People, Leadership and Performance: Motivation Theories Assignment

This homework assignment focuses on the foundations of employee motivation, covering various theories and concepts in leadership management. The assignment includes true/false and multiple-choice questions related to expectancy, equity, and goal-setting theories. It also features an essay question requiring a description of Herzberg's motivator-hygiene theory and its application by managers. The solution provides detailed answers and explanations for each question, offering a comprehensive understanding of the subject matter. This assignment is designed to assess and enhance the understanding of motivation and leadership principles within an organizational context.

Running head: PEOPLE, LEADERSHIP AND PERFORMANCE
People, Leadership and Performance
Name of the Student:
Name of the University:

1PEOPLE, LEADERSHIP AND PERFORMANCE
Topic-4 (Chapter 05)
Foundations of Employee Motivation
True / False Questions
41. The elements of expectancy theory are intrinsic motivation and extrinsic motivation.
True False
42. An expectancy represents an individual's belief that a particular outcome is
contingent on accomplishing a specific level of performance.
True False
43. An expectancy of "1" indicates that you have no confidence in your ability to perform
a given task.
True False
44. Valence refers to the positive or negative value people place on outcomes.
True False
45. A manager can apply expectancy theory by setting goals and giving feedback.
True False
46. Goals that are specific and difficult lead to higher performance.
True False
47. Managers should motivate their subordinates by telling them to "do your best."
True False
48. Participation by subordinates in determining how to achieve the goal is essential for
the goal-setting process to work effectively.
True False
49. The process of altering a job with the intent of improving the quality of the
employee's job experience is called job analysis.
True False
5-1
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McGraw-Hill Education.

2PEOPLE, LEADERSHIP AND PERFORMANCE
50. Job enlargement puts more variety into a worker's job.
True False
Multiple Choice Questions
91. Chuck is concerned with what he considers to be an unfair situation at work.
Although he put in 10 hours of overtime last week, he received the same pay as a co-
worker who didn't put in any overtime. This week he decided to take an extra hour
for lunch every day. Using the terminology of equity theory, Chuck has decided to
____.
A. Increase his
efficiency
B. Decrease his
inputs
C. Increase his
outcomes
D. Increase his
inputs
E. Decrease his
outcomes
92. Pam is attempting to reduce her inequity at work by attending night school for
further job training. In other words, she is trying to ____.
A. Find a new comparison
other
B. Decrease her
inputs
C. Increase her
outcomes
D. Increase her
inputs
E. Decrease her
outcomes
5-2
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McGraw-Hill Education.

3PEOPLE, LEADERSHIP AND PERFORMANCE
93. The perceived fairness of the processes used to make allocation decisions is called:
A. Distributive
justice
B. Procedural
justice
C. Interactional
justice
D. Interpersonal
justice
E. Institutional
justice
94. Interactional justice is defined as the perceived fairness of:
A. The process used to make allocation
decisions
B. How resources and rewards are
allocated
C. How punishment and discipline are
determined
D. The quality of interpersonal
treatment received
E. Procedures used by the
organization
95. Professor Jones learns that faculty members in another college with the same degree,
years of teaching experience, and publication record are making significantly more
money than he is. He considers this unfair. Which aspect of justice is he reacting to?
A. Institution
al
B. Organization
al
C. Distribu
tive
D. Procedur
al
E. Interaction
al
5-3
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McGraw-Hill Education.

4PEOPLE, LEADERSHIP AND PERFORMANCE
96. Of the following, which is the most closely aligned with employees' perceptions of
distributive justice?
A. Organizational citizenship
behavior
B. Organizational
commitment
C. Stres
s
D. Absenteeis
m
E. Health
problems
97. Of the following, which is the most closely aligned with employees' perceptions of
procedural justice?
A. Job
performance
B. Absenteeis
m
C. Stres
s
D. Health
problems
E. Mental
health
98. __________ holds that people are motivated to behave in ways that produce desired
combinations of expected outcomes.
A. Equity
theory
B. Expectation
theory
C. Expectancy
theory
D. Self-fulfilling prophecy
theory
E. Goal-setting
theory
5-4
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McGraw-Hill Education.

5PEOPLE, LEADERSHIP AND PERFORMANCE
99. Expectancy theory contains three elements; they are:
A. Expectancy, instrumentality,
values
B. Expectancy, institution,
values
C. Expectancy,
instrumentality, valence
D. Expectancy, institution,
variance
E. Expectancy, instrumentality,
variance
100
.
An individual's belief that a particular degree of effort will be followed by a particular
level of performance is called a(an):
A. Expectan
cy
B. Expectati
on
C. Instrumental
ity
D. Valenc
e
E. Valu
e
5-5
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McGraw-Hill Education.

6PEOPLE, LEADERSHIP AND PERFORMANCE
Essay Questions
127
.
Describe Herzberg's motivator-hygiene theory, with attention to the relationship
between job satisfaction and job dissatisfaction. How would a manager use this
theory to motivate employees?
Answer
Herzberg’s motivator-hygiene theory is also known as the two factor theory of
employee motivation and job satisfaction. According to Herzberg, the motivators are
the intrinsic factors that influence the employees to perform better, and hygiene
refers to the external factors that reduce employee motivation. Hence, motivators
and hygiene are also known as intrinsic and extrinsic motivational factors. There is
an inverse relationship between the two factors.
The intrinsic motivators represent emotional needs and less tangible factors,
required for growth. These are challenging work, growth potential, interpersonal
relationships, rewards and recognition. On the other hand, hygiene or extrinsic
motivators are the dissatisfactory elements that influence the employees negatively.
These are mostly the basic needs and intangible things, such as, status, salary, job
security, fringe benefits and contingency rewards.
A manager must utilize the intrinsic factors to motivate the employees. When there
are more of the motivators than the hygiene elements, employees have more job
satisfaction. A manager should realize that providing appropriate intrinsic motivators
would bring more job satisfaction among the employees and bring about strong and
better individual and team performance.
5-6
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.