31) The rewards–personal goals relationship in expectancy theory would be enhanced if a. employees were given a choice of rewards. b. employees valued the reward. c. the organization offered more rewards. d. the rewards were distributed more frequently. e. the rewards were fair. 32) Jenny is supervising Mildred, a data-entry clerk, who is currently performing at a moderate but unacceptable level, given the department’s needs. Jenny consults with Mildred about setting performance goals. To be most effective, these goals should be a. accompanied by performance feedback. b. kept private, in order to avoid evaluation. c. set at a level that is extremely challenging. d. specified by Jenny, since she is the supervisor. e. based strictly on departmental needs since it is the department’s needs that are not being met. 33) John has worked at his employer’s for an amazing 36 years. He has been a car sales manager for the past 11 years. He has noted that whenever he insists his sales people set goals, they achieve a higher level of sales. He has concluded that the reason for this is because a. the sales people believe it is a strategy to see who is the most competent to fill John’s position when he retires. b. the sales people try harder because they are not given training. c. the sales people set unrealistic goals that in turn cause them to work harder. d. stated goals direct attention to reach those goals. e. the sales people like to see and compare themselves to the other sales people. 34) Heidi is the floor manager at her organization. She is wondering what she could do so that her employees would want to work longer hours during the store’s busy season. She initially offered the employees extra pay. This did not seem to motivate them, as many of them are financially secure. Now, she is thinking of offering them more time off during the slow season. Heidi is hoping this new idea will increase a. the employees’ perception of fairness. b. the instrumentality. c. the expectancy. d. the employee’s self-efficacy. e. the valence. 35) Heidi is the floor manager at her organization. She would like to have all her employees determine yearly, monthly, weekly, and daily goals. She then would sit down with the employees and review their goals and strategies. She thinks this would benefit the employees because the a. company would have greater financial stability. b. employees’ perception of fairness would improve. c. employees would receive feedback. d. time she spends managing would be less. e. training would take less time. 36) The goals-performance relationship is influenced by five factors. These five factors are a. task complexity, uncertainty avoidance, self-efficacy, feedback, and a strong self-esteem. b. task complexity, uncertainty avoidance, power distance, feedback, and a strong self-esteem. c. goal commitment, adequate self-efficacy, task characteristics, feedback, and national culture. d. goal commitment, adequate self-efficacy, a strong self-esteem, feedback, and a complex task. e. a complex task, goal commitment, feedback, power distance, and organizational culture. 37) An employee believes that her efforts will result in excellent performance and that the possible reward would be desirable to her; however, the employee does not expect that her individual performance will be rewarded. According to expectancy theory, a. Expectancy = 0 Valence = 0 Instrumentality = 0b. Expectancy = 1 Valence = 1 Instrumentality = 1c. Valence = 0 Instrumentality = 0 Expectancy = 1d. Expectancy = 1 Valence = 1 Instrumentality = 0e. Expectancy = 0 Instrumentality = 1 Valence = 1 38) SCENARIO 4-3 Marjo is the manager of a grocery store that is part of a larger supermarket chain. She would like to implement a goal-setting program for the cashiers, assistant manager, and the managers in the bakery, produce, and meat departments. The staff have asked her to explain the goal-setting program, how it will work, and how it will affect them. Referring to SCENARIO 4-3, Marjo wants to make certain the staff understand the ingredients of an effective goal-setting program. One of the ingredients of this goal-setting program will be that a. goals will be general enough to allow creativity. b. goal setting will be a participative activity and goals will be specific. c. time periods will be left open in order to be flexible and accommodate changes. d. feedback will be given in a general meeting in order to avoid having any one employee feel that his or her performance alone is being evaluated. e. goals will be extremely challenging in order to increase motivational levels. 39) SCENARIO 4-3 Marjo is the manager of a grocery store that is part of a larger supermarket chain. She would like to implement a goal-setting program for the cashiers, assistant manager, and the managers in the bakery, produce, and meat departments. The staff have asked her to explain the goal-setting program, how it will work, and how it will affect them. Referring to SCENARIO 4-3, an example of an effective goal would bea. telephone orders will be processed promptly. b. the quality of all products will increase substantially and immediately. c. sales will increase by 2 percent over the next 6 months. d. company costs will decrease as much as possible. e. new customers will be brought in regularly. 40) SCENARIO 4-3 Marjo is the manager of a grocery store that is part of a larger supermarket chain. She would like to implement a goal-setting program for the cashiers, assistant manager, and the managers in the bakery, produce, and meat departments. The staff have asked her to explain the goal-setting program, how it will work, and how it will affect them. Referring to SCENARIO 4-3, the goals for each employee will be established bya. Marjo, as she is the manager and the one who is ultimately held accountable for all goals. b. each employee as they should take ownership of their own goals. c. a committee of colleagues in order to ensure standardization and fairness. d. the employee and Marjo, the manager, together. e. Marjo, the manager, and all the employees together, since all are part of the team.