction
b.	instrumentality
c.	likelihood
d.	valence

ANS: D PTS: 1 DIF: Easy REF: p. 108

OBJ: 4 BLM: Knowledge

According to expectancy theory, which of the following is a true statement about the value placed on outcomes?

a.	It depends on instrumentality.
b.	It depends on expectancy.
c.	It varies from person to person.
d.	It can be converted into dollar equivalents.

ANS: C PTS: 1 DIF: Hard REF: p. 108

OBJ: 4 BLM: Comprehension

What type of justice is the main focus of equity theory?

a.	distributive justice
b.	interactional justice
c.	social exchange justice
d.	procedural justice

ANS: A PTS: 1 DIF: Moderate REF: p. 108

OBJ: 5 BLM: Comprehension

Which of the following accurately describes the approach of equity theory?

a.	It is a need approach to motivation.
b.	It is an external approach to motivation.
c.	It is a process approach to motivation.
d.	It is a content approach.

ANS: C PTS: 1 DIF: Moderate REF: p. 108

OBJ: 5 BLM: Knowledge

As a member of a study group, you believe that others are making minimal contributions in relation to yours, but then you all receive the same mark on the assignment. How would equity theory predict you would feel?

a.	overrewarded
b.	underrewarded
c.	equitably rewarded
d.	extrinsically rewarded

ANS: B PTS: 1 DIF: Easy REF: p. 108

OBJ: 5 BLM: Application

What may workers do when they view managers as being overpaid?

a.	work harder
b.	not change
c.	reduce their commitment
d.	become more efficient

ANS: C PTS: 1 DIF: Moderate REF: p. 108

OBJ: 5 BLM: Comprehension

According to equity theory, under what conditions are people motivated?

a.	when they are in equilibrium with perceptions of inputs and outcomes
b.	when they can see that their inputs will lead to rewards that are valued
c.	when they can identify that social needs are being satisfied in relation to job expectations
d.	when they find themselves in a situation they see as unfair

ANS: A PTS: 1 DIF: Moderate REF: p. 108

OBJ: 5 BLM: Knowledge

Under equity theory, which of the following would be a natural recommendation for management in dealing with employee motivation?

a.	understand whom employees compare themselves to
b.	pay everyone the same
c.	ignore individual differences in performance
d.	don’t give rewards as it will be impossible to do so in a way seen as fair

ANS: A PTS: 1 DIF: Hard REF: p. 108

OBJ: 5 BLM: Comprehension

What term describes the judgment of the fairness of outcomes or allocations?

a.	procedural justice
b.	distributive justice
c.	social exchange theory
d.	Vroom’s personal perception expectancy model

ANS: B PTS: 1 DIF: Moderate REF: p. 108

OBJ: 5 BLM: Knowledge

Research shows that, when people are asked to guess the salaries earned by others in their company, they tend to overestimate these amounts. What motivational theory would point out that this creates a potentially demotivating situation?

a.	expectancy theory
b.	goal-setting theory
c.	equity theory
d.	motivation-hygiene theory

ANS: C PTS: 1 DIF: Hard REF: p. 108

OBJ: 5 BLM: Application

Meetings with agendas are typically more productive than meetings without agendas. Which motivational theory would explain the positive impact of agendas?

a.	goal-setting theory
b.	McClelland’s learned needs theory
c.	equity theory
d.	expectancy theory

ANS: A PTS: 1 DIF: Moderate REF: p. 110

OBJ: 6 BLM: Application

Many people create “to do” lists because these lists help push them to accomplish what is needed. What motivational theory would explain the motivational impact of these lists?

a.	goal-setting theory
b.	equity theory
c.	expectancy theory
d.	motivation-hygiene theory

ANS: A PTS: 1 DIF: Moderate REF: p. 110

OBJ: 6 BLM: Application

According to goal-setting theory, which of the following is true of specific, difficult goals?

a.	They are always effective.
b.	They work best with younger employees.
c.	They can motivate unethical behaviour.
d.	They were important in the industrial era but not now in the knowledge era.

