Question 1 (1 point)

Individuals differ in motivational drive which can vary from situation to situation.

Question 1 options:

	True
	False

Question 2 (1 point)

Individual motivation ________.

Question 2 options:

	leads people to act in a set way
	varies from situation to situation
	is a personality characteristic
	can be difficult to control

Question 3 (1 point)

Maslow's Hierarchy of Needs (Scenario)

Joe supervises several employees, and they exhibit a wide range of behaviours. He has just returned from a conference on worker motivation where he was introduced to Maslow's hierarchy of needs. Joe hopes to use this theory to gain a better understanding of his subordinates' behaviour. First there is Julie, who was hired only a week ago. She is currently preoccupied with finding a place to live and locating the nearest grocery stores and emergency services. Joe is hoping she will get these things sorted out soon so she can focus more clearly on her work. Then there is Jamie. When Joe asked her to work late next month, she agreed to as long as there was a security guard to escort her across the company grounds to the underground parking lot. Joe gladly made the arrangements with the security department. Also, there is Jason, who recently complained that his work was not challenging enough. He said he was not growing or using his full potential in his current job. Next there is Jessicathe "social butterfly"who was constantly flitting from one work station to another, chatting with other employees. Not only did she have difficulty getting her own work done, but she also slowed down the work pace of everyone else! Finally, there is Larry, who seems to continually need attention and recognition. When Larry accomplished a goal, he wanted everyone in the department to know about his success. Quite an interesting mix of employees, thought Joe.

Jason would like his work to take him to which level on the hierarchy of needs?

Question 3 options:

	esteem
	social
	self-actualization
	safety

Question 4 (1 point)

High levels of effort are unlikely to lead to favourable job performance unless ________.

Question 4 options:

	the effort also benefits the organization
	technology is also considered
	teamwork is also considered
	Theory X assumptions are applied

Question 5 (1 point)

Maslow's Hierarchy of Needs (Scenario)

Joe supervises several employees, and they exhibit a wide range of behaviours. He has just returned from a conference on worker motivation where he was introduced to Maslow's hierarchy of needs. Joe hopes to use this theory to gain a better understanding of his subordinates' behaviour. First there is Julie, who was hired only a week ago. She is currently preoccupied with finding a place to live and locating the nearest grocery stores and emergency services. Joe is hoping she will get these things sorted out soon so she can focus more clearly on her work. Then there is Jamie. When Joe asked her to work late next month, she agreed to as long as there was a security guard to escort her across the company grounds to the underground parking lot. Joe gladly made the arrangements with the security department. Also, there is Jason, who recently complained that his work was not challenging enough. He said he was not growing or using his full potential in his current job. Next there is Jessicathe "social butterfly"who was constantly flitting from one work station to another, chatting with other employees. Not only did she have difficulty getting her own work done, but she also slowed down the work pace of everyone else! Finally, there is Larry, who seems to continually need attention and recognition. When Larry accomplished a goal, he wanted everyone in the department to know about his success. Quite an interesting mix of employees, thought Joe.

Larry is at which level on the hierarchy of needs?

Question 5 options:

	self-actualization
	social
	physiological
	esteem

Question 6 (1 point)

Application of Early Theories of Motivation (Scenario)

Weston has two very different first-line supervisors who report directly to him. Aaron really "cracks the whip" at his employees and firmly believes in strict controls and punishment for those who do not meet company expectations. Zach, on the other hand, has very few controls and believes that as long as people know what their objectives are, they will exercise self-control and self-direction. Aaron has been trying to use working conditions to increase the level of productivity in his department. When workers complained about unsafe working conditions, Aaron supplied them with protective gear and implemented new safety procedures. However, despite the improved working conditions, employees were still not motivated. Zach, on the other hand, had chosen to delegate responsibility and offer workers opportunities for growth. These efforts appeared to be much more successful at improving productivity.

According to Maslow, the concerns expressed by the workers in Aaron's department reflect which level of needs?

Question 6 options:

	safety
	physiological
	self-actualization
	esteem

Question 7 (1 point)

People with a high need for achievement ________.

Question 7 options:

	prefer highly challenging goals
	prefer moderately challenging goals
	make good managers, especially in large organizations
	emphasize helping others achieve their goals

Question 8 (1 point)

Motivation is a process where person's efforts are energized, directed, and sustained toward a goal.

Question 8 options:

	True
	False

Question 9 (1 point)

The motivation process moves from unsatisfied need to tension to ________.

Question 9 options:

	tension reduction
	psychological stress
	satisfied need
	effort

Question 10 (1 point)

Maslow's Hierarchy of Needs (Scenario)

Joe supervises several employees, and they exhibit a wide range of behaviours. He has just returned from a conference on worker motivation where he was introduced to Maslow's hierarchy of needs. Joe hopes to use this theory to gain a better understanding of his subordinates' behaviour. First there is Julie, who was hired only a week ago. She is currently preoccupied with finding a place to live and locating the nearest grocery stores and emergency services. Joe is hoping she will get these things sorted out soon so she can focus more clearly on her work. Then there is Jamie. When Joe asked her to work late next month, she agreed to as long as there was a security guard to escort her across the company grounds to the underground parking lot. Joe gladly made the arrangements with the security department. Also, there is Jason, who recently complained that his work was not challenging enough. He said he was not growing or using his full potential in his current job. Next there is Jessicathe "social butterfly"who was constantly flitting from one work station to another, chatting with other employees. Not only did she have difficulty getting her own work done, but she also slowed down the work pace of everyone else! Finally, there is Larry, who seems to continually need attention and recognition. When Larry accomplished a goal, he wanted everyone in the department to know about his success. Quite an interesting mix of employees, thought Joe.

When Jamie agreed to work late next month, she was concerned about her ________ needs.

Question 10 options:

	safety
	self-actualization
	physiological
	social

Question 11 (1 point)

Application of Early Theories of Motivation (Scenario)

Weston has two very different first-line supervisors who report directly to him. Aaron really "cracks the whip" at his employees and firmly believes in strict controls and punishment for those who do not meet company expectations. Zach, on the other hand, has very few controls and believes that as long as people know what their objectives are, they will exercise self-control and self-direction. Aaron has been trying to use working conditions to increase the level of productivity in his department. When workers complained about unsafe working conditions, Aaron supplied them with protective gear and implemented new safety procedures. However, despite the improved working conditions, employees were still not motivated. Zach, on the other hand, had chosen to delegate responsibility and offer workers opportunities for growth. These efforts appeared to be much more successful at improving productivity.

A Theory X manager would believe that people dislike work.

Question 11 options:

	True
	False