MGT503 Lecture 35 Summary MCQs

📘 MGT503 – Lesson 35 Other Need & Cognitive Theories of Motivation 🔹 Lecture Summary (Exam-Oriented)

1. McGregor’s Theory X and Theory Y

Theory X: Employees dislike work, avoid responsibility, are lazy; must be coerced. Theory Y: Employees are creative, seek responsibility, capable of self-direction. Connection to Maslow: Theory X → lower-order needs dominate. Theory Y → higher-order needs dominate.

2. Herzberg’s Motivation-Hygiene Theory

Intrinsic factors → job satisfaction and motivation. Extrinsic factors → dissatisfaction if absent. Two categories: Hygiene factors (prevent dissatisfaction): pay, working conditions, supervision, company policies, benefits. Motivators (increase satisfaction/motivation): achievement, responsibility, recognition, work itself, growth.

3. ERG Theory (Clayton Alderfer)

Simplifies Maslow into three need categories: Existence: material/physiological desires (food, pay, working conditions). Relatedness: relationships with others (family, coworkers, professional groups). Growth: creativity, innovation, personal productivity. Key principles: Satisfaction-progression: fulfilling one level encourages concern for next level. Frustration-regression: failure to satisfy higher needs → focus may return to lower-level needs. ERG theory allows simultaneous focus on multiple needs.

4. McClelland’s Acquired-Needs Theory

Needs are learned through life experiences. Measured via Thematic Apperception Test (TAT). Three types of needs: Achievement (nAch): desire to accomplish challenging tasks, excel. Affiliation (nAff): desire for warm, friendly relationships. Power (nPow): desire to influence/control others. Personal power: dominance for self-interest. Institutional power: influence to achieve organizational goals. Successful managers’ profile: moderate-high institutional power, moderate achievement, minimum affiliation.

5. Cognitive Perspectives – Equity Theory

Developed by J. Stacey Adams. Employees compare inputs vs. outcomes with relevant others (referents). Perceived inequity → employee may: Distort own or others’ inputs/outcomes. Act to change own or others’ inputs/outcomes. Change comparison referent. Quit the job. Significance for Managers Need theories highlight importance of higher-order needs for motivation. Individuals differ in need structures → managers must personalize motivation strategies. ERG’s frustration-regression principle has implications for handling unmet needs. Understanding equity perception is crucial for fairness and employee retention. 📝 20 MCQs (VU Paper Pattern)

Q1. Theory X assumes employees:

1. Are creative and responsible
2. Dislike work and avoid responsibility
3. Always seek self-actualization
4. Prefer autonomy

✅ B

Q2. Theory Y assumes employees:

1. Must be coerced
2. Seek responsibility and self-direction
3. Are lazy
4. Avoid higher-order needs

✅ B

Q3. Herzberg’s hygiene factors are:

1. Intrinsic motivators
2. Extrinsic factors that prevent dissatisfaction
3. Factors that increase job satisfaction
4. None of the above

✅ B

Q4. Motivators in Herzberg’s theory include:

1. Salary and company policy
2. Achievement and recognition
3. Working conditions and supervision
4. Job security

✅ B

Q5. ERG theory stands for:

1. Existence, Relatedness, Growth
2. Effort, Reward, Goal
3. Equity, Responsibility, Growth
4. Experience, Recognition, Gratification

✅ A

Q6. Existence needs in ERG theory include:

1. Relationships and teamwork
2. Pay, working conditions, physiological needs
3. Creativity and innovation
4. Recognition and achievement

✅ B

Q7. Relatedness needs focus on:

1. Material resources
2. Relationships with family, coworkers, and professional groups
3. Personal achievement
4. Job satisfaction

✅ B

Q8. Growth needs in ERG theory are associated with:

1. Creativity, innovation, personal productivity
2. Job security
3. Affiliation with coworkers
4. Physiological needs

✅ A

Q9. ERG theory differs from Maslow’s theory because:

1. Only focuses on physiological needs
2. Allows focus on multiple needs simultaneously
3. Ignores growth needs
4. Disregards relatedness

✅ B

Q10. McClelland’s need for achievement (nAch) is:

1. Desire for friendly relationships
2. Desire to accomplish challenging tasks
3. Desire for power over others
4. Desire for security

✅ B

Q11. Need for affiliation (nAff) is:

1. Desire to dominate others
2. Desire to maintain warm relationships
3. Desire for financial rewards
4. Desire to innovate

✅ B

Q12. Need for power (nPow) is divided into:

1. Intrinsic and extrinsic
2. Personal and institutional
3. Maslow and Herzberg
4. Safety and esteem

✅ B

Q13. According to McClelland, successful managers usually have:

1. High need for affiliation only
2. Moderate-high institutional power, moderate achievement, minimal affiliation
3. High personal power
4. Low need for achievement

✅ B

Q14. Equity theory suggests employees compare:

1. Job title only
2. Inputs vs. outcomes with relevant others
3. Salary only
4. Skills with coworkers

✅ B

Q15. A possible response to perceived inequity is:

1. Quit the job
2. Adjust own inputs/outcomes
3. Ask others to change inputs/outcomes
4. All of the above

✅ D

16. Herzberg believed that removing dissatisfaction factors: