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WGU C715 ORGANIZATIONAL BEHAVIOR FINAL EXAM
LATEST 2025 ACTUAL EXAM TEST BANK| COMPLETE 300
REAL EXAM QUESTIONS AND CORRECT VERIFIED
ANSWERS/ GRADED A+| C715 ORGANIZATIONAL
BEHAVIOUR FINAL 2026 (BRAND NEW!!)
WGU · C715 · Organizational Behavior · 2025 Edition
OB Mastery 75 Exam Questions
75 questions · Correct answers highlighted · Click to expand rationale
Q1Motivation & Needs
Q1.A manager provides an employee with job security, health insurance, and a
safe working environment. According to Maslow's hierarchy, which need level is
PRIMARILY being addressed?
A.Physiological needs
B.Safety needs✅
C.Social/belonging needs
D.Esteem needs
E.Self-actualization
▲ Hide Rationale
RATIONALE: Safety needs (Maslow's 2nd level) include job security, financial
security, health, and physical safety. Physiological = food, water, shelter. Social =
belonging, love. Esteem = recognition, achievement. Self-actualization = full
potential realization. Job security + health insurance + safe environment = SAFETY
needs.
Q2Motivation & Needs
pg. 1
,2
Q2.A company redesigns jobs by combining tasks, forming natural work units,
establishing client relationships, increasing autonomy, and opening feedback
channels. This BEST aligns with which theory?
A.Expectancy Theory (Vroom)
B.Equity Theory (Adams)
C.Job Characteristics Model (Hackman & Oldham)✅
D.Two-Factor Theory (Herzberg)
E.Goal-Setting Theory (Locke)
▲ Hide Rationale
RATIONALE: Hackman & Oldham's JCM: five core dimensions — skill variety, task
identity, task significance, autonomy, and feedback — create three psychological
states producing high motivation, performance, and satisfaction. All five redesign
interventions listed map directly to these core dimensions. This is the definitive
theory linking job design to motivation.
Q3Motivation & Needs
Q3.An employee discovers she earns $15/hr while a less-experienced coworker
earns $18/hr for the same job. Per Adams' Equity Theory, which response is LEAST
likely?
A.Reducing her work effort (reduce inputs)
B.Seeking a pay raise (increase outcomes)
C.Cognitively distorting the comparison
D.Increasing her productivity to justify higher pay✅
E.Leaving the organization
▲ Hide Rationale
RATIONALE: Equity Theory: inequity motivates action to RESTORE balance.
Increasing productivity widens the inequity (more inputs without more outcomes)
— the least rational response. People typically: reduce inputs, seek higher
pg. 2
,3
outputs, distort perceptions, change the referent comparison, or exit. Working
harder when underpaid contradicts equity restoration logic entirely.
Q4Motivation & Needs
Q4.According to Herzberg's Two-Factor Theory, which is classified as a HYGIENE
factor rather than a motivator?
A.Achievement
B.Recognition
C.Responsibility
D.Company policy and administration✅
E.The work itself
▲ Hide Rationale
RATIONALE: Herzberg: Hygiene factors (extrinsic) prevent DISSATISFACTION but
do NOT create motivation when present: company policy, supervision, SALARY,
working conditions, interpersonal relations. Motivators (intrinsic) create
satisfaction: achievement, recognition, work itself, responsibility, advancement.
KEY TESTED DISTINCTION: salary is a HYGIENE factor — does not motivate, only
prevents dissatisfaction when adequate.
Q5Motivation & Needs
Q5.An employee believes working harder will improve performance, that
improved performance will lead to a promotion, and that a promotion would be
very valuable. According to Expectancy Theory, her motivational force is:
A.High if all three beliefs are strong and positive✅
B.Determined solely by the value she places on the promotion
C.Unaffected by her belief that effort leads to performance
D.Equal to the sum of expectancy + instrumentality + valence
E.High only if the promotion is guaranteed
▲ Hide Rationale
pg. 3
, 4
RATIONALE: Vroom's Expectancy Theory: Motivation = Expectancy (E→P) ×
Instrumentality (P→O) × Valence (value of outcome). These are MULTIPLICATIVE
— if ANY factor equals zero, total motivation = zero. All three must be strong for
maximum motivation. This multiplicative relationship is the most tested feature
of the model and distinguishes it from additive models.
Q6Motivation & Needs
Q6.A manager thrives on setting challenging goals, takes calculated risks, and
prefers tasks with personal responsibility for outcomes. According to McClelland's
Theory, he has a high need for:
A.Affiliation (nAff)
B.Socialized power (nPow)
C.Achievement (nAch)✅
D.Security
E.Personalized power (nPow)
▲ Hide Rationale
RATIONALE: McClelland's nAch: preference for moderately challenging tasks (not
too easy or impossible), PERSONAL RESPONSIBILITY for outcomes,
concrete/timely feedback, and calculated risk-taking. nAff individuals prioritize
relationships. nPow (socialized) = influencing others for organizational benefit.
nPow (personalized) = influencing others for personal gain. High-nAch managers
excel when given autonomy with clear targets.
Q7Motivation & Needs
Q7.A manager tells her team: 'Improve customer satisfaction scores by 15%
within 90 days, as measured by post-call survey, with weekly feedback reviews.'
