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