MGMT 3000 Exam questions and
answers graded 100%
• Motivation - ANS✅✅• the set of forces that initiates, directs, and makes people persist in their
efforts to accomplish a goal
Initiation: how much effort put into their jobs
Direction: where to put there efforts
Persistence
• Job Performance - ANS✅✅= Motivation X Ability X Situational Constraints
Need Satisfaction - ANS✅✅the physical or psychological requirements hat must be met to ensure
survival and well-being
• Maslow's Hierarchy of Needs - ANS✅✅people are motivate by physiological (food and water),
safety (physical and economic), belongingness (friendship, love, social interaction), esteem
(achievement recognition) and self-actualization (realizing your full potential needs).
• Alderfer's ERG Theory - ANS✅✅collapses Maslow's 5 needs into 3: existence (safety and
physiological needs), relatedness (belongingness), and growth (esteem and self-actualization).
o People can be motivated by more than one need at a time
• McClelland's Learned Needs Theory - ANS✅✅people are motivated by the need for affiliation (to
be liked and accepted), the need for achievement (to accomplish challenging goals), or the need for
power (to influence others)
o The degree to which particular needs motivate varies from person to person
• Extrinsic rewards - ANS✅✅tangible and visible to others and are given to employees contingent
on the performance of specific tasks or behaviors
• Intrinsic rewards - ANS✅✅the natural rewards associated with performing a task or activity for
its own sake
Equity Theory - ANS✅✅Outcome/Input Ratios
,• Outcomes (self) / Inputs (self) = Outcomes (referent)/Inputs (referent)
o Inputs - ANS✅✅contributions employees make to the organization (training, intelligence,
experience, effort, number of hours worked, and ability)
o Outcomes - ANS✅✅what employees receive in exchange for their contributions to the
organization (pay, fringe benefits, status symbols, job titles and assignments
o Referents - ANS✅✅Others with whom people compare themselves to determine if they have
been treated fairly (perceptions of equity depend on comparisons—people with same or similar jobs
or similar in gender, race, age, tenure, etc.).
Distributive justice - ANS✅✅the degree to which outcomes and rewards are fairly distributed or
allocated
Procedural justice - ANS✅✅the fairness of the procedures used to make reward allocation
decisions
Expectancy Theory - ANS✅✅• The theory that people will be motivated to the extent to which
they believe that their efforts will:
o Lead to good performance
o That good performance will be rewarded
o The rewards will be attractive to them
Components of Expectancy Theory - ANS✅✅• Motivation= Valence X Expectancy X Instrumentality
o Valence= the attractiveness or desirability of various rewards or outcomes
o Expectancy= perceived relationship between effort and performance.
o Instrumentality= the perceived relationship between performance and rewards
• Valence and instrumentality combine to affect employees' willingness to put forth effort
Reinforcement Theory - ANS✅✅• the process of changing behavior by changing the consequences
that follow behavior
,o Reinforcement contingencies - ANS✅✅the cause-and-effect relationships between the
performance of specific behaviors and specific consequences
o Schedule of Reinforcement - ANS✅✅the set of rules regarding reinforcement contingencies such
as which behaviors will be reinforced, which consequences will follow those behaviors, and the
schedule by which those consequences will be delivered
o Positive reinforcement - ANS✅✅strengthens behavior (increases its frequency) by following
behaviors with desirable consequences
o Negative reinforcement - ANS✅✅strengthens behavior by withholding an unpleasant
consequence when employees perform a specific behavior (avoidance learning- people perform a
behavior to avoid a negative consequence
o Punishment - ANS✅✅weakens behavior (decreases its frequencies) by following behaviors with
undesirable consequences
o Extinction - ANS✅✅a reinforcement strategy in which a positive consequence is no longer
allowed to follow a previously reinforced behavior. By removing the positive consequence,
extinction weakens the behavior, making it les likely to occur.
