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