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