ANS: C PTS: 1 DIF: Moderate REF: p. 112

OBJ: 6 BLM: Knowledge

What does goal-setting theory call goals that lead to a specific desired endpoint?

a.	learning goals
b.	strategic goals
c.	knowledge goals
d.	outcome goals

ANS: D PTS: 1 DIF: Moderate REF: p. 112

OBJ: 6 BLM: Knowledge

Which of the following characterizes SMART goals?

a.	strategic
b.	measurable
c.	arduous
d.	team-oriented

ANS: B PTS: 1 DIF: Moderate REF: p. 112

OBJ: 6 BLM: Knowledge

Sharyon has set a goal to improve her sales by 5%. How would the SMART framework of goal setting find fault with her goal?

a.	It has no deadline.
b.	It is too challenging.
c.	It does not build in feedback.
d.	It does not indicate what she is learning.

ANS: A PTS: 1 DIF: Moderate REF: p. 112

OBJ: 6 BLM: Comprehension

Colin wants to learn French. He has heard that goal setting is highly motivational, so he sets himself a goal of being fluent enough to read Tolstoy’s War and Peace in French one year from now. What would goal-setting theory and research say about this goal?

a.	It will be effective because it is specific and time-bound.
b.	The goal will be effective because Colin is committed to it and sees it as attainable.
c.	Setting an outcome goal in a learning situation like this may actually have a negative effect.
d.	It is a poor goal because reading the novel is not relevant to his ultimate objective.

ANS: C PTS: 1 DIF: Moderate REF: p. 112

OBJ: 6 BLM: Application

Which of the following describes management by objectives’ participative goal-setting process?

a.	Organizational objectives are cascaded down the organization and integrated into lower-level goals and objectives.
b.	Goal setting begins at the bottom of the organization and works its way up..
c.	Goal setting is applicable only to middle management.
d.	Goals are formulated but tend not to follow the SMART goal formula.

ANS: A PTS: 1 DIF: Moderate REF: p. 113

OBJ: 6 BLM: Knowledge

Goal-setting programs are somewhat mechanical by nature. Where are they most easily implemented?

a.	in organizations with a rigid corporate culture
b.	in organizations with weak top-level management
c.	in middle management groups
d.	in stable, predictable settings

ANS: D PTS: 1 DIF: Moderate REF: p. 113

OBJ: 6 BLM: Knowledge

Which motivation theory is the basis for management by objectives?

a.	expectancy theory
b.	equity theory
c.	justice theory
d.	goal-setting theory

ANS: D PTS: 1 DIF: Easy REF: p. 113

OBJ: 6 BLM: Knowledge

Jean-Pierre’s goal is to show more consistent customer service skills over the next year. The measure of progress will be scores given by mystery shoppers sent periodically to assess the performance of Jean-Pierre and the other staff. What kind of goal is this?

a.	qualitative outcome
b.	quantitative outcome
c.	qualitative learning
d.	quantitative learning

ANS: A PTS: 1 DIF: Moderate REF: p. 113

OBJ: 6 BLM: Comprehension

Anum, Carlos, Matt, and Shelby are all excellent salespeople, but their motivations differ. Anum loves the competition aspect of sales, the challenge of getting the highest number. Carlos likes to have a positive impact on others, to see if he can influence situations in a constructive way. Matt wants the glory of being the best, hoping others will see how superior he is and recognize it by giving him more control. Shelby loves the people contact in sales, and creates warm relationships with everyone she comes in contact with.

