Organizational Behaviour Chapter 5

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  • 1/31 Questions

    People with this want to exercise control over others. People who wear their power as a symbol have personalized power, and people with socialized desire power as a means to help others.

    • Four-drive theory
    • Need for affiliation
    • Need for power
    • Positive organizational behavior
    • Need for achievement
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About This Quiz

This quiz for 'Organizational Behaviour Chapter 5' assesses key concepts such as motivation, employee engagement, and drives. It explores theories like Maslow's hierarchy and positive organizational behaviour, focusing on employee motivation and workplace dynamics.

Organizational Behaviour Chapter 5 - Quiz

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  • 2. 

    A motivation theory arranged in a hierachy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified. The strongest sources is the lowest unsatisfied need at the time. The next higher need in the hierachy becomes the primary motivator and remains so even if never satisfied. As people experience self-actualization, they desire more rather than less of this need. Brings on a more holistic, humanistic, and positive approach.

    • Positive organizational behaviour

    • Maslow's needs hierachy theory

    • Learned needs theory

    • Employee engagement

    • Four-drive theory

    Correct Answer
    A. Maslow's needs hierachy theory
    Explanation
    Pages 108-109

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  • 3. 

    People with a strong need for this want to accomplish reasonably challenging goals through their own effort.

    • Need for power

    • Expectancy theory

    • ERG theory

    • Need for achievement

    • Need for affiliation

    Correct Answer
    A. Need for achievement
    Explanation
    The correct answer is "need for achievement." This term refers to the psychological drive to set and accomplish challenging goals through one's own effort. Individuals with a strong need for achievement are motivated by personal accomplishment and strive for success in their endeavors. They are often characterized by their desire for feedback and recognition of their achievements. This need is one of the key factors in understanding individual motivation and behavior.

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  • 4. 

    A desire to seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation. People in decision-making positions must have a relatively low need for this.

    • Need for affiliation

    • Need for power

    • Equity theory

    • Goal setting

    • Need for achievement

    Correct Answer
    A. Need for affiliation
    Explanation
    The need for affiliation refers to an individual's desire to seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation. This need is typically higher in individuals who prioritize maintaining harmonious relationships and being liked by others. In decision-making positions, having a relatively low need for affiliation can be beneficial as it allows individuals to make decisions based on objective criteria rather than being influenced by the opinions and desires of others.

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  • 5. 

    A perspective that focuses on building positive qualities and traits within individulals or institutions as opposed to focusing on what is wrong with them.

    • Positive organizational behaviour

    • Learned needs theory

    • Four-drive theory

    • Maslow's needs hierachy theory

    • Goal setting

    Correct Answer
    A. Positive organizational behaviour
    Explanation
    Positive organizational behavior is the correct answer because it aligns with the given explanation. Positive organizational behavior focuses on building positive qualities and traits within individuals or institutions, rather than focusing on what is wrong with them. It emphasizes strengths, virtues, and positive outcomes, promoting a positive work environment and enhancing individual and organizational performance.

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  • 6. 

    The forces within a person that affect the direction, intensity, and persistence of voluntary behaviour. When employees are willing the exert a particular level of effort (intensity), for a certain of time (persistence), toward a particular goal (direction).

    • Drives

    • Motivation

    • Employee engagement

    • Needs

    • Maslow's needs hierachy theory

    Correct Answer
    A. Motivation
    Explanation
    Motivation refers to the forces within a person that influence their voluntary behavior. It includes factors such as the direction, intensity, and persistence of their efforts towards a specific goal. In the context of the given statement, motivation is relevant because it explains why employees are willing to exert effort towards achieving a particular goal. It is the driving force that pushes individuals to work towards their objectives and influences their level of engagement and commitment in the workplace. Maslow's needs hierarchy theory is not directly mentioned in the statement, so it is not a suitable explanation for the correct answer.

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  • 7. 

    Information about an employee's performance collected from a full circle of people, including subordinates, peers, supervisors, and customers. Tends to provide more complete and accurate information and also creates challenges.

    • Multi-source 360-degree feedback

    • Evaluating goal setting and feedback

    • Characteristics of effective feedback

    • Goal setting

    • Inequity and employee motivation

    Correct Answer
    A. Multi-source 360-degree feedback
    Explanation
    Sources of Feedback

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  • 8. 

    Based on the idea that work effort is directed towards behaviours that people believe will lead to desired outcomes.