• Continuous reinforcement - ANS✅✅a consequence follows every instance of a behavior
• Intermittent reinforcement - ANS✅✅consequences are delivered after a specified or average
time has elapsed or after a specific number of behaviors has occurred
o Fixed interval - ANS✅✅consequences follow a behavior only after a fixed time has elapsed
o Variable interval - ANS✅✅consequences follow a behavior after different times, some shorter
and some longer, that vary around a specified average time
o Fixed ratio - ANS✅✅consequences are delivered following a specific number of behaviors (after
10 sales, etc.)
o Variable Ratio - ANS✅✅Consequences are delivered following a different number of behaviors,
sometimes more and sometimes less, that vary around a specified average number of behaviors
, Motivating with the Reinforcement Theory - ANS✅✅o Identify singling out critical, observable,
performance-related behaviors (most important to successful job performance and easily observed)
o Measure determining the baseline frequencies of these behaviors (how often workers perform
them)
o Analyze studying the causes and consequences of these behaviors (helps managers create the
conditions that produce these critical behaviors and to determine if these behaviors produce the
results they want)
o Intervene changing the organization by using positive and negative reinforcement to increase the
frequency of these critical behaviors
o Evaluate assessing the extent to which the intervention actually changed workers behavior,
comparing behavior after the intervention to the original baseline of behavior before the
intervention
Goal-Setting Theory - ANS✅✅• Goals directly affect tension, effort, and the extent to which
employees are energized to take action
Components of Goal-Setting Theory - ANS✅✅• Goal Specificity the extent to which goals are
detailed, exact, and unambiguous (more motivating)
• Goal Difficulty the extent to which a goal is hard or challenging to accomplish
• Goal Acceptance the extent to which people consciously understand and agree to goals (goal
commitment)
• Performance Feedback information about the quality or quantity of past performance and
indicates whether progress is being made toward the accomplishment of a goal
Daniel Pink's Self-Determination Theory - ANS✅✅extrinsic rewards cannot improve performance
in right-brained activities (complex tasks)
Factors that lead to better performance
Autonomy: To be self-directed
Mastery: Desire to get better at things we do
Purpose: having a purpose to do the job
Leadership - ANS✅✅o Trait- straightforward
o Behavioral- relatively straightforward
o Situational- less straightforward
answers graded 100%
• Motivation - ANS✅✅• the set of forces that initiates, directs, and makes people persist in their
efforts to accomplish a goal
Initiation: how much effort put into their jobs
Direction: where to put there efforts
Persistence
• Job Performance - ANS✅✅= Motivation X Ability X Situational Constraints
Need Satisfaction - ANS✅✅the physical or psychological requirements hat must be met to ensure
survival and well-being
• Maslow's Hierarchy of Needs - ANS✅✅people are motivate by physiological (food and water),
safety (physical and economic), belongingness (friendship, love, social interaction), esteem
(achievement recognition) and self-actualization (realizing your full potential needs).
• Alderfer's ERG Theory - ANS✅✅collapses Maslow's 5 needs into 3: existence (safety and
physiological needs), relatedness (belongingness), and growth (esteem and self-actualization).
o People can be motivated by more than one need at a time
• McClelland's Learned Needs Theory - ANS✅✅people are motivated by the need for affiliation (to
be liked and accepted), the need for achievement (to accomplish challenging goals), or the need for
power (to influence others)
o The degree to which particular needs motivate varies from person to person
• Extrinsic rewards - ANS✅✅tangible and visible to others and are given to employees contingent
on the performance of specific tasks or behaviors
• Intrinsic rewards - ANS✅✅the natural rewards associated with performing a task or activity for
its own sake
Equity Theory - ANS✅✅Outcome/Input Ratios
,• Outcomes (self) / Inputs (self) = Outcomes (referent)/Inputs (referent)
o Inputs - ANS✅✅contributions employees make to the organization (training, intelligence,
experience, effort, number of hours worked, and ability)
o Outcomes - ANS✅✅what employees receive in exchange for their contributions to the
organization (pay, fringe benefits, status symbols, job titles and assignments
o Referents - ANS✅✅Others with whom people compare themselves to determine if they have
been treated fairly (perceptions of equity depend on comparisons—people with same or similar jobs
or similar in gender, race, age, tenure, etc.).