Applying McClelland’s theory of learned needs, which of the four is likely to be the most successful sales manager if promoted?

a.	Anum
b.	Carlos
c.	Matt
d.	Shelby

ANS: B PTS: 1 DIF: Moderate REF: p. 102

OBJ: 3 BLM: Application

As a salesperson, which of the four would be most responsive to challenging goals and feedback on progress?

a.	Anum
b.	Carlos
c.	Matt
d.	Shelby

ANS: A PTS: 1 DIF: Moderate REF: p. 102

OBJ: 3 BLM: Application

Applying McClelland’s theory of learned needs, which of the four would be most likely to react negatively to others interfering in their tasks?

a.	Anum
b.	Carlos
c.	Matt
d.	Shelby

ANS: A PTS: 1 DIF: Moderate REF: p. 102

OBJ: 3 BLM: Application

Applying McClelland’s theory of learned needs, which of the four would find conflict particularly disturbing?

a.	Anum
b.	Carlos
c.	Matt
d.	Shelby

ANS: D PTS: 1 DIF: Moderate REF: p. 102

OBJ: 3 BLM: Application

To his friends’ surprise, Gurpreet loves his job as an assistant restaurant manager. They know his supervisor can be a jerk, the pay is low, the hours are long and unpredictable, and the restaurant is in danger of going bankrupt. However, Gurpreet knows he has been given responsibilities that few other 19-year-olds could handle, and he is learning a tremendous amount through tackling these challenges.

Which of the following would Herzberg’s two-factor theory identify as an extrinsic hygiene factor in this situation?

a.	Gurpreet’s work hours
b.	Gurpreet’s chance to learn
c.	Gurpreet’s high level of responsibility
d.	the challenge of Gurpreet’s work

ANS: A PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Comprehension

Which of the following would Herzberg’s two-factor theory identify as an intrinsic motivational factor in this situation?

a.	Gurpreet’s supervisor
b.	Gurpreet’s pay
c.	the restaurant’s insecure future
d.	the responsibility of the position

ANS: D PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Comprehension

Which of the following would Herzberg’s two-factor theory identify as a hygiene factor in this situation?

a.	Gurpreet’s supervisor
b.	Gurpreet’s level of job satisfaction
c.	Gurpreet’s sense of achievement
d.	Gurpreet’s sense of importance and recognition

ANS: A PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Comprehension

Brett observed that Celia was procrastinating in learning the new software. He decided to talk to her about it, explaining how important it was and how much she would enjoy knowing it because it would streamline many of her duties, saving her a lot of time. She still seemed hesitant, so Brett promised to reward her with a new laptop once she had learned the software.

Suppose Celia’s procrastination comes from her fear that she will not be able to learn the software. What would expectancy theory say is the motivational issue?

a.	instrumentality
b.	expectancy
c.	outcome valence
d.	distributive justice

ANS: B PTS: 1 DIF: Hard REF: p. 106

OBJ: 4 BLM: Comprehension

According to expectancy theory, how was Brett trying to motivate Celia?

a.	by increasing Celia’s self-efficacy
b.	by lowering the outcome valence
c.	by increasing instrumentality
d.	by increasing E to P expectancy

ANS: C PTS: 1 DIF: Hard REF: p. 107

OBJ: 4 BLM: Comprehension

Celia would like a new laptop. However, she believes that Brett’s “bribe” to get her to learn the software is a false promise. He has promised many things to many people in the past and not come through. If Celia is questioning the chance of her actually getting a new laptop as a reward, what would expectancy theory identify as the issue?

a.	instrumentality
b.	expectancy
c.	outcome valence
d.	self-efficacy

ANS: A PTS: 1 DIF: Hard REF: p. 107

OBJ: 4 BLM: Comprehension

Let’s assume Celia’s hesitation comes from her belief that using the software to streamline her work will simply lead to a lot more administrative work being given to her, which she dreads. What would expectancy theory say is the motivational issue?

a.	instrumentality
b.	expectancy
c.	low self-efficacy
d.	low outcome valence

ANS: D PTS: 1 DIF: Hard REF: p. 108

OBJ: 4 BLM: Comprehension

Doug is upset about his bonus of $10,000. From his perspective he put in as much overtime as his coworker Sana, and contributed as much in terms of ideas and effort to their projects. In addition, he handled more of the difficult issues because of his greater experience. Yet Sana received a $15,000 bonus.

