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