BUSINESS DEPARTMENT

HUMAN BEHAVIOR IN ORGANIZATION

SHORT QUIZ 1

QUESTIONS

1. A researcher from Harvard University who developed a classification scheme highlighting three of the dominant drives and pointed o
motivation.
2. A drive to accomplish objectives and get ahead.

3. According to him, human needs are not equal strength , and they emerge in a definite sequence. His theory focuses attention on fiv
4. A drive to relate to people effectively
5. A drive to do high-quality work and develop one's skills.
6. A drive to influence people and situations

7. It is more similar to the more individualistic American drive for achievement in which people take responsibility for their actions and
seek regular feedback, and enjoy being part of winning achievement through individual or collective effort.
8. It is a need to influence others' behavior for the good of the whole organization.
9. This type of need are more vague because they represent needs of the mind and spirit rather than of the physical body.
10. These are the basic physical needs
11. These two need levels together which involve basic survival and second need for bodily safety
12.There are three levels of this type of needs which involves the third level, the fourth level needs and the fifth-level need.
13. This is the first level in Maslow's Hierarchy of needs which include needs for food, air, water, and sleep

14. This is the second level in Maslow's Hierarchy of needs which refers to freedom from a dangerous environment
15. This is the fifth level in Maslow's Hierarchy of needs which means becoming all that one is capable of becoming, using one's skills t
talents to the maximum.

Prepared by: Marinela S. Perez, MBA

Checked by:
BUSINESS DEPARTMENT
HUMAN BEHAVIOR IN ORGANIZATION
SHORT QUIZ 1

QUESTIONS

1. A researcher from Harvard University who developed a classification scheme highlighting three of the dominant drives and pointed o
motivation.
2. A drive to accomplish objectives and get ahead.

3. According to him, human needs are not equal strength , and they emerge in a definite sequence. His theory focuses attention on fiv
4. A drive to relate to people effectively
5. A drive to do high-quality work and develop one's skills.
6. A drive to influence people and situations

7. It is more similar to the more individualistic American drive for achievement in which people take responsibility for their actions and
seek regular feedback, and enjoy being part of winning achievement through individual or collective effort.
8. It is a need to influence others' behavior for the good of the whole organization.
9. This type of need are more vague because they represent needs of the mind and spirit rather than of the physical body.
10. These are the basic physical needs
11. These two need levels together which involve basic survival and second need for bodily safety
12.There are three levels of this type of needs which involves the third level, the fourth level needs and the fifth-level need.
13. This is the first level in Maslow's Hierarchy of needs which include needs for food, air, water, and sleep
14. This is the second level in Maslow's Hierarchy of needs which refers to freedom from a dangerous environment

15. This is the fifth level in Maslow's Hierarchy of needs which means becoming all that one is capable of becoming, using one's skills t
talents to the maximum.

Prepared by: Marinela S. Perez, MBA

Checked by:

BUSINESS DEPARTMENT
HUMAN BEHAVIOR IN ORGANIZATION

SHORT QUIZ 2
QUESTIONS
1. He developed a Two-factor model of motivation based on research with engineers and accountants

2. These are potent dissatisfiers and are necessary for building a foundation on which to maintain a reasonable level of motivation in e
3. Motivators mostly are job centered
4. Maintenance factor that are more related to the environment surrounding the job.
5. These are internal rewards that a person feels when performing a job so there is a direct and often immediate connection between

6. These are external rewards that occur apart from the nature of work, providing no direct satisfaction at the time the work is perform
6. He proposed a modified need hierarchy with just three levels the Existence, Relatedness and Growth needs.
8. It is the application in organizations of the principles of behavior modification which evolved from the work of B.F. Skinner
9. The models of motivation that focus on the content (nature) of items that may motivate a person.

10. States that a person tends to repeat behavior that is accompanied by favorable consequences and tends not to repeat behavior th
unfavorable consequences.

11. He explains that motivation is a product of three factors how much one wants a reward, one's estimate of the probability that effor
performance, and one's estimate that performance will result in receiving the reward.
12. According to Victor H. Vroom, it is the product of Valence, Expectancy and Instrumentality
13. It refers to the strength of a person's preference for receiving a reward.
14. It is the strength of belief that one's work related effort will result in completion of a task.
15. One of the forces contributing to effort-performance expectancies in an individual.

Prepared by: Marinela S. Perez, MBA

Checked by:
BUSINESS DEPARTMENT
HUMAN BEHAVIOR IN ORGANIZATION

SHORT QUIZ 2
QUESTIONS
1. He developed a Two-factor model of motivation based on research with engineers and accountants

2. These are potent dissatisfiers and are necessary for building a foundation on which to maintain a reasonable level of motivation in e
3. Motivators mostly are job centered
4. Maintenance factor that are more related to the environment surrounding the job.
5. These are internal rewards that a person feels when performing a job so there is a direct and often immediate connection between

6. These are external rewards that occur apart from the nature of work, providing no direct satisfaction at the time the work is perform
6. He proposed a modified need hierarchy with just three levels the Existence, Relatedness and Growth needs.
8. It is the application in organizations of the principles of behavior modification which evolved from the work of B.F. Skinner
9. The models of motivation that focus on the content (nature) of items that may motivate a person.