According to equity theory, why is Doug now demotivated?

a.	He believes his outcomes were greater than Sana’s.
b.	He believes his inputs were less than Sana’s.
c.	He sees his outcome/input ratio as lower than Sana’s.
d.	He believes he is being overrewarded.

ANS: C PTS: 1 DIF: Moderate REF: p. 108

OBJ: 5 BLM: Comprehension

What is Doug’s main concern in this situation?

a.	procedural justice
b.	distributive justice
c.	interactional justice
d.	expectancy justice

ANS: B PTS: 1 DIF: Moderate REF: p. 108

OBJ: 5 BLM: Comprehension

What does Doug’s response to this situation suggest about his equity preference?

a.	He is equity sensitive.
b.	He is equity benevolent.
c.	He is equity entitled.
d.	He is equity empathic.

ANS: A PTS: 1 DIF: Moderate REF: p. 109

OBJ: 5 BLM: Comprehension

Let’s assume Doug cools down and starts reflecting on the situation. He remembers that only one year ago he was out of a job. How can he be upset about getting a $10,000 bonus on top of having a great job with a fabulous salary? According to equity theory, how is Doug resolving the perceived inequity of his bonus situation?

a.	Doug is changing the comparison other.
b.	Doug is changing his inputs.
c.	Doug is changing his outcomes.
d.	Doug is changing Sana’s outcomes.

ANS: A PTS: 1 DIF: Moderate REF: p. 109

OBJ: 5 BLM: Comprehension

Bridie has just completed the performance appraisals of her staff. All are strong performers whose appraisals were positive. Yet Seth, Matt, and Janis have mixed reactions to their appraisals.

Seth has no quarrel with the appraisal form or procedure, or the way Bridie handled the appraisal interview. But he is unhappy because he feels his seniority should mean a higher bonus for him than for the others. According to justice theory, what is the issue for Seth?

a.	benevolent justice
b.	procedural justice
c.	interactional justice
d.	distributive justice

ANS: D PTS: 1 DIF: Moderate REF: p. 108

OBJ: 5 BLM: Comprehension

Matt appreciates Bridie’s respectful and professional management style but thinks the appraisal process itself is ridiculous. There’s little link between his job description and the performance measures emphasized. According to justice theory, what is the issue for Matt?

a.	benevolent justice
b.	procedural justice
c.	interactional justice
d.	distributive justice

ANS: B PTS: 1 DIF: Moderate REF: p. 110

OBJ: 5 BLM: Comprehension

Janis’s complaint is not with the appraisal process or with the bonuses given. What bothers her is Bridie’s cold, condescending manner. According to justice theory, what is the issue for Janis?

a.	benevolent justice
b.	procedural justice
c.	interactional justice
d.	distributive justice

ANS: C PTS: 1 DIF: Moderate REF: p. 110

OBJ: 5 BLM: Comprehension

Rossland Corporation puts a lot of effort into nurturing employees’ careers by giving them extensive training and encouragement, challenging assignments, and opportunities to lead projects. Promotion is almost always from within. Recognition for good work is prompt and generous. However, as the industry is struggling and profit margins are low, Rossland does not pay well and there is questionable security.

What would McClelland say about motivation in this situation?

a.	Employees with a high need for achievement or need for power would likely find this a motivating situation.
b.	Employees will be motivated by the extrinsic factors in the situation; the lack of intrinsic motivators won’t matter.
c.	Employees who are equity benevolent or equity sensitive will be motivated because Rossland is doing its best in challenging times; on the other hand, equity entitleds will feel cheated and demotivated.
d.	Employees will be motivated because of the consistent use of positive reinforcement.

