1. A need for achievement is when people want to accomplish extremely challenging goals and do not want any feedback outside of recognition for their success. FALSE 2. A person's hierarchy of needs is influenced by his or her values. TRUE 3. A significant discovery in equity theory research is that people tend to keep one specific comparison other throughout their working lives. FALSE 4. A way to increase a person's P-to-O expectancy is to measure his or her job performance more accurately and distribute more valued rewards to those with higher job performance. TRUE 5. A way to increase an employee's E-to-P expectancy regarding a specific task is to increase the person's self-confidence through counseling and coaching. TRUE 6. According to equity theory, the equity principle operates when we believe everyone in the group should receive the same outcomes. FALSE 7. According to expectancy theory, employee motivation will remain high when the P-to-O expectancy falls to zero. FALSE 8. According to four-drive theory, organizations maximize motivation by focusing employees on opportunities to fulfill only one of the four drives. FALSE 9. According to four-drive theory, social norms, past experience, and personal values translate emotional signals into goal-directed effort. TRUE 10. According to four-drive theory, the drive to acquire, bond, and learn are proactive. TRUE 11. According to four-drive theory, the drive to acquire is the foundation of competition and the basis of our need for esteem. TRUE 12. According to four-drive theory, when observing something that is inconsistent with or beyond our current knowledge, we experience tension that causes us to block out the discrepancy. FALSE 13. According to learned needs theory, companies should hire leaders with a strong need for personalized power. FALSE 14. According to learned needs theory, people with a high personalized need for power desire power as a means to help others. 5 Foundations of Employee Motivation TRUE FALSE 15. According to the needs hierarchy theory, the concept of self-actualization suggests that people are naturally motivated to reach their potential. TRUE 16. Antecedents are events preceding the behavior, informing employees that a particular action will produce specific consequences. 5 Foundations of Employee Motivation TRUE 17. Antecedents cause behavior. FALSE 18. Appreciative coaching is the approach to feedback where employee's potential is maximized by focusing on their strengths rather than weaknesses. TRUE 19. Balanced scorecard goals are rarely weighted, but are scored to create a composite measure of goal achievement across the organization each year. FALSE 20. Behavior is learned only through personal interaction with the environment. FALSE 21. Combining goal setting with monetary incentives motivates many employees to set difficult goals that are hard to achieve. FALSE 22. Compliments or teasing received from co-workers when an employee wears safety goggles are referred to as consequences. TRUE 23. Distributive justice increases directly with the extent that the decision allows voice, can be appealed, and has an unbiased decision maker. FALSE 24. Distributive justice refers to fairness of the procedures used to decide the distribution of resources. FALSE 25. Drives are innate, universal, and are the "prime movers" of behavior because they generate emotions, which put people in a state of readiness to act on their environment. TRUE 26. Employee engagement is on the minds of many business leaders these days because it seems to be a strong predictor of employee and work unit performance. TRUE 27. Employees consider feedback from nonsocial sources to be more accurate than feedback from social sources. TRUE 28. Equity theory research has found that employees who feel over-rewarded tend to alter their perceptions of inputs and outcomes rather than attempt to actually change them. TRUE 29. Everyone has the same drives, but they develop different intensities of needs in a particular situation. TRUE 30. Expectancy theory identifies emotions as a key component of employee motivation. FALSE 31. Feedback can be more frequent when employees perform jobs with short rather than long cycle time. TRUE 32. Feedback to employees is most effective when it is frequent, credible, and general. FALSE 33. Feelings of inequity occur when employees receive less than others, but not when they receive more than others. FALSE 34. Feelings of procedural injustice produce anger, which, in turn, generates either withdrawal or aggression.