WGU C715 OBJECTIVE ASSESSMENT
ORGANIZATIONAL BEHAVIOR EXAM |
GRADE A QUESTIONS AND VERIFIED
ANSWERS (LATEST 2026) 100% CORRECT
1. The processes that account for an individual’s intensity,
direction, and persistence of effort toward attaining a goal are
known as:
A. Personality
B. Attitude
C. Motivation
D. Perception
Rationale: Motivation explains why people choose to act, how hard they work, and
how long they persist. It integrates intensity (how much effort), direction (where effort
is focused), and persistence (how long effort is sustained). Organizational behavior
relies on motivation theories to predict and influence employee performance. Without
motivation, skills and abilities may not translate into results.
2. Which theory organizes human needs into five hierarchical levels
from basic survival to personal growth?
A. ERG Theory
B. Maslow’s Hierarchy of Needs
C. Two-Factor Theory
D. Self-Determination Theory
Rationale: Maslow proposed that human needs are structured in a hierarchy
beginning with physiological needs and progressing to self-actualization. Lower-level
needs must generally be met before higher-level needs become motivating. This
,framework helps managers understand what drives employee behavior at different
stages. It remains foundational in organizational behavior.
3. Physiological and safety needs are classified as which type of
needs?
A. Growth needs
B. Lower-order needs
C. Higher-order needs
D. Psychological needs
Rationale: Lower-order needs are satisfied externally through pay, job security, and
working conditions. These needs focus on survival and protection rather than personal
growth. Once these needs are reasonably met, they no longer strongly motivate
behavior. Managers must address these needs before expecting engagement with
higher-level goals.
4. The drive to become what a person is capable of becoming is
known as:
A. Esteem
B. Affiliation
C. Achievement
D. Self-actualization
Rationale: Self-actualization represents the highest level of Maslow’s hierarchy. It
involves personal growth, fulfillment, and realizing one’s potential. Unlike lower-level
needs, it is internally driven and highly individual. Organizations support self-
actualization through challenging work and opportunities for creativity.
,5. Needs that are satisfied internally, such as social, esteem, and
self-actualization needs, are called:
A. Maintenance needs
B. Deficiency needs
C. Higher-order needs
D. Survival needs
Rationale: Higher-order needs focus on psychological growth and personal fulfillment.
These needs are met internally through achievement, relationships, and personal
development. They tend to become stronger motivators once lower-order needs are
satisfied. Managers often use recognition and empowerment to address these needs.
6. Which management theory assumes employees dislike work and
must be coerced to perform?
A. Theory Y
B. Theory X
C. Theory Z
D. Expectancy Theory
Rationale: Theory X reflects a pessimistic view of employees, assuming they avoid
responsibility and lack ambition. Managers using this approach rely on strict
supervision and control. This theory can lead to low morale and minimal engagement.
Modern organizations often shift away from this mindset.
7. Which theory assumes employees are creative, enjoy work, and
seek responsibility?
, A. Theory X
B. Path-Goal Theory
C. Theory Y
D. Equity Theory
Rationale: Theory Y presents a positive view of employees as self-motivated and
capable of self-direction. Managers adopting this approach encourage participation
and autonomy. This theory aligns well with modern leadership and engagement
practices. It often results in higher performance and job satisfaction.
8. Herzberg’s theory focuses on factors that influence job
satisfaction and dissatisfaction and is called:
A. Equity Theory
B. Expectancy Theory
C. Two-Factor Theory
D. Goal-Setting Theory
Rationale: Herzberg identified two independent sets of factors affecting motivation.
Hygiene factors prevent dissatisfaction, while motivators promote satisfaction. The
theory suggests that eliminating dissatisfaction does not automatically create
motivation. Managers must address both sets to improve performance.
9. Company policies, pay, supervision, and working conditions are
examples of:
A. Motivators
B. Hygiene factors
C. Growth needs
D. Intrinsic rewards
Rationale: Hygiene factors relate to the job environment rather than the work itself.
