Test your basic knowledge |

Management 101: Motivation

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. An approach to job design that focuses on how people's tasks and jobs are increasingly based on social relationships






2. 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






3. The way tasks are combined to form complete jobs






4. The desire for friendly and close interpersonal relationships






5. A motivational approach in which an organization's financial statements (the 'books') are shared with all employees






6. The degree of control employees have over their work






7. Maslow's Hierarchy of Needs Theory; McGregor's Theory X and Theory Y; Herzberg's Two-Factor Theory; Three-Needs Theory






8. 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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9. The probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance






10. An individual's belief that he or she is capable of performing a task






11. Perceived fairness of the amount and allocation of rewards among individuals






12. The number of different tasks required in a job and the frequency with which those tasks are repeated






13. Skill variety; Task identity; Task significance; Autonomy; Feedback






14. The assumption that employees dislike work - are lazy - avoid responsibility - and must be coerced to perform






15. Perceived fairness of the process used to determine the distribution of rewards






16. A person's needs for affection - belongingness - acceptance - and friendship






17. The vertical expansion of a job by adding planning and evaluating responsibilities






18. The degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome






19. 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






20. The theory that behavior is a function of its consequences






21. The importance that the individual places on the potential outcome or reward that can be achieved on the job






22. The degree to which a job requires completion of a whole and identifiable piece of work






23. The theory that an employee compares his or her job's input-outcome ratio with that of relevant others and then corrects any inequity






24. A person's needs for internal factors such as self-respect - autonomy - and achievement - and external factors such as status - recognition - and attention






25. The persons - systems - or selves against which individuals compare themselves to assess equity






26. The need to make others behave in a way that they would not have behaved otherwise






27. Goal-Setting Theory; Reinforcement Theory; Designing Motivating Jobs; Equity Theory; Expectancy Theory






28. A person's needs for food - drink - shelter - sexual satisfaction - and other physical needs






29. A person's needs for security and protection from physical and emotional harm






30. Consequences immediately following a behavior - which increase the probability that the behavior will be repeated






31. Variable compensation plans that pay employees on the basis of some performance measure






32. Factors that eliminate job dissatisfaction but don't motivate






33. A framework for analyzing and designing jobs that identifies five primary core job dimensions - their interrelationships - and their impact on outcomes






34. The horizontal expansion of a job by increasing job scope






35. A person's needs to become what he or she is capable of becoming






36. The proposition that specific goals increase performance and that difficult goals - when accepted - result in higher performance than do easy goals






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 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






39. An approach to job design in which employees take the initiative to change how their work is determined






40. The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents






41. The degree to which a job has a substantial impact on the lives or work of other people






42. The drive to succeed and excel in relation to a set of standards






43. The process by which a person's efforts are energized - directed - and sustained toward attaining a goal






44. Personal attention and expressing interest - approval - and appreciation for a job well done






45. The assumption that employees are creative - enjoy work - seek responsibility - and can exercise self-direction






46. Work practices designed to elicit greater input of involvement from workers






47. The motivation theory that says three acquired (not innate) needs - achievement - power - and affiliation - are major motives in work






48. Factors that increase job satisfaction and motivation