    • Expectancy theory

    • Four-drived theory

    • ERG theory

    • Positive organizational behaviour

    • Goal setting

    Correct Answer
    A. Expectancy theory
    Explanation
    Expectancy theory suggests that individuals are motivated to work based on their belief that their efforts will lead to desired outcomes. It posits that people will be motivated to exert effort if they believe that their efforts will result in good performance, and that good performance will lead to desired rewards. This theory focuses on the relationship between effort, performance, and outcomes, and suggests that individuals will be more motivated if they believe that their efforts will be rewarded.

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  • 9. 

    A needs heirachy consisting of three fundamental needs - existence, relatedness, and growth.

    • Equity theory

    • Four-drive theory

    • Maslow's need hiearchy theory

    • Positive organizational behaviour

    • ERG theory

    Correct Answer
    A. ERG theory
    Explanation
    ERG theory, developed by Clayton Alderfer, suggests that individuals have three core needs: existence, relatedness, and growth. This theory is similar to Maslow's hierarchy of needs, but it combines and simplifies the hierarchy into three categories. Existence needs refer to the basic physical and material requirements for survival, such as food and shelter. Relatedness needs involve forming meaningful relationships and connections with others. Lastly, growth needs pertain to personal development and achieving one's full potential. ERG theory recognizes that individuals can be motivated by multiple needs simultaneously and that frustration in one need can lead to the pursuit of another.

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  • 10. 

    Needs can be strengthened through reinforcement, learning, and social conditions. Consists of three needs: achievement, power, and affiliation.

    • Expectancy theory

    • ERG theory

    • Learned needs theory

    • Four-drive theory

    • Positive organizational behaviour

    Correct Answer
    A. Learned needs theory
    Explanation
    The learned needs theory suggests that needs can be strengthened through reinforcement, learning, and social conditions. It proposes that individuals have three basic needs: achievement, power, and affiliation. These needs are not innate, but rather learned through experiences and interactions with others. This theory emphasizes the importance of understanding and satisfying these needs in order to motivate individuals in the workplace.

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  • 11. 

    Employees put more effort into a task when they work toward specific goals rather than do your best targets. These types of goals have measurable levels of change over a certain and relatively short timeframe, such as: witin six months, reduce average call pick-up time from 35 to 25 seconds.

    • Specific goals

    • Challenging goals

    • Goal commitment

    • Relevant goals

    • Goal participation

    Correct Answer
    A. Specific goals
    Explanation
    When employees are given specific goals, they have a clear understanding of what is expected of them and what they need to achieve. This clarity helps to focus their efforts and motivates them to put in more effort. Specific goals also provide a sense of direction and enable employees to track their progress. On the other hand, vague or general goals may not provide the same level of motivation and may lead to confusion or lack of clarity. Therefore, specific goals are more likely to result in increased effort and better performance.

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  • 12. 

    Refers to the individual's perception that his or her effort will result in a particular level of performance. In some situations, employees may believe that they can unquestionably accomplish the task. In other situations they expect that even their highest level of effort will not resut in the desire performance level. In most cases, this falls somewhere between these two extremes. Can be increased by assuring employees they have the necessary competencies, match employees based on their abilities and communicating the tasks clearly required for the job, and by behaviour modelling.

    • E-to-P Expectancy

    • Employee engagement

    • Outcome Valences

    • P-to-O Expectancy

    • Multisource 360-degree feedback

    Correct Answer
    A. E-to-P Expectancy
    Explanation
    this = the E-to-P expectancy

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  • 13. 

    Goals must be connected to the individual's job and within his or her control. For example, a goal to reduce waste materials would have little value if employees don't have much contol over waste in the production process.

    • Goal participation

    • Challenging goals

    • Goal commitment

    • Relevant goals

    • Specific goals

    Correct Answer
    A. Relevant goals
    Explanation
    be connected = relevant

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  • 14. 

    A motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality. Determines which emotions are tagged to incoming stimuli. Demands your attention and motivates you to act on this observation.

    • ERG theory

    • Distributive justice

    • Expectancy theory

    • Four-drive theory

    • Sources of feedback

    Correct Answer
    A. Four-drive theory
    Explanation
    Read pages 113-115

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  • 15. 

