Organizational Behavior Improving Performance and Commitment in the Workplace 6Th edition By Colquitt – Test Bank

Organizational Behavior Improving Performance and Commitment in the Workplace 6Th edition By Colquitt – Test Bank

Organizational Behavior, 6e (Colquitt)
Chapter 6 Motivation

1) Motivation determines the direction, intensity, and outcome of effort.

2) Motivation is not one thing but rather a set of distinct forces.

3) Expectancy represents the belief that low performance is the outcome of high efforts.

4) The belief that a person has the capabilities needed to execute the behaviors required for task success is known as self-actualization.

5) Valence can be positive, negative, or zero.

6) Leticia has been assigned a task for which she knows that she does not have the necessary skills or knowledge. However, she really wants the bonus she can earn by completing the task. According to expectancy theory, Leticia will be highly motivated to complete the task.

7) Hannah has been asked to give the opening speech at her global company’s annual sales convention. She has successfully given speeches in the past, and her friends have all told her she would be great. These have resulted in a high sense of self-efficacy, and she accepts the assignment.

8) Intrinsic motivation is controlled by some contingency that depends on task performance.

9) Research suggests that employees underestimate how powerful a motivator pay is to them.

10) Individuals who value money for the achievement, respect, and freedom it confers value the rational meaning of money.

11) As goals move from moderate to difficult, the intensity and persistence of the effort needed are minimized.

12) When goal commitment is high, assigning specific and difficult goals will have significant benefits for task performance.

13) Task strategy reflects how complicated the information and actions involved in a task are, as well as how much the task changes.

14) Extrinsic theory acknowledges that motivation depends not only on a person’s beliefs and circumstances, but also on what happens to other people.

15) Meaningfulness reflects energy rooted in the belief that work tasks contribute to some larger purpose.

16) A sense of self-determination is a strong driver of extrinsic motivation.

17) The motivating force with the strongest performance effect is the perception of equity.