Leadership Enhancing the Lessons of Experience 9Th Edition By Richard Hughes – Test Bank
Leadership: Enhancing the Lessons of Experience, 9e (Hughes)
Chapter 9 Motivation, Performance, and Effectiveness
1) Studies suggest that if firms could get almost 4 percent more work out of each employee, the GDP in the United States would increase by $355 billion.
2) Volunteering to help another employee with a task or project is an example of organizational citizenship behavior.
3) The concept of motivation helps explain differences seen among people in terms of the energy and direction of their behavior.
4) Performance differs from effectiveness in that performance generally involves making judgments about the adequacy of behavior with respect to certain criteria such as work group or organizational goals.
5) Job satisfaction is not how hard one works or how well one works, but rather how much one likes a specific kind of job or work activity.
6) Employee engagement is the extent to which people enjoy coming to work or are happy with their pay and benefits, and job satisfaction is the extent to which people are absorbed with, committed to, and enthusiastic about their assigned work tasks.
7) Companies that spend a considerable amount of time and effort attracting, developing, and retaining the best people often report superior financial results.
8) According to research, a strong correlation exists between the amount of money an organization spends on motivational programs and motivational speakers and its revenues, profitability, and market share.
9) In Maslow’s hierarchy, physiological and security needs must be satisfied before belongingness or esteem needs are pursued.
10) According to McClelland, differences in achievement orientation are a key reason why people differ in the levels of effort they exert to accomplish assignments, objectives, or goals.
11) Leaders that use operant principles to motivate workers should limit themselves to administering organizationally sanctioned rewards and punishments.
12) A firm with a pay-for-performance culture that distributes bonuses and commissions for results obtained is most likely using the empowerment approach to motivate employees.
13) Worker productivity and job dissatisfaction in the United States are at an all-time high.
14) According to Daniel Pink, the three fundamental needs that drive employees who create new products or services or perform complex, non-routine work are autonomy, mastery, and meaning.
15) According to Daniel Pink, rewards and punishment are unhelpful in motivating employees doing routine, assembly line work but work well when it comes to performing complex tasks or creating new products.
16) According to the Pygmalion effect, leaders who have little faith in their followers’ ability to accomplish a goal are rarely disappointed.
17) In the context of the operant approach, noncontingent rewards or punishments are administered as consequences of a particular behavior.