Team-based pay is used to reinforce the team or group’s achievements

Flexible benefit programs are often used in cultures that do not have a strong gender role orientation.



ANS: T 
69. For performance based-reward systems to work, leaders should ask employees what they value.



ANS: T

70. Performance based reward systems sometimes have undesirable effects on behavior.



ANS: T


71. Organizations in various countries utilize different reward programs.



ANS: T


72. In high uncertainty avoidance cultures, pay focuses number of skills attained.



ANS: F

In high uncertainty avoidance cultures, reward programs emphasize seniority.



73. In high power distance cultures, rewards are based on one’s level within the managerial hierarchy.



ANS: T


74. In collectivist cultures, flexible benefit programs are often used.


ANS: F

In collective cultures, team-based pay is used to reinforce the team or group’s achievements.

Situational constraints can make goal attainment difficult

28. When quantitate indicators are unavailable or inappropriate to assess performance, qualitative goals (customer satisfaction, teamwork) and indicators may be used.


ANS: T

29. According to the Across Cultures Competency: Hewlett-Packard, Bonnie Nixon-Gardiner ensures that her Chinese suppliers do not have sexual harassment and safety abuses by calling each factory unannounced and asking questions.


ANS: F

Bonnie Nixon-Gardiner actually visits each factory in person to ensure that there are no labor and environmental abuses occurring.

30. According to the Across Cultures Competency: Hewlett-Packard, Bonnie Nixon-Gardiner got Dell, IBM, Intel,and other companies to formulate the Electronic Industry Code of Conduct. This code bans abuses such as child labor, forced labor (use of prisoners), and excessive overtime.


ANS: T


31. When an employee attains a high level of performance, rewards are important inducements for individuals to continue performing at that level.


ANS: T


32. Goal difficulty should never be reduced because it will lower both satisfaction and performance.


ANS: F

At times, goal difficulty may need to be reduced in order to maximize both satisfaction and performance.



33. Situational constraints can make goal attainment difficult. One of the primary roles of a manager is to ensure that employees have the resources necessary to attain their goals.

ANS: T

Goal commitment is influenced by expected rewards

27. For simple tasks, the effort encouraged by challenging goals leads directly to higher task performance, while for more complex tasks, increased effort does not lead directly to effective performance.


ANS: T

22. Goal commitment is likely to be stronger if the commitment is made publicly.


ANS: T


23. The relation of goal difficulty to performance is linear.


ANS: F

The relation of goal difficulty to performance is curvilinear, not linear.


24. If a manager assigns goals to an employee without that individual's involvement, his or her performance will likely be worse than if no goals were set at all.


ANS: F

Even when a manager has to assign goals without employee participation, doing so leads to more focused efforts and better performance than if no goals were set.


25. If a person is told simply to “do their best”, their performance will be lower than if they are given specific goals.


ANS: T


26. Goal commitment is influenced by expected rewards, received rewards, teamwork, and peer pressures. But, if employees expect to be punished for not achieving goals, the probability of goal commitment is lower.

ANS: F

The first sentence is true. However, when employees expect to be punished for not achieving goals, goal commitment is higher.

MBO process in an organization

17. An individual's self-efficacy is independent of the task.


ANS: F

An individual's self-efficacy is dependent on the task.


18. Self confidence is one of the key factors, along with goal difficulty and clarity that influences the establishment of challenging goals.

ANS: F

Self-efficacy is one of the key factors, along with goal difficulty and clarity that influences the establishment of challenging goals.


19. MBO stands for management by objectives.


ANS: T


20. According to the Teams Competency: Jeff Gordon’s Rainbow Warriors, the pit crew for Jeff Gordon, the Rainbow Warriors, have developed into the most successful team in racing today by setting and accomplishing a clear goal of having Gordon's car exit from the pit stop in 14 seconds or less.


ANS: F

The Rainbow Warrior’s goal is to have the car exit the pit stop in 13 seconds or less.


21. According to the Teams Competency: Jeff Gordon’s Rainbow Warriors, before the race, all the Rainbow Warriors sit in a circle to discuss race strategy.

ANS: T

Management by goals (MBG) and Management by objectives (MBO)

11. Goals may improve performance because goals make clear that rewards will occur with effort.


ANS: F

Goals may improve performance because goals make clear the type and level of performance expected.


12. Goals may improve performance because goals make clear the type and level of performance expected.


ANS: T


13. Particularly important in determining the level of challenge experienced by a person are two key attributes of goals: goal difficulty and goal clarity.


ANS: T


14. A management system that uses goal difficulty and goal clarity as its foundation for motivating employees is called management by goals (MBG).