    The anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. It ranges from negative to positive. This represents a person's anticipated satisfaction with the outcome. Outcomes are positive when they are consistent wth our values and inhibit need fulfillment. Can be inceased by individualizing rewards. Leaders should watch out for negative consquences that reduce rather than enhance employee motivation.

    • P-to-O Expectancy

    • Outcome Valences

    • Procedural justice

    • E-to-P Expectancy

    • Equity sensitivity

    Correct Answer
    A. Outcome Valences
    Explanation
    this = outcome valence

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  • 16. 

     A necessary condition for effective goal setting. Any information that lets us know whether we have achieved the goal or are properly directing our effort toward it. Redirects our effort, but it potentially also fulfills our growth needs.

    • Specific goals

    • Goal participation

    • Goal feedback

    • Relevant goals

    • Goal commitment

    Correct Answer
    A. Goal feedback
    Explanation
    Goal feedback is a necessary condition for effective goal setting as it provides information on whether the goal has been achieved or if efforts are properly directed towards it. It not only redirects our effort but also fulfills our growth needs by giving us insight into our progress and areas of improvement.

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  • 17. 

    The pereived probability that a specific behaviour or peformance level will lead to particular outcomes. Employees may believe that accomplishing a particular task will definitely result in a particular outcome, or they may believe that this outcome will have no effect on successful performance. More often, this expectancy falls somewhere between these two extremes. Can be increased with more valued rewards to those with higher job performance, by explaining how specific rewards are connected to past performances, and by measuring employee performance accurately.

    • Characteristics of effective feedback

    • P-to-O Expectancy

    • E-to-P Expectancy

    • Outcome Valences

    • Goal setting

    Correct Answer
    A. P-to-O Expectancy
    Explanation
    this = P-to-O Expectancy

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  • 18. 

    Explains how people develop perceptions of fairness in the distributon and exchange of resources. Employees determine feelings of equity by comparing their own income/input ratio to the outcome/input ratio of some other person.

    • ERG theory

    • Equity theory

    • Procedural justice

    • Equity sensitivity

    • Distributive justice

    Correct Answer
    A. Equity theory
    Explanation
    The explanation for the correct answer, equity theory, is that it explains how people develop perceptions of fairness in the distribution and exchange of resources. According to this theory, employees determine feelings of equity by comparing their own income/input ratio to the outcome/input ratio of some other person. This theory suggests that individuals strive for fairness and equality in the workplace and are motivated by a sense of fairness in their interactions with others.

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  • 19. 

    The process of motivating employees and clarifying their role perceptions by establishing performance objectives. Categories include specific, relevant, challenging, commitment, participation in formation, and feedback.

    • Mutlisource 360-degree feedback

    • Characteristics of effective feedback

    • Goal setting

    • Expectancy theory

    • Equity theory

    Correct Answer
    A. Goal setting
    Explanation
    Sometimes referred to as SMART goals

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  • 20. 

    Goal setting is identified as one of the top organizational behaviour theories terms of validity and usefulness. One concern with it, however, is that it tends to focus employees on a narrow subset of measurable performance indicators while ignoring aspects of job performance that are difficult to measure. Many employees are motivated to make their objectives easy. Seems to interefere with the learning process in new, complex jobs.

    • Characteristics of effective feedbak

    • Positive organizational behaviour

    • Multisource 360-degree feedback

    • Evaluating goal setting and feedback

    • Goal setting

    Correct Answer
    A. Evaluating goal setting and feedback
    Explanation
    Sources of Feedback
    objectives = goals

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  • 21. 

    The employee's emotional and cognitive motivation, self-efficacy to perform the job, a clear understanding of his or her role in the organization's vision, and a belief that he or she has the resources to perform their job.

    • Learned needs theory

    • Maslow's needs hiearchy theory

    • Needs

    • Drives

    • Employee engagement

    Correct Answer
    A. Employee engagement
    Explanation
    Employee engagement refers to the level of emotional and cognitive motivation an employee has towards their job. It also includes their self-efficacy, which is their belief in their ability to perform the job effectively. Additionally, employee engagement involves having a clear understanding of their role in the organization's vision and feeling that they have the necessary resources to perform their job. This aligns with the concept of employee engagement as it emphasizes the importance of motivation, self-efficacy, role clarity, and resource availability in creating an engaged and productive workforce.

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  • 22. 

    Neutral states that energize individuals to correct deficiencies or maintain an internal equilibrium. Also called primary needs, fundamental needs, or innate motives. Prime movers of behaviour by activating emotions.

