Chapter 13

Question 1

accounts for the level, direction, and persistence of effort expended at work.

Answer 1

Motivation

Question 2

an unfulfilled physiological or psychological desire.

Answer 2

need

Question 3

are physiological, safety, and social needs in Maslow’s hierarchy.

Answer 3

Lower-order needs

Question 4

are esteem and self-actualization needs in Maslow’s hierarchy.

Answer 4

Higher-order needs

Question 5

are desires for physiological and material well-being.

Answer 5

Existence needs

Question 6

are desires for satisfying interpersonal relationships

Answer 6

Relatedness needs

Question 7

are desires for continued psychological growth and development.

Answer 7

Growth needs

Question 8

the desire to do something better, to solve problems, or to master complex tasks.

Answer 8

Need for achievement

Question 9

the desire to control, influence, or be responsible for other people.

Answer 9

Need for power

Question 10

the desire to establish and maintain good relations with people.

Answer 10

Need for affiliation

Question 11

Work Preferences of High Need Achievers

Answer 11

• Individual responsibilities
• Challenging but achievable goals
• Performance feedback

Question 12

Two Types of Power Need

Answer 12

•Need for Personal Power—seeking power for personal
gratification.
•Need for Social Power—seeking power to help people
and groups achieve goals.

Question 13

found in job content, such as a sense of achievement, recognition, responsibility, advancement, or personal growth.

Answer 13

satisfier factor

Question 14

found in the job context, such as working conditions, interpersonal relations, organizational policies, and salary.

Answer 14

hygiene factor

Question 15

the allocation of specific work tasks to individuals and groups.

Answer 15

Job design

Question 16

increases job content by adding work planning and evaluating duties normally performed by the supervisor.

Answer 16

Job enrichment

Question 17

Five Core Job Characteristics

Answer 17

1. Skill variety—the degree to which a job requires a variety of different activities to carry out the work and involves the use of a number of different skills and talents of the individual
2. Task identity—the degree to which the job requires completion of a “whole” and identifiable piece of work, one that involves doing a job from beginning to end with a visible outcome
3. Task significance—the degree to which the job has a substantial impact on the lives or work of other people elsewhere in the organization or in the external environment
4. Autonomy—the degree to which the job gives the individual freedom, independence, and discretion in scheduling work and in choosing procedures for
   carrying it out
5. Feedback from the job itself—the degree to which work activities required by the job result in the individual obtaining direct and clear information on his or her performance

Question 18

a person’s belief that working hard will result in high task performance.

Answer 18

Expectancy

Question 19

a person’s belief that various outcomes will occur as a result of task performance.

Answer 19

Instrumentality

Question 20

the value a person assigns to work-related outcomes.

Answer 20

Valence

Question 21

= Expectancy x Instrumentality x Valence

Answer 21

Motivation

Question 22

Motivation

Answer 22

= Expectancy x Instrumentality x Valence

Question 23

a person’s belief that they are capable of performing a task.

Answer 23

Self-efficacy

Question 24

states that behavior followed by pleasant consequences is likely to be repeated; behavior followed by unpleasant consequences is not.

Answer 24

law of effect

Question 25

the control of behavior by manipulating its consequences.

Answer 25

Operant conditioning

Question 26

strengthens a behavior by making a desirable consequence contingent on its occurrence.

Answer 26

Positive reinforcement

Question 27

strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence.

Answer 27

Negative reinforcement

Question 28

discourages a behavior by making an unpleasant consequence contingent on its occurrence.

Answer 28

Punishment

Question 29

discourages a behavior by making the removal of a desirable consequence contingent on its occurrence.

Answer 29

Extinction

Question 30

positive reinforcement of successive approximations to the desired behavior.

Answer 30

Shaping

Question 31

reinforcement—deliver the reward only when desired behavior occurs.

Answer 31

Law of contingent

Question 32

deliver the reward as soon as possible after the desired behavior occurs.

Answer 32

Law of immediate reinforcement

Question 33

Positive Reinforcement

Answer 33

• Clearly identify desired work behaviors.
• Maintain a diverse inventory of rewards.
• Inform everyone what must be done to get rewards.
• Recognize individual diff erences when allocating rewards.
• Follow the laws of immediate and contingent reinforcement.

Question 34

• Tell the person what is being done wrong.
• Tell the person what is being done right.
• Make sure the punishment matches the behavior.
• Administer the punishment in private.
• Follow the laws of immediate and contingent reinforcement.

Answer 34

Punishment