Test on Work Motivation Theories for Managers

Work Motivation Theories for Managers: A Student Guide

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Question 1 of 50%

The study materials indicate that Krishna's company retained staff by implementing a comprehensive profit-sharing program.

Test: Work motivation

20 questions

Question 1: The study materials indicate that Krishna's company retained staff by implementing a comprehensive profit-sharing program.

A. Ano

B. Ne

Explanation: The study materials pose the question, "How did Krishna’s company retain its staff?" but do not provide an answer or specific details regarding their retention strategies, such as a profit-sharing program. Therefore, it cannot be confirmed from the text that her company used such a program.

Question 2: According to Janine, managers should "think outside of the box" to motivate staff.

A. Ano

B. Ne

Explanation: Janine states that managers should 'think outside of the box' when discussing ways to motivate staff through out-of-work activities.

Question 3: Theory X assumes that people are inherently lazy and will avoid responsibility if they can.

A. Ano

B. Ne

Explanation: Theory X is described as a pessimistic approach to workers that assumes people are lazy and will avoid work and responsibility if they can.

Question 4: According to Frederick Herzberg's theory, job security is considered a primary motivator that actively encourages employees to perform better.

A. Ano

B. Ne

Explanation: Frederick Herzberg classified job security as a 'hygiene factor' or 'satisfier', not a 'motivator'. Hygiene factors prevent dissatisfaction when present but do not actively motivate performance. Motivators, on the other hand, include things like having a challenging job, recognition, responsibility, and promotion.

Question 5: Janine George's MBA study focused primarily on developing financial incentives for employees to increase the company's bottom line.

A. Ano

B. Ne

Explanation: Janine George talks about motivation and specifically mentions activities that are not 'related to the bottom line', indicating her focus was not solely on financial incentives for the company's bottom line, but on broader motivational strategies including out-of-work activities.