    • Motivation

    • Drives

    • Employee engagement

    • Needs

    • Learned needs theory

    Correct Answer
    A. Drives
    Explanation
    The given correct answer is "drives." Drives are neutral states that energize individuals to correct deficiencies or maintain an internal equilibrium. They are also known as primary needs, fundamental needs, or innate motives. Drives are the prime movers of behavior by activating emotions.

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  • 23. 

    Goal setting is usually but not always effective when employees join in setting goals. Potentially increases goal commitment compared to goals set along by the supervisor. May also improve the goal quality, because employees have valuable information and knowledge that may not be known to those who initally formed the goal.

    • Relevant goals

    • Goal commitment

    • Goal feedback

    • Specific goals

    • Goal participation

    Correct Answer
    A. Goal participation
    Explanation
    Goal participation refers to the involvement of employees in the process of setting goals. When employees join in setting goals, it can potentially increase their commitment to those goals. This is because they feel a sense of ownership and responsibility towards the goals they have helped to create. Additionally, involving employees in goal setting may improve the quality of the goals. This is because employees have valuable information and knowledge that may not be known to those who initially formed the goals. Therefore, goal participation is likely to be an effective approach in goal setting.

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  • 24. 

    How the equity evaluation relates to employee motivation. Reduces inputs - less organizational citizenship behaviours. Increase our outcomes - ask for a pay increase. Increase the comparison other's inputs - ask the better off co-worker to do a larger share of the work. Reduce comparison other's outcomes - ask the boss to stop giving favourable treatment. Change our perceptions - believe the co-worker really is doing more or that the higher incomes he/she receives really aren't so much better than what you get. Change the comparison other - compare yourself to someone else closer to your situation. Leave the field - quitting your job.

    • Procedural justice

    • Equity sensitivity

    • Multisource 360-degree feedback

    • Distributive justice

    • Inequity and employee motivation

    Correct Answer
    A. Inequity and employee motivation
    Explanation
    Inequity refers to a situation where employees perceive an unfair distribution of rewards or resources in comparison to their peers. This can negatively impact employee motivation as they may feel demotivated and dissatisfied with their job. They may reduce their inputs, such as engaging in fewer organizational citizenship behaviors, and may also seek to increase their outcomes by asking for a pay increase. Additionally, employees may compare their inputs and outcomes to those of their coworkers and may ask their better-off coworkers to do a larger share of the work. They may also ask the boss to stop giving favorable treatment to others. In some cases, employees may change their perceptions and believe that their coworkers are doing more or that the higher incomes they receive are not significantly better. They may also change the comparison other and compare themselves to someone else who is in a similar situation. Finally, if the inequity persists, employees may choose to leave the organization by quitting their job.

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  • 25. 

    Should be specific and relevant, meaning the information should include specific metrics. Must relate to the individual's behaviour. Should also be timely, meaning the information should be available soon after the behaviour or results occurs so employees see a clear associaton between their actions and the consequences. Should be sufficiently frequent. One consideration is the employee's knowledge and experience with the task. Should have trustworthy and credible sources for the employees.

    • Multisource 360-degree feedback

    • Goal setting

    • Evaluating goal setting and feedback

    • Characteristics of effective feedback

    • Distributive justice

    Correct Answer
    A. Characteristics of effective feedback
    Explanation
    The characteristics of effective feedback are important in the context of evaluating goal setting and feedback because they provide guidelines for what makes feedback effective. By being specific and relevant, feedback can provide employees with clear information about their performance and how to improve. Being timely ensures that employees can easily associate their actions with the consequences, while being sufficiently frequent allows for ongoing improvement. Trustworthy and credible sources of feedback are important for employees to trust and value the feedback they receive. Therefore, understanding the characteristics of effective feedback is crucial for evaluating the effectiveness of goal setting and feedback processes.

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  • 26. 

    Causes people to raise the intensity and persistence of their work effort and think through information more actively. They also fulfill a person's achievement or growth needs when the goal is achieved.

    • Challenging goals

    • Goal feedback

    • Specific goals

    • Goal participation

    • Goal commitment

    Correct Answer
    A. Challenging goals
    Explanation
    Challenging goals can cause people to raise the intensity and persistence of their work effort because they require individuals to push themselves beyond their comfort zone and strive for higher levels of achievement. When faced with challenging goals, people are more likely to think through information more actively, seeking out innovative solutions and strategies to overcome obstacles. Additionally, achieving challenging goals can fulfill a person's achievement or growth needs, providing a sense of accomplishment and personal development.