When absent, they cause dissatisfaction, but when present, they do not necessarily
ORGANIZATIONAL BEHAVIOR EXAM |
GRADE A QUESTIONS AND VERIFIED
ANSWERS (LATEST 2026) 100% CORRECT
1. The processes that account for an individual’s intensity,
direction, and persistence of effort toward attaining a goal are
known as:
A. Personality
B. Attitude
C. Motivation
D. Perception
Rationale: Motivation explains why people choose to act, how hard they work, and
how long they persist. It integrates intensity (how much effort), direction (where effort
is focused), and persistence (how long effort is sustained). Organizational behavior
relies on motivation theories to predict and influence employee performance. Without
motivation, skills and abilities may not translate into results.
2. Which theory organizes human needs into five hierarchical levels
from basic survival to personal growth?
A. ERG Theory
B. Maslow’s Hierarchy of Needs
C. Two-Factor Theory
D. Self-Determination Theory
Rationale: Maslow proposed that human needs are structured in a hierarchy
beginning with physiological needs and progressing to self-actualization. Lower-level
needs must generally be met before higher-level needs become motivating. This
,framework helps managers understand what drives employee behavior at different
stages. It remains foundational in organizational behavior.
3. Physiological and safety needs are classified as which type of
needs?
A. Growth needs
B. Lower-order needs
C. Higher-order needs
D. Psychological needs
Rationale: Lower-order needs are satisfied externally through pay, job security, and
working conditions. These needs focus on survival and protection rather than personal
growth. Once these needs are reasonably met, they no longer strongly motivate
behavior. Managers must address these needs before expecting engagement with
higher-level goals.
4. The drive to become what a person is capable of becoming is
known as:
A. Esteem
B. Affiliation
C. Achievement
D. Self-actualization
Rationale: Self-actualization represents the highest level of Maslow’s hierarchy. It
involves personal growth, fulfillment, and realizing one’s potential. Unlike lower-level
needs, it is internally driven and highly individual. Organizations support self-
actualization through challenging work and opportunities for creativity.
,5. Needs that are satisfied internally, such as social, esteem, and
self-actualization needs, are called:
A. Maintenance needs
B. Deficiency needs
C. Higher-order needs
D. Survival needs
Rationale: Higher-order needs focus on psychological growth and personal fulfillment.
These needs are met internally through achievement, relationships, and personal
development. They tend to become stronger motivators once lower-order needs are
satisfied. Managers often use recognition and empowerment to address these needs.
6. Which management theory assumes employees dislike work and
must be coerced to perform?
A. Theory Y
B. Theory X
C. Theory Z
D. Expectancy Theory
Rationale: Theory X reflects a pessimistic view of employees, assuming they avoid
responsibility and lack ambition. Managers using this approach rely on strict
supervision and control. This theory can lead to low morale and minimal engagement.
Modern organizations often shift away from this mindset.
7. Which theory assumes employees are creative, enjoy work, and
seek responsibility?
, A. Theory X
B. Path-Goal Theory
C. Theory Y
D. Equity Theory
Rationale: Theory Y presents a positive view of employees as self-motivated and
capable of self-direction. Managers adopting this approach encourage participation
and autonomy. This theory aligns well with modern leadership and engagement
practices. It often results in higher performance and job satisfaction.
8. Herzberg’s theory focuses on factors that influence job
satisfaction and dissatisfaction and is called:
A. Equity Theory
B. Expectancy Theory
C. Two-Factor Theory
D. Goal-Setting Theory
Rationale: Herzberg identified two independent sets of factors affecting motivation.
Hygiene factors prevent dissatisfaction, while motivators promote satisfaction. The
theory suggests that eliminating dissatisfaction does not automatically create
motivation. Managers must address both sets to improve performance.
9. Company policies, pay, supervision, and working conditions are
examples of:
A. Motivators
B. Hygiene factors
C. Growth needs
D. Intrinsic rewards
Rationale: Hygiene factors relate to the job environment rather than the work itself.
When absent, they cause dissatisfaction, but when present, they do not necessarily