ANS: A PTS: 1 DIF: Moderate REF: p. 102

OBJ: 3 BLM: Analysis

What would expectancy theory say about motivation in this situation?

a.	Employees will not be motivated because basic needs like security are not being met.
b.	Employees will be motivated if they feel their contributions to Rossland are fairly compensated compared to others in similar positions .
c.	Employees with a need to control others or a high need to achieve will thrive in these circumstances.
d.	Employees who highly value recognition, promotion, and challenging assignments will be motivated if they believe they can accomplish their assigned tasks successfully.

ANS: D PTS: 1 DIF: Moderate REF: p. 107

OBJ: 4 BLM: Analysis

What would equity theory say about motivation in this situation?

a.	Employees may be motivated by the intrinsic factors to do a good job, but so dissatisfied by the extrinsic factors that they quit.
b.	Employees will be motivated if they feel their contributions to Rossland are fairly compensated (by pay and other outcomes like recognition and promotion) compared to others in similar positions.
c.	Employees frustrated by the lack of security and decent pay will simply refocus their attention on what is attainable at Rossland; so motivation will be high because people are practical and realistic about scarce opportunities.
d.	Employees who are at the stage of self-actualization will be motivated if they feel they can accomplish their assigned tasks successfully.

ANS: B PTS: 1 DIF: Moderate REF: p. 108

OBJ: 5 BLM: Analysis

TRUE/FALSE

A distinguishing feature of Maslow’s need hierarchy is the progression hypothesis that says only ungratified needs motivate behaviour.

ANS: T PTS: 1 DIF: Moderate REF: p. 100

OBJ: 3 BLM: Knowledge

Equity theory is an example of a need theory, in that it emphasizes the need for fairness in all employee interactions.

ANS: F PTS: 1 DIF: Moderate REF: p. 100

OBJ: 2 BLM: Comprehension

Maslow’s theory says that only ungratified needs motivate behaviour.

ANS: T PTS: 1 DIF: Easy REF: p. 100

OBJ: 3 BLM: Knowledge

According to Maslow’s theory, the increased emphasis on team retreats focuses attention on satisfaction of social and affiliation needs.

ANS: T PTS: 1 DIF: Easy REF: p. 100

OBJ: 3 BLM: Comprehension

McGregor simplified Maslow’s needs hierarchy from five to three categories.

ANS: F PTS: 1 DIF: Easy REF: p. 101

OBJ: 3 BLM: Knowledge

ERG theory has received strong empirical support.

ANS: F PTS: 1 DIF: Moderate REF: p. 101

OBJ: 3 BLM: Knowledge

Alderfer’s growth need, McClelland’s need for achievement, and Maslow’s self-actualization are similar.

ANS: T PTS: 1 DIF: Moderate REF: p. 100-102

OBJ: 3 BLM: Comprehension

McGregor’s Theory Y rests on the higher-order needs of Maslow’s need hierarchy.

ANS: T PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Comprehension

Motivation factors relate to job satisfaction and hygiene factors relate to job dissatisfaction in Herzberg’s model.

ANS: T PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Knowledge

Job enrichment applies Herzberg’s ideas by incorporating hygiene factors into the design or redesign of jobs.

ANS: F PTS: 1 DIF: Moderate REF: p. 104

OBJ: 3 BLM: Knowledge

Needs of workers are similar across cultures.

ANS: F PTS: 1 DIF: Moderate REF: p. 106

OBJ: 3 BLM: Knowledge

Security may be the most important need in cultures such as Greece and Japan as they have a high need to avoid uncertainty.

ANS: T PTS: 1 DIF: Moderate REF: p. 106

OBJ: 3 BLM: Knowledge

In expectancy theory, instrumentality is the value of a reward.

ANS: F PTS: 1 DIF: Moderate REF: p. 107

OBJ: 4 BLM: Knowledge

Inequity exists when one person’s ratio of outcomes to inputs is different than the ratio of a comparison person.