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  • 27. 

    Fairness of the procedures used to decide the distribution of resources. Employees tend to feel better after having an opportunity to speak their mind. Higher when the decision maker is perceived as unbiased, relies on complete and accurate information, applies existing policies consistently, and has listened to all sides of the disbute. People usually feel better when they are treated with respect and are given a full explanation of the decision. Refusing to explain how the decision was made could fuel those feelings of unequal treatment.

    • Inequity and employee motivation

    • Distributive justice

    • Equity sensitivity

    • Procedural justice

    • Equity theory

    Correct Answer
    A. Procedural justice
    Explanation
    The explanation for the correct answer, procedural justice, is that it refers to the fairness of the procedures used to decide the distribution of resources. When employees feel that the decision-making process is unbiased, relies on complete and accurate information, applies existing policies consistently, and has considered all perspectives, they tend to feel better. This includes giving employees an opportunity to speak their mind and providing a full explanation of the decision. Refusing to explain the decision can lead to feelings of unequal treatment. Therefore, procedural justice plays a crucial role in employee motivation and perceptions of fairness.

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  • 28. 

    Perceived fairness in the outcomes we receive relative to our contributions and the outcomes and contributions of others.

    • Equity theory

    • Distributive justice

    • Procedural justice

    • Mutlisource 360-degree feedback

    • Inequity and employee motivation

    Correct Answer
    A. Distributive justice
    Explanation
    Distributive justice refers to the perceived fairness in the outcomes we receive compared to the outcomes and contributions of others. It focuses on the equal distribution of rewards and resources based on individuals' contributions and efforts. This concept is important in maintaining employee motivation and satisfaction, as people are more likely to be motivated when they believe they are being treated fairly in terms of rewards and benefits. Therefore, distributive justice is the most suitable explanation for the given answer.

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  • 29. 

    Ideally goals should be challenging without being so difficult that employees lose their motivation to achieve them. The lower the expectancy that the goal an be accomplished, the less motivated the employee is to the goal.

    • Goal participation

    • Goal commitment

    • Challenging goals

    • Specific goals

    • Relevant goals

    Correct Answer
    A. Goal commitment
    Explanation
    Goal commitment refers to the level of dedication and determination an employee has towards achieving a specific goal. When employees are committed to their goals, they are more likely to put in the effort and stay motivated to achieve them. This commitment is important because it helps employees stay focused and overcome any obstacles that may arise during the goal attainment process. In this context, the explanation suggests that having goals that are challenging but achievable helps to maintain employee motivation and commitment towards those goals.

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  • 30. 

    Goal-directed forces that people experience. The individual's self-concept (including personality and values), social norms, and past experience amplify or suppress emotions which results in stronger or weaker ones.

    • Learned needs theory

    • Drives

    • Maslow's needs hierachy theory

    • Motivation

    • Needs

    Correct Answer
    A. Needs
    Explanation
    The given correct answer is "needs". The explanation for this answer is that the statement mentions "goal-directed forces that people experience" and how these forces are influenced by an individual's self-concept, social norms, and past experience. This suggests that these forces are related to fulfilling certain needs. Needs are a fundamental aspect of motivation, as proposed by theories like Maslow's needs hierarchy theory and the learned needs theory. Therefore, the answer "needs" aligns with the information provided in the statement.

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  • 31. 

    Outcome/input preferences and reaction to various outcome/input ratios.  At one end of this contiuum are the benevolents - people who are tolerant of situations where they are underrewarded. They want their outcome/input ratio to be equal to the outcome/input ratio of the comparison other. At the other end are the entitlleds. These people feel more comfortable in situations where they receive proportionately more than others. Experts also now say that procedural justice is at least as important as distributive justice.

    • Multiple 360-degree feedback

    • Equity theory

    • Equity sensitivity

    • Inequity and employee motivation

    • Evaluating goal setting and feedback

    Correct Answer
    A. Equity sensitivity
    Explanation
    this = equity sensitives

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  • Current Version
  • Aug 18, 2023
    Quiz Edited by
    ProProfs Editorial Team
  • Mar 11, 2011
    Quiz Created by
    Krista_500
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