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