SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
Search
Test your basic knowledge |
Management 101: Motivation
Start Test
Study First
Subject
:
business-skills
Instructions:
Answer 48 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Skill variety; Task identity; Task significance; Autonomy; Feedback
Core job dimensions in JCM
Theory Y
Referents
Maslow's Hierarchy of Needs Theory
2. The degree to which a job has a substantial impact on the lives or work of other people
Safety needs
Need for affiliation (nAff)
Task significance
Need for achievement (nAch)
3. The theory that an employee compares his or her job's input-outcome ratio with that of relevant others and then corrects any inequity
Employee recognition programs
Need for affiliation (nAff)
Equity theory
Safety needs
4. A motivational approach in which an organization's financial statements (the 'books') are shared with all employees
Relational perspective of work design
Pay-for-performance
Open-book management
High-involvement work practices
5. The horizontal expansion of a job by increasing job scope
Job enlargement
Physiological needs
Instrumentality (performance-reward linkage)
Valence (attractiveness of reward)
6. A person's needs for internal factors such as self-respect - autonomy - and achievement - and external factors such as status - recognition - and attention
Esteem needs
Feedback
Theory X
Social needs
7. The process by which a person's efforts are energized - directed - and sustained toward attaining a goal
Motivation
Job scope
Valence (attractiveness of reward)
Task significance
8. The number of different tasks required in a job and the frequency with which those tasks are repeated
Job scope
Theory X
Maslow's Hierarchy of Needs Theory
Motivators
9. The degree of control employees have over their work
Hygiene factors
Employee recognition programs
Goal-Setting Theory
Job depth
10. An approach to job design that focuses on how people's tasks and jobs are increasingly based on social relationships
High-involvement work practices
Referents
Relational perspective of work design
Job Characteristics Model (JCM)
11. The proposition that specific goals increase performance and that difficult goals - when accepted - result in higher performance than do easy goals
Hygiene factors
Job Characteristics Model (JCM)
Goal-Setting Theory
Motivators
12. The importance that the individual places on the potential outcome or reward that can be achieved on the job
Job depth
Valence (attractiveness of reward)
Job enrichment
High-involvement work practices
13. The probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance
Expectancy (effort-performance linkage)
Need for achievement (nAch)
Feedback
Employee recognition programs
14. The need to make others behave in a way that they would not have behaved otherwise
Valence (attractiveness of reward)
Contemporary theories of motivation
Expectancy (effort-performance linkage)
Need for power (nPow)
15. The assumption that employees are creative - enjoy work - seek responsibility - and can exercise self-direction
Equity theory
Theory Y
Relational perspective of work design
Contemporary theories of motivation
16. The assumption that employees dislike work - are lazy - avoid responsibility - and must be coerced to perform
Maslow's Hierarchy of Needs Theory
Job design
Theory X
Need for power (nPow)
17. The theory that behavior is a function of its consequences
Equity theory
Herzberg's Two-Factor Theory
Expectancy Theory
Reinforcement Theory
18. The motivation theory that says three acquired (not innate) needs - achievement - power - and affiliation - are major motives in work
Herzberg's Two-Factor Theory
Contemporary theories of motivation
Three-Needs Theory
Open-book management
19. An individual's belief that he or she is capable of performing a task
Self-efficacy
Goal-Setting Theory
Feedback
Three-Needs Theory
20. The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents
Social needs
Job scope
Early theories of motivation
Skill variety
21. The degree to which a job requires completion of a whole and identifiable piece of work
Employee recognition programs
Need for power (nPow)
Theory X
Task identity
22. A framework for analyzing and designing jobs that identifies five primary core job dimensions - their interrelationships - and their impact on outcomes
Job Characteristics Model (JCM)
Expectancy (effort-performance linkage)
Open-book management
Motivators
23. A person's needs to become what he or she is capable of becoming
Self-actualization needs
Three-Needs Theory
Need for achievement (nAch)
Maslow's Hierarchy of Needs Theory
24. The persons - systems - or selves against which individuals compare themselves to assess equity
Self-efficacy
Proactive perspective of work design
Referents
Feedback
25. Personal attention and expressing interest - approval - and appreciation for a job well done
Employee recognition programs
Three-Needs Theory
Task identity
Motivation
26. A person's needs for food - drink - shelter - sexual satisfaction - and other physical needs
Hygiene factors
Contemporary theories of motivation
Need for achievement (nAch)
Physiological needs
27. Factors that eliminate job dissatisfaction but don't motivate
Need for achievement (nAch)
Need for affiliation (nAff)
Hygiene factors
Need for power (nPow)
28. Work practices designed to elicit greater input of involvement from workers
Need for achievement (nAch)
High-involvement work practices
Maslow's Hierarchy of Needs Theory
Distributive justice
29. Maslow's Hierarchy of Needs Theory; McGregor's Theory X and Theory Y; Herzberg's Two-Factor Theory; Three-Needs Theory
Physiological needs
Theory X
Early theories of motivation
Distributive justice
30. Variable compensation plans that pay employees on the basis of some performance measure
Motivation
Referents
Pay-for-performance
Theory X
31. An approach to job design in which employees take the initiative to change how their work is determined
Proactive perspective of work design
Safety needs
Hygiene factors
Theory X
32. Perceived fairness of the amount and allocation of rewards among individuals
Job enrichment
Distributive justice
Need for achievement (nAch)
Job depth
33. Goal-Setting Theory; Reinforcement Theory; Designing Motivating Jobs; Equity Theory; Expectancy Theory
Contemporary theories of motivation
Pay-for-performance
Motivators
Social needs
34. Maslow's theory that human needs - physiological - safety - social - esteem - and self-actualization - form a sort of hierarchy
35. The way tasks are combined to form complete jobs
Self-actualization needs
Task significance
Three-Needs Theory
Job design
36. The drive to succeed and excel in relation to a set of standards
Employee recognition programs
Need for achievement (nAch)
Equity theory
Esteem needs
37. The motivation theory that intrinsic factors are related to job satisfaction and motivation - whereas extrinsic factors are associated with job dissatisfaction
38. The desire for friendly and close interpersonal relationships
Relational perspective of work design
Need for affiliation (nAff)
Safety needs
Skill variety
39. A person's needs for affection - belongingness - acceptance - and friendship
Open-book management
Core job dimensions in JCM
Social needs
Skill variety
40. Consequences immediately following a behavior - which increase the probability that the behavior will be repeated
Reinforcers
Job depth
Distributive justice
Self-efficacy
41. Perceived fairness of the process used to determine the distribution of rewards
Safety needs
Referents
Procedural justice
Theory Y
42. The degree to which a job provides substantial freedom - independence - and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out
Motivation
Need for achievement (nAch)
Autonomy
Need for power (nPow)
43. Factors that increase job satisfaction and motivation
Motivators
Maslow's Hierarchy of Needs Theory
Equity theory
Job scope
44. The degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome
Need for power (nPow)
Self-actualization needs
Contemporary theories of motivation
Instrumentality (performance-reward linkage)
45. A person's needs for security and protection from physical and emotional harm
Job design
Employee recognition programs
Safety needs
High-involvement work practices
46. The vertical expansion of a job by adding planning and evaluating responsibilities
Relational perspective of work design
Need for affiliation (nAff)
Job enrichment
Procedural justice
47. The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual
Self-actualization needs
Motivators
Expectancy Theory
Job design
48. The degree to which carrying out work activities required by a job results in the individual's obtaining direct and clear information about his or her performance effectiveness
Three-Needs Theory
Job enrichment
High-involvement work practices
Feedback