Per Goal-Setting Theory, this goal is BEST described as:
A.Too specific to allow creative problem-solving
B.Appropriately specific, difficult, and feedback-oriented — maximizing
motivation✅
pg. 4
WGU C715 ORGANIZATIONAL BEHAVIOR FINAL EXAM
LATEST 2025 ACTUAL EXAM TEST BANK| COMPLETE 300
REAL EXAM QUESTIONS AND CORRECT VERIFIED
ANSWERS/ GRADED A+| C715 ORGANIZATIONAL
BEHAVIOUR FINAL 2026 (BRAND NEW!!)
WGU · C715 · Organizational Behavior · 2025 Edition
OB Mastery 75 Exam Questions
75 questions · Correct answers highlighted · Click to expand rationale
Q1Motivation & Needs
Q1.A manager provides an employee with job security, health insurance, and a
safe working environment. According to Maslow's hierarchy, which need level is
PRIMARILY being addressed?
A.Physiological needs
B.Safety needs✅
C.Social/belonging needs
D.Esteem needs
E.Self-actualization
▲ Hide Rationale
RATIONALE: Safety needs (Maslow's 2nd level) include job security, financial
security, health, and physical safety. Physiological = food, water, shelter. Social =
belonging, love. Esteem = recognition, achievement. Self-actualization = full
potential realization. Job security + health insurance + safe environment = SAFETY
needs.
Q2Motivation & Needs
pg. 1
,2
Q2.A company redesigns jobs by combining tasks, forming natural work units,
establishing client relationships, increasing autonomy, and opening feedback
channels. This BEST aligns with which theory?
A.Expectancy Theory (Vroom)
B.Equity Theory (Adams)
C.Job Characteristics Model (Hackman & Oldham)✅
D.Two-Factor Theory (Herzberg)
E.Goal-Setting Theory (Locke)
▲ Hide Rationale
RATIONALE: Hackman & Oldham's JCM: five core dimensions — skill variety, task
identity, task significance, autonomy, and feedback — create three psychological
states producing high motivation, performance, and satisfaction. All five redesign
interventions listed map directly to these core dimensions. This is the definitive
theory linking job design to motivation.
Q3Motivation & Needs
Q3.An employee discovers she earns $15/hr while a less-experienced coworker
earns $18/hr for the same job. Per Adams' Equity Theory, which response is LEAST
likely?
A.Reducing her work effort (reduce inputs)
B.Seeking a pay raise (increase outcomes)
C.Cognitively distorting the comparison
D.Increasing her productivity to justify higher pay✅
E.Leaving the organization
▲ Hide Rationale
RATIONALE: Equity Theory: inequity motivates action to RESTORE balance.
Increasing productivity widens the inequity (more inputs without more outcomes)
— the least rational response. People typically: reduce inputs, seek higher
pg. 2
,3
outputs, distort perceptions, change the referent comparison, or exit. Working
harder when underpaid contradicts equity restoration logic entirely.
Q4Motivation & Needs
Q4.According to Herzberg's Two-Factor Theory, which is classified as a HYGIENE
factor rather than a motivator?
A.Achievement
B.Recognition
C.Responsibility
D.Company policy and administration✅
E.The work itself
▲ Hide Rationale
RATIONALE: Herzberg: Hygiene factors (extrinsic) prevent DISSATISFACTION but
do NOT create motivation when present: company policy, supervision, SALARY,
working conditions, interpersonal relations. Motivators (intrinsic) create
satisfaction: achievement, recognition, work itself, responsibility, advancement.
KEY TESTED DISTINCTION: salary is a HYGIENE factor — does not motivate, only
prevents dissatisfaction when adequate.
Q5Motivation & Needs
Q5.An employee believes working harder will improve performance, that
improved performance will lead to a promotion, and that a promotion would be
very valuable. According to Expectancy Theory, her motivational force is:
A.High if all three beliefs are strong and positive✅
B.Determined solely by the value she places on the promotion
C.Unaffected by her belief that effort leads to performance
D.Equal to the sum of expectancy + instrumentality + valence
E.High only if the promotion is guaranteed
▲ Hide Rationale
pg. 3
, 4
RATIONALE: Vroom's Expectancy Theory: Motivation = Expectancy (E→P) ×
Instrumentality (P→O) × Valence (value of outcome). These are MULTIPLICATIVE
— if ANY factor equals zero, total motivation = zero. All three must be strong for
maximum motivation. This multiplicative relationship is the most tested feature
of the model and distinguishes it from additive models.
Q6Motivation & Needs
Q6.A manager thrives on setting challenging goals, takes calculated risks, and
prefers tasks with personal responsibility for outcomes. According to McClelland's
Theory, he has a high need for:
A.Affiliation (nAff)
B.Socialized power (nPow)
C.Achievement (nAch)✅
D.Security
E.Personalized power (nPow)
▲ Hide Rationale
RATIONALE: McClelland's nAch: preference for moderately challenging tasks (not
too easy or impossible), PERSONAL RESPONSIBILITY for outcomes,
concrete/timely feedback, and calculated risk-taking. nAff individuals prioritize
relationships. nPow (socialized) = influencing others for organizational benefit.
nPow (personalized) = influencing others for personal gain. High-nAch managers
excel when given autonomy with clear targets.
Q7Motivation & Needs
Q7.A manager tells her team: 'Improve customer satisfaction scores by 15%
within 90 days, as measured by post-call survey, with weekly feedback reviews.'
Per Goal-Setting Theory, this goal is BEST described as:
A.Too specific to allow creative problem-solving
B.Appropriately specific, difficult, and feedback-oriented — maximizing
motivation✅
pg. 4