ANS: F

A management system that uses goal difficulty and goal clarity as its foundation for motivating employees is called management by objectives (MBO).


15. Management by objectives (MBO) involves managers and employees jointly setting goals for performance and personal development, periodically evaluating the employee's progress toward achieving these goals, and then rewarding the employee.


ANS: T


16. Cardinal Health uses management by objectives to have employees identify several performance objectives that supports personal goals.



ANS: F

Cardinal Health uses management by objectives to have employees identify at least one performance objective that supports corporate goals.

3 main characteristics of self-motivated high achievers in an Organization

42. In McClelland's learned needs model, there are two main characteristics of self-motivated high achievers: (1) they don’t mind tasks in which feedback is not immediate; and (2) they are mostly motivated by financial incentives.

ANS: F

These individuals have three main characteristics: (1) they like to set their own goals; (2) they avoid selecting extremely difficult goals; and (3) they prefer tasks that will provide immediate feedback.


43. In McClelland's learned needs model, the three main characteristics of self-motivated high achievers are: (1) they like to set their own goals; (2) they avoid selecting extremely difficult goals; and (3) they prefer tasks that will provide immediate feedback.


ANS: T

44. High achievers accept credit when they win and but not the blame when they lose.


ANS: F

High achievers accept credit when they win and blame when they lose.


45. The game of golf does not appeal to most high achievers because feedback is not immediate.


ANS: F

The game of golf appeals to most high achievers. Feedback is immediate: it occurs after every shot.


46. McClelland's learned needs model suggests that most people believe they have an “achievement motivation,” but probably only about 30 percent of the U.S. population really does.


ANS: F

McClelland's learned needs model suggests that most people believe they have an “achievement motivation,” but probably only about 10 percent of the U.S. population really does.

McClelland's learned needs model of Motivation

37. McClelland's learned needs model suggests individuals with a strong affiliation motive tend to establish, maintain, and restore close personal relationships with others.


ANS: T


38. McClelland's learned needs model suggests individuals with a strong achievement motive tend to take action that affects the behaviors of others and has a strong emotional appeal.


ANS: F

This describes a strong power motive. Individuals with a strong achievement motive tend to compete against some standard of excellence or to succeed in competitive situations.


39. McClelland's learned needs model suggests individuals with a strong achievement motive like to win but are not too concerned with any standards of excellence.


ANS: F

Individuals with a strong achievement motive like to compete against some standard of excellence or to succeed in competitive situations.


40. In McClelland's learned needs model, achievement motivation emphasizes people's desire to attain high performance standards or to compete successfully.


ANS: T


41. Achievement motivation in McClelland's learned needs model is measured using the Thematic Apperception Test.


ANS: T

Motivation is a personality factor that determines an employee's level of job satisfaction

1. According to Learning from Experience: Working at Starbucks, Starbucks has been named one of Fortune magazine’s “100 Best Companies to Work for in America” for the past several years.

ANS: T

2. According to Learning from Experience: Working at Starbucks, most partners are older, and therefore the medical costs from the health benefits are significant.

ANS: F

Because Starbucks partners are generally young and healthy, Starbucks has relatively low health-benefit costs.

3. Motivation is a personality factor that determines an employee's level of job satisfaction or dissatisfaction.

ANS: F

Motivation represents the forces acting on or within a person that cause the person to behave in a specific, goal-directed manner.


4. Motivation is the force acting on or within a person that cause that individual to behave in a specific, goal-directed manner.

ANS: T

5. An organization needs to do the following things to motivate employees:

-attract individuals to the organization and encourage them to remain with it,

- allow individuals to perform the tasks for which they were hired, and

- stimulate individuals to go beyond routine performance and become creative and innovative in their work.

ANS: T

The Pollyanna principle

21. A key personality factor that influences perceptual selection is conscientiousness.


ANS: T  Creation of Value


22. Personality has a large effect on how an individual perceives other people.


ANS: T 

Creation of Value


23. A perceptual set is an expectation of a particular interpretation based on the person’s past experience with the same or a similar object.


ANS: T 

Creation of Value


24. An expectation of a particular interpretation based on past experience with the same or similar stimuli is referred to as an individual set.


ANS: F

An expectation of a particular interpretation based on past experience with the same or similar stimuli is referred to as a perceptual set.


Creation of Value

25. The Pollyanna principle states that people process pleasant events less efficiently and accurately than they do unpleasant events.


ANS: F

The Pollyanna principle states that people process pleasant events more efficiently and accurately than they do unpleasant events.

 Creation of Value