ANS: T PTS: 1 DIF: Moderate REF: p. 108

OBJ: 5 BLM: Comprehension

In all situations, the higher the goal difficulty, the higher the performance.

ANS: F PTS: 1 DIF: Moderate REF: p. 112

OBJ: 6 BLM: Comprehension

Effective goal setting is a more powerful predictor of performance that a person’s goal orientation or personality.

ANS: T PTS: 1 DIF: Moderate REF: p. 112

OBJ: 6 BLM: Knowledge

Goal setting is motivational only if rewards are attached to goal achievement.

ANS: F PTS: 1 DIF: Moderate REF: p. 112

OBJ: 6 BLM: Comprehension

Setting a specific, challenging outcome goal when tackling a new skill can actually have a negative impact.

ANS: T PTS: 1 DIF: Moderate REF: p. 112

OBJ: 6 BLM: Knowledge

Organizational goal setting and individual goal setting can be carried out independently and still be successful for the organization.

ANS: F PTS: 1 DIF: Moderate REF: p. 113

OBJ: 6 BLM: Knowledge

One of the failings of the MBO system is that it may force managers to commit to goals they don’t believe are realistic.

ANS: T PTS: 1 DIF: Moderate REF: p. 113

OBJ: 6 BLM: Knowledge

MATCHING

Match the following:

a.	arousal and activation of goal-directed behaviour
b.	explains how a person is motivated
c.	factors and conditions outside the person that may explain and predict a person’s behaviour
d.	explains what motivates an individual
e.	attributes and characteristics inside the individual that determine behaviour

content theories

extrinsic motivation

motivation

process theories

intrinsic motivation

ANS: D PTS: 1

ANS: C PTS: 1

ANS: A PTS: 1

ANS: B PTS: 1

ANS: E PTS: 1

Match the following:

a.	basic needs for food and water
b.	the assumption that people naturally resist change
c.	fulfillment of potential
d.	feeling of self-worth
e.	assumptions of how to manage individuals who are motivated by higher-order needs

self-esteem

physiological needs

Theory Y

Theory X

self-actualization

ANS: D PTS: 1

ANS: A PTS: 1

ANS: E PTS: 1

ANS: B PTS: 1

ANS: C PTS: 1

Match the following:

a.	motivated by the lowest level of ungratified need
b.	desire to accomplish goals and perform at high level
c.	desire to dominate others
d.	company policy and working conditions in the two-factor theory
e.	interest in being around others and developing meaningful relationships

need for achievement

need for affiliation

hygiene factor

progression hypothesis

need for power

ANS: B PTS: 1

ANS: E PTS: 1

ANS: D PTS: 1

ANS: A PTS: 1

ANS: C PTS: 1

Match the following:

a.	needs hierarchy theory
b.	two-factor theory
c.	expectancy theory
d.	equity theory
e.	needs theory

McClelland

Adams

Herzberg

Maslow

Vroom

ANS: E PTS: 1

ANS: D PTS: 1

ANS: B PTS: 1

ANS: A PTS: 1

ANS: C PTS: 1

Match the following:

a.	the likelihood that one’s efforts will lead to performance
b.	a person’s feeling of fairness
c.	importance and value of an outcome
d.	the belief that performance is linked to rewards
e.	evaluated work behaviour

expectancy

performance

valence

equity

instrumentality

ANS: A PTS: 1

ANS: E PTS: 1

ANS: C PTS: 1

ANS: B PTS: 1

ANS: D PTS: 1

ESSAY

Maslow and Herzberg approach the study of motivation somewhat differently but there are also similarities in their ideas. Compare and contrast their views of motivation.

ANS: Maslow’s theory of motivation is based on a five-level need hierarchy with needs arranged as follows: physiological, safety and security, social, esteem, and self-actualization. As lower-level needs become satisfied, higher-level needs become activated and are of greater importance. A satisfied need is no longer a motivator.