10. States that a person tends to repeat behavior that is accompanied by favorable consequences and tends not to repeat behavior th
unfavorable consequences.

11. He explains that motivation is a product of three factors how much one wants a reward, one's estimate of the probability that effor
performance, and one's estimate that performance will result in receiving the reward.
12. According to Victor H. Vroom, it is the product of Valence, Expectancy and Instrumentality
13. It refers to the strength of a person's preference for receiving a reward.
14. It is the strength of belief that one's work related effort will result in completion of a task.
15. One of the forces contributing to effort-performance expectancies in an individual.

Prepared by: Marinela S. Perez, MBA

Checked by:

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BUSINESS DEPARTMENT
HUMAN BEHAVIOR IN ORGANIZATION
LONG QUIZ-PREFINAL
QUESTIONS

1. A researcher from Harvard University who developed a classification scheme highlighting three of the dominant drives an
motivation.
2. A drive to accomplish objectives and get ahead.

3. According to him, human needs are not equal strength , and they emerge in a definite sequence. His theory focuses atten
4. A drive to relate to people effectively
5. A drive to do high-quality work and develop one's skills
6. A drive to influence people and situations

7.It is more similar to the more individualistic American drive for achievement in which people take responsibility for their ac
seek regular feedback, and enjoy being part of winning achievement through individual or collective effort.
8.It is a need to influence others' behavior for the good of the whole organization.
9.This type of need are more vague because they represent needs of the mind and spirit rather than of the physical body.
10. These are the basic physical needs
11. These two need levels together which involve basic survival and second need for bodily safety

12. There are three levels of this type of needs which involves the third level, the fourth level needs and the fifth-level need.
13.This is the first level in Maslow's Hierarchy of needs which include needs for food, air, water, and sleep

14. This is the second level in Maslow's Hierarchy of needs which refers to freedom from a dangerous environment
15. This is the fifth level in Maslow's Hierarchy of needs which means becoming all that one is capable of becoming, using on
talents to the maximum.
16. He developed a Two-factor model of motivation based on research with engineers and accountants

17.These are potent dissatisfiers and are necessary for building a foundation on which to maintain a reasonable level of mot
18.Motivators mostly are job centered
19. Maintenance factor that are more related to the environment surrounding the job.

20. These are internal rewards that a person feels when performing a job so there is a direct and often immediate connectio

21. These are external rewards that occur apart from the nature of work, providing no direct satisfaction at the time the wor
22. He proposed a modified need hierarchy with just three levels the Existence, Relatedness and Growth needs.

23. It is the application in organizations of the principles of behavior modification which evolved from the work of B.F. Skinne
24. The models of motivation that focus on the content (nature) of items that may motivate a person.

25. States that a person tends to repeat behavior that is accompanied by favorable consequences and tends not to repeat b
unfavorable consequences.

26. He explains that motivation is a product of three factors how much one wants a reward, one's estimate of the probability
performance, and one's estimate that performance will result in receiving the reward.
27. According to Victor H. Vroom, it is the product of Valence, Expectancy and Instrumentality
28. It refers to the strength of a person's preference for receiving a reward.
29. It is the strength of belief that one's work related effort will result in completion of a task.
30. One of the forces contributing to effort-performance expectancies in an individual.

It is when employees believe that they are not capable as they appear to be and consequently, fear that their incompetence
It represents the employee's belief that a reward will be received once the task is accomplished.

It is a theory that states that employees tend to judge fairness by comparing outcomes they receive with their relevant inpu
ratio of other people.
These include all the rich and diverse elements that employees believe they bring, or contribute, to the job-their education,
loyalty and commitment, time and effort, creativity, and job performance.

These are the rewards they perceive they get from their jobs and employers, these include direct pay and bonuses, fringe be
psychological rewards.
It is when employees feel imbalance in their relationship with their employer and seek to restore that balance.

It is when workers seek to reduce their feelings of inequity through the same types of strategies, but some of their specific a
It is the basic factor as attributions whether the behavior is relatively stable across time or unstable.

It is the second dimension whether the person's performance is different on this task on most other tasks in the person's job

This is the third element of the basic factor as attributions and the degree to which the person's peers behave in a similar fa
It is when claiming undue credit for success and minimizing their own responsibility for problems.

They tend to be given as explanations when there is a judgement of high consistency and low distinctiveness and low conse

They tend to be used as explanations when the behavior stands out as distinctive and different from that of peers, while als
It is the idea based on the research which suggests that individuals have different preferences for equity.

It suggests that a manager's expectations for an employee will cause the manager to treat the employee differently and tha
that confirms the initial expectations.

It is often exhibited when judging others that people tend to attribute other's acheivements to good luck or easy tasks and a
enough or simply lacked the appropriate personal characteristics or overall ability if they failed
It is when people tend to perceive what they expect to perceive.
It is the process by which people interpret and assign causes for their own and others' behavior.
Represents the employee's belief that a reward will be received once the task is accomplished
It is defined as the strength of the drive toward an action.

ANSWER