Distributive justice - ANS✅✅the degree to which outcomes and rewards are fairly distributed or
allocated
Procedural justice - ANS✅✅the fairness of the procedures used to make reward allocation
decisions
Expectancy Theory - ANS✅✅• The theory that people will be motivated to the extent to which
they believe that their efforts will:
o Lead to good performance
o That good performance will be rewarded
o The rewards will be attractive to them
Components of Expectancy Theory - ANS✅✅• Motivation= Valence X Expectancy X Instrumentality
o Valence= the attractiveness or desirability of various rewards or outcomes
o Expectancy= perceived relationship between effort and performance.
o Instrumentality= the perceived relationship between performance and rewards
• Valence and instrumentality combine to affect employees' willingness to put forth effort
Reinforcement Theory - ANS✅✅• the process of changing behavior by changing the consequences
that follow behavior
,o Reinforcement contingencies - ANS✅✅the cause-and-effect relationships between the
performance of specific behaviors and specific consequences
o Schedule of Reinforcement - ANS✅✅the set of rules regarding reinforcement contingencies such
as which behaviors will be reinforced, which consequences will follow those behaviors, and the
schedule by which those consequences will be delivered
o Positive reinforcement - ANS✅✅strengthens behavior (increases its frequency) by following
behaviors with desirable consequences
o Negative reinforcement - ANS✅✅strengthens behavior by withholding an unpleasant
consequence when employees perform a specific behavior (avoidance learning- people perform a
behavior to avoid a negative consequence
o Punishment - ANS✅✅weakens behavior (decreases its frequencies) by following behaviors with
undesirable consequences
o Extinction - ANS✅✅a reinforcement strategy in which a positive consequence is no longer
allowed to follow a previously reinforced behavior. By removing the positive consequence,
extinction weakens the behavior, making it les likely to occur.
• Continuous reinforcement - ANS✅✅a consequence follows every instance of a behavior
• Intermittent reinforcement - ANS✅✅consequences are delivered after a specified or average
time has elapsed or after a specific number of behaviors has occurred
o Fixed interval - ANS✅✅consequences follow a behavior only after a fixed time has elapsed
o Variable interval - ANS✅✅consequences follow a behavior after different times, some shorter
and some longer, that vary around a specified average time
o Fixed ratio - ANS✅✅consequences are delivered following a specific number of behaviors (after
10 sales, etc.)
o Variable Ratio - ANS✅✅Consequences are delivered following a different number of behaviors,
sometimes more and sometimes less, that vary around a specified average number of behaviors
, Motivating with the Reinforcement Theory - ANS✅✅o Identify singling out critical, observable,
performance-related behaviors (most important to successful job performance and easily observed)
o Measure determining the baseline frequencies of these behaviors (how often workers perform
them)
o Analyze studying the causes and consequences of these behaviors (helps managers create the
conditions that produce these critical behaviors and to determine if these behaviors produce the
results they want)
o Intervene changing the organization by using positive and negative reinforcement to increase the
frequency of these critical behaviors
o Evaluate assessing the extent to which the intervention actually changed workers behavior,
comparing behavior after the intervention to the original baseline of behavior before the
intervention
Goal-Setting Theory - ANS✅✅• Goals directly affect tension, effort, and the extent to which
employees are energized to take action
Components of Goal-Setting Theory - ANS✅✅• Goal Specificity the extent to which goals are
detailed, exact, and unambiguous (more motivating)
• Goal Difficulty the extent to which a goal is hard or challenging to accomplish
• Goal Acceptance the extent to which people consciously understand and agree to goals (goal
commitment)
• Performance Feedback information about the quality or quantity of past performance and
indicates whether progress is being made toward the accomplishment of a goal
Daniel Pink's Self-Determination Theory - ANS✅✅extrinsic rewards cannot improve performance
in right-brained activities (complex tasks)
Factors that lead to better performance
Autonomy: To be self-directed
Mastery: Desire to get better at things we do
Purpose: having a purpose to do the job
Leadership - ANS✅✅o Trait- straightforward
o Behavioral- relatively straightforward
o Situational- less straightforward