Herzberg also acknowledged various needs. He identified factors of the work environment as hygienic in nature (e.g., pay, supervision, company policy, salary, and other working conditions) and believed that these factors essentially address lower-order needs (in Maslow’s framework). When these factors are inadequate, the worker experiences dissatisfaction. If these factors are perceived as fine, employees will not be dissatisfied but it does not mean they will love their job and be highly motivated. Factors within (or intrinsic to) the job were labelled by Herzberg as motivators. These include responsibility, achievement, recognition, advancement, and the task itself (targeting higher-order needs like esteem and self-actualization). When these factors are present, they are motivational and satisfying. So, rather than a tidy progression based on the lowest unsatisfied need being priority, Herzberg suggests the concurrent operation of many needs and only the higher-order needs leading to so-called “motivated” behaviour.

PTS: 1 DIF: Moderate REF: p. 100-101 | p. 104-105

OBJ: 3 BLM: Analysis

You supervise an employee with a high need for achievement. What circumstances will prove motivating for this employee?

ANS: People with a high need for achievement refer to be in situations where they fully use their talents and apply their knowledge. They like moderate goals, or ones that are achievable. They like to receive feedback concerning how well they are performing. The feedback should be given fairly quickly and should be reflective of progress toward goal achievement. Finally, high achievers do not like having external events or other people interfere with progress toward goals. Therefore, as these people’s supervisor, you should provide them with the opportunity to get involved in challenging projects; work with them to set reasonable goals; give them regular, prompt feedback on progress; and allow them to do most of their work independently.

PTS: 1 DIF: Moderate REF: p. 102 OBJ: 3

BLM: Application

Is McGregor’s Theory Y more appropriate given today’s issues of managing organizational behaviour? Explain.

ANS: Yes. Employee empowerment, participative management, teamwork, total quality management, and other modern management approaches and techniques can be facilitated more easily under a Theory Y set of assumptions about employees. Theory Y recognizes employee initiative, employee interest in self-improvement, and employee willingness to assume greater responsibilities. The interests and abilities of employees can be more fully utilized under a Theory Y approach.

PTS: 1 DIF: Moderate REF: p. 104 OBJ: 3

BLM: Application

A student, Amanda, has left studying for a major test until the night before. The test is worth a lot and it is important to Amanda to do well on this test. However, just as Amanda finishes supper and is settling down with her books, she gets a phone call telling her about a surprise birthday party being held that evening for a close friend. How can expectancy theory be used to explain whether Amanda will choose to party or to study?

ANS: It depends on several factors. How confident is Amanda that studying will lead to writing a good test (expectancy)? How much does she value doing well on the test as opposed to missing out on the fun with her friends and potentially hurting her friend’s feelings for not showing up at the party (valence for outcomes)? How confident is she that the teacher will mark the test fairly (instrumentality–good performance will lead to the reward of a good mark)? If Amanda believes that a good mark on the test is critical and more important than having fun that evening, that the teacher will mark fairly, and that spending the evening studying will likely lead to a good test result, she will choose to stay home and study. If, on the other hand, Amanda believes that no matter how hard she studies she will never learn the material, or she cares less about getting a good mark than having fun with her friends, or she feels the teacher is biased against her and won’t mark her fairly anyway, Amanda is likely to choose the party.

PTS: 1 DIF: Hard REF: p. 106-108 OBJ: 4

BLM: Application

Equity theory can be used to explain consequences stemming from differences in pay. Assume many employees in a department feel underpaid. What do you predict their behaviour and performance to be?

ANS: Some may reduce their contributions or performance. Others may leave the organization. The other or comparison person can be changed. The inequity can be rationalized and eventually accepted. A few workers may even try to alter the companion person’s inputs and outcomes.

PTS: 1 DIF: Moderate REF: p. 109 OBJ: 5

BLM: Application

Eazyquizes

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