Locus of control refers to an individual's belief that he or she can successfully accomplish a specific task or outcome.( )
28. Attitudes are judgments about what caused a person's behavior.( )
29. People with an internal locus of control are easier to motivate because they believe the rewards are the result of their behavior.( )
30. People have a high external locus of control when they feel in control of their own fate.( )
31. People with an external locus of control are harder to motivate but easier to manage.( )
32. Machiavellianism is the tendency to direct much on one's behavior toward the acquisition of power and the manipulation of other people for purely personal gain.( )
33. Low Machs are particularly good in jobs that require bargaining skills or that involve substantial rewards for winning.( )
34. The Myers-Briggs Type Indicator is a personality test that measures a person's preference for introversion vs. extroversion, sensation vs. intuition, thinking vs. feeling, and judging vs. perceiving.( )
35. The Sensation-Thinking style prefers dealing with theoretical or technical problems.( )
36. An emotion can be thought of as a mental state that arises spontaneously within a person based on interaction with the environment rather than through conscious effort and is often accompanied by physiological changes or sensations.( )
37. Social awareness is the ability to connect to others, build positive relationships, respond to the emotions of others, and influence others.( )
38. The ability to connect to others, build positive relationships, respond to the emotions of others, and influence others is referred to as relationship management.( )
39. Self-management is being aware of what you are feeling.( )
40. Self-management is NOT a component of emotional intelligence.( )
41. Self confidence refers to a general assurance in one's own ideas, judgment, and capabilities.( )
42. The three options in getting things done are: doing it, delegating it, or defering it.( )
43. The last step in getting organized is to empty your head.( )
44. According to research, an individual's personality has no affect on how they respond to stressors.( )
45. Extreme competitiveness, impatience, aggressiveness, and devotion to work are included in Type B behavior pattern.( )
46. Challenges tend to burn people out, while stress fires you up.( )
47. Role ambiguity is defined as uncertainty about what behaviors are expected of a person in a particular role.( )
48. Organizations that want to challenge their employees and stay competitive can easily be stress-free.( )
49. Behavioral scientists consider attitudes to have three components: cognitions, affect, and behavior.( )
50. Daily flextime is considered by many employees to be the most effective work-life practice.( )
Employee motivation affects productivity, and part of a manager's job is to channel motivation toward the accomplishment of organizational goals.( )
2. Two ways to classify rewards are extrinsic and monetary.( )
3. Rewards given by another person are intrinsic rewards.( )
4. Extrinsic rewards refers to the satisfaction a person receives in the process of performing a particular action.( )
5. The arousal, direction and persistence of behavior refers to motivation.( )
6. Process theories emphasize the needs that motivate people.( )
7. Three categories of motivation theories are content theories, process theories, and reinforcement theories.( )
8. Physiological needs are the most basic human physical needs, which are reflected in the workplace as needs for adequate heat, air, and base salary to ensure survival.( )
9. In Maslow's hierarchy of needs theory, freedom from violence is an example of physiological needs.( )
10. According to MANAGER'S SHOPTALK in Chapter 16, a criticism of carrot-and-stick approaches is that extrinsic rewards assume people are driven by higher-level needs.( )
11. Esteem needs are those needs that relate to the desire for a positive self-image and to receive attention, recognition, and appreciation from others.( )
12. External and relatedness are the first two groups of needs in Aldefer's ERG theory.( )
13. Many companies are finding that creating a humane work environment that allows people to achieve a balance between work and personal life is also a great high-level motivator.( )
14. Herzberg's two-factor theory divides work-related needs into two categories: hygiene factors and reward factors.( )
15. Factors that influence job satisfaction based on fulfillment of high-level needs such as achievement, recognition, and opportunity for growth are called motivators.( )
16. Hygiene factors are the same as dissatisfiers and include company policies and procedures.( )
17. Hygiene factors are the same as satisfiers and are based on fulfillment of higher level needs including responsibility.( )
18. The implication of the two-factor theory for managers is clear. Providing hygiene factors will eliminate employee dissatisfaction but will not motivate workers to high achievement levels.
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19. A need for power, a need for accomplishment and a need for superior power is proposed by David McClelland's acquired needs theory.( )
20. A high need for power often is associated with successful attainment of top levels in the organizational hierarchy.( )
21. The group of theories that explain how employees meet their needs and determine their success are called process theories.( )
22. Expectancy theory is a process theory that focuses on individuals' perception of how fairly they are treated in comparison to other people.( )
23. Goal acceptance, in goal-setting theory, means that employees have to "buy into" the goals and be committed to them.( )
24. Goal-setting theory proposes that managers can increase motivation by setting specific, challenging goals that are accepted as valid by subordinates, then helping people track their progress toward goal achievement by providing timely feedback.( )
25. Goal specificity, in goal-setting theory, refers to the difficulty level of goals.( )
26. The equity theory focuses on individual's perceptions of how fairly they are treated relative to others.( )