FiltersDone

Question type

Essay

Multiple Choice

Short Answer

True False

Matching

Exam 10: Motivating Employees

Show Answer

Share

---

All types

Filters

Study FlashcardsPractice ExamLearn

Question 101

True/False

Review LaterAdd Note

Review Later

It is important when dealing with today's culturally diverse workforce that managers maintain a consistent motivational approach for everyone.

A) True
B) False

Correct Answer

verified

Show Answer

Question 102

Multiple Choice

Review LaterAdd Note

Review Later

Maureen's supervisor was so impressed by her work that he named her the employee of the month. This praise from her supervisor is an example of a(n) reward.

A) extrinsic
B) intrinsic
C) secondary
D) extraneous

E) B) and C)
F) A) and B)

Correct Answer

verified

Show Answer

Question 103

Multiple Choice

Review LaterAdd Note

The personal satisfaction people feel when they have done a job well is a(n) reward.

Ellen supervises several employees in the accounting department of a large corporation. She makes it a priority to give her subordinates direct and clear information about their job performance. Ellen's efforts are likely to improve worker motivation.

Management by objectives was developed by:

Jerry Stead, is the chairman of Ingram Micro a technology provider with 13,000 employees. He answers his own phone line to take calls from employees and declares that if the company is doing something right he loves to hear about it. He also wants to know if there's something they should be doing differently. Jerry Stead is building teamwork by:

Douglas McGregor observed that all managers tend to share common assumptions about employees.

Herzberg's research indicated that employees are motivated by job content. Contemporary managers focus on by increasing the significance of the job, and even providing the employee with important feedback.

Managers who believe job enrichment can effectively improve motivation would try to give employees a significant degree of freedom and flexibility in scheduling their work and in determining the procedures they use.

The characteristic of work that is concerned with the amount of direct and clear information employees receive about performance is called:

You get a lower grade in a course than your friend did even though you studied more during the semester and attended class more often. As a result, equity theory predicts that you might convince yourself that "Grades aren't all that important. After all, lots of people who succeed in the real world didn't make good grades in school."

According to the amount of effort employees devote to a task depends on their expectations of the outcome.

Brett manages a sales force that sells laboratory supplies to companies and university science labs. He wants to implement a reward program for high performance. Any rep whose territory bills over $500,000 in sales will win a trip for two, to a Caribbean Island. Last year the high billing territory made $400,000 in sales. As his outside consultant on the rewards program project, you suggest that he ask around to make certain that this is something the reps would enjoy. Your other advice is:

When Elaine accepted a position with Cannon Corporation in Dallas, Texas she felt uneasy. She was new to the area and new to this company. However, she was pleased that her new job offered her the opportunity to play on the company volleyball team. She quickly made new friends and, through her new friends, learned about the city. Apparently, her new job satisfies Elaine's needs.

The practice of moving employees from one job to another to make work more interesting is called:

Maslow called the needs people have for security at work and at home:

According to the Thinking Green box titled, "Green Team Go", open communication successfully filled the company suggestion box with green ideas, but top management has not implemented any of them because they are not behind a sustainability program, claiming it is too costly.

Equity theory suggests that if employees perceive inequity in the workplace, they might respond with reduced productivity, higher absenteeism, or even voluntary resignation.

Although Elton Mayo originally intended to collect data for a traditional scientific management study, his break-through research led to further research on the kinds of things that drive employees to successfully meet and exceed productivity goals at work.

In Maslow's hierarchy, self-actualization needs are those needs associated with basic survival, such as the need for food and shelter.