Quiz # 4 - Chapter 9

Which motivation theory best explains why an employee might work harder after seeing a coworker receive a bonus?

• Maslow's Hierarchy

• Equity Theory

• Expectancy Theory

• Two-Factor Theory

Answer explanation

Equity theory focuses on how employees compare their inputs and outputs to those of others. When an employee sees a coworker receive a bonus (output) for their work (input), they evaluate this ratio against their own situation. If they perceive inequity, they're likely to adjust their work effort to restore balance. This differs from Maslow's needs-based approach, expectancy theory's focus on individual expectations, or Herzberg's focus on satisfiers and dissatisfiers.

A team's productivity drops after implementing a new reward system that recognizes individual performance. This most likely indicates:

• Poor goal setting

• Inadequate rewards

• Misaligned incentives

• Insufficient training

Answer explanation

When individual rewards are introduced into a team environment, they can undermine team cooperation and collaboration. Team members may compete rather than cooperate, withhold information, or focus on individual achievements at the expense of team goals. The drop in productivity suggests the reward system has created competition where collaboration is needed, rather than indicating training gaps or inadequate reward amounts.

The ability to understand and manage one's emotions while working with others reflects:

• Self-efficacy

• Emotional intelligence

• Authoritarianism

• Risk propensity

Answer explanation

Emotional intelligence (EQ) specifically refers to the ability to recognize, understand, and manage both one's own emotions and those of others in interpersonal situations. While self-efficacy relates to belief in one's abilities, authoritarianism concerns power attitudes, and risk propensity relates to decision-making preferences, only emotional intelligence encompasses both self-awareness and interpersonal emotional management.

Under MBO (Management by Objectives), goals should be:

• Set by top management

• Challenging but flexible

• Collaboratively established

• Focused on short-term results

Answer explanation

Management by Objectives (MBO) is distinctive because it emphasizes joint goal-setting between managers and employees. This collaborative approach increases commitment and understanding of goals. While goals should be challenging, the key principle of MBO is that they are developed through participation of both parties, not imposed from above, which distinguishes it from other goal-setting approaches.

A manager notices decreasing quality in an employee's work after implementing stricter controls. This best illustrates:

• Theory X assumptions

• The Hawthorne effect

• Regression to the mean

• Self-fulfilling prophecy

Answer explanation

When a manager implements stricter controls, it communicates a lack of trust in employees. This can lead to a self-fulfilling prophecy where employees, feeling distrusted, begin to act less trustworthy and produce lower quality work. The decreased quality isn't a regression to the mean (natural variation) or Hawthorne effect (changed behavior due to observation), but rather a direct response to changed management expectations.

Job enrichment primarily focuses on adding:

• More tasks to a job

• Greater responsibility

• Higher pay

• Better benefits

Answer explanation

Job enrichment is specifically about adding meaningful elements to a job that increase responsibility and provide growth opportunities. This differs from job enlargement (adding more tasks) or simply increasing compensation. The focus is on making the work itself more rewarding and challenging, rather than changing external rewards like pay or benefits.

A leader who adapts their style based on follower readiness is practicing

• Trait leadership

• Behavioral leadership

• Situational leadership

• Transformational leadership

Answer explanation

Situational leadership theory states that effective leaders adjust their style based on follower readiness and development level. This differs from trait theory (focusing on leader characteristics), behavioral theory (consistent leadership style), or transformational leadership (inspiring change). The key is the leader's flexibility in matching their approach to the situation and follower needs.

When implementing telecommuting, the biggest challenge for managers is typically:

• Technology issues

• Performance monitoring

• Maintaining team cohesion

• Schedule coordination

Answer explanation

While technology issues, performance monitoring, and scheduling are challenges in telecommuting, maintaining team cohesion is typically the biggest challenge because it affects organizational culture, informal communication, collaboration, and team relationships. Remote work can lead to isolation and reduced team identity, which are harder to address than technical or operational issues.

Legitimate power comes from:

• Personal charisma

• Technical expertise

• Formal position

• Ability to reward

Answer explanation

Legitimate power comes directly from one's official position or role in the organization's hierarchy. This differs from other power bases: referent power (from personal charisma), expert power (from knowledge/expertise), or reward power (ability to provide benefits). Position power is formally granted by the organization rather than earned through personal characteristics or abilities.

A psychological contract primarily addresses:

• Legal obligations

• Job responsibilities

• Mutual expectations

• Performance standards

Answer explanation

A psychological contract refers to the unwritten, mutual expectations between employer and employee that go beyond the formal employment contract. While it may relate to job responsibilities and performance standards, its primary focus is on the implicit understanding of what each party will give and receive in the employment relationship. These expectations are often unspoken but significantly influence workplace behavior and satisfaction.