Motivation and Empowerment

Topics: Motivation, Maslow's hierarchy of needs, Psychology Pages: 18 (2425 words) Published: March 17, 2014
CHAPTER 8—MOTIVATION AND EMPOWERMENT

TRUE/FALSE

1.Motivation refers to the forces that arouse enthusiasm and persistence to pursue a certain course of action.

ANS:TPTS:1REF:p. 226

2.When workers are not motivated to achieve organizational goals, the fault is often with the leader.

ANS:TPTS:1REF:p. 226

3.Hygiene factors fulfill high-level needs and include achievement, recognition, responsibility, and opportunity for growth.

ANS:FPTS:1REF:p. 231

4.People with a high need for achievement tend to enjoy work that is entrepreneurial and innovative.

ANS:TPTS:1REF:p. 233

5.Extinction is the administration of a pleasant and rewarding consequence following a behavior.

ANS:FPTS:1REF:p. 235

6.Expectancy Theory suggests that motivation depends on individuals' mental expectations about their ability to perform tasks and receive rewards.

ANS:TPTS:1REF:p. 235

7.Incentive programs are unsuccessful because people are not motivated by money and lower needs.

ANS:FPTS:1REF:p. 241

8.Equity theory proposes that people are motivated to seek social equity in the rewards they expect for performance.

ANS:TPTS:1REF:p. 237

9.Critics of carrot-and-stick methods argue that intrinsic rewards diminish extrinsic rewards.

ANS:FPTS:1REF:p. 239

10.Critics of carrot-and-stick methods argue that carrot-and-stick approaches destroy people's motivation to work as a group.

ANS:TPTS:1REF:p. 241

11.Empowerment is power sharing, the delegation of power or authority to subordinates in the organization.

ANS:TPTS:1REF:p. 243

12.Job enrichment is a program that links at least a portion of employees pay on the number of skills he or she possesses.

ANS:FPTS:1REF:p. 251

13.Five elements must be in place before employees can be empowered to perform their jobs: information, knowledge, discretion, meaning, and rewards.

ANS:TPTS:1REF:p. 243

14.Pay-for-knowledge is a motivational approach that encourages people to work together rather than focus on individual achievements and rewards.

ANS:FPTS:1REF:p. 250

15.A fully engaged employee is one who is emotionally connected to the organization and actively seeks to serve the mission.

ANS:TPTS:1REF:p. 247

MULTIPLE CHOICES

1.The importance of motivation is:
a.
it can lead to high performance within organizations.
b.
it can help satisfy followers' needs.
c.
high employee motivation can lead to company profits.
d.
all of these choices

ANS:DPTS:1REF:p. 226

2.Intrinsic rewards:
a.
are the internal satisfaction a person receives by performing a particular action. b.
are given by another person, typically a supervisor.
c.
include pay raises and promotions.
d.
are given to all people within an organization or a specific department.

ANS:APTS:1REF:p. 227

3.Insurance benefits or vacation time would be examples of: a.
intrinsic, individual rewards.
b.
extrinsic, individual rewards.
c.
extrinsic, system-wide rewards.
d.
intrinsic, individual rewards.

ANS:CPTS:1REF:p. 227

4.When a union wins good pay, members want social and esteem needs met because: a.
low-order needs take priority.
b.
social and self-esteem needs take priority.
c.
once a need is satisfied, it declines in importance and the next need is activated. d.
both low-order needs take priority and once a need is satisfied, it declines in importance and the next need is activated.

ANS:DPTS:1REF:p. 230

5.According to Hertzberg's two-factor theory, the leader's role is to: a.
use motivators to meet higher level needs of employees.
b.
provide only hygiene factors to employees.
c.
remove dissatisfiers.
d.
use system-wide rewards.

ANS:APTS:1REF:p. 233

6.According to the acquired needs theory, a need for power indicates: a.
the desire to accomplish something difficult, attain a...
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