Joe decides that a promotion is likely because he has achieved the highest level of performance in ...

Joe decides that a promotion is likely because he has achieved the highest level of
  performance in his group. However, he does not want the promotion because he views it as
  a source of stress and additional demands on his life. If Joe requests a transfer to avoid the
  promotion, which theory best explains his behavior?

a. ERG
  b. Two-factor
  c. Equity
  d. Hierarchy of needs
  e. Expectancy

a. is more than just participation.
  b. gives employees a greater voice in how things are done.
  c. builds on horizontal organizational structures and the use of work designs.
  d. All of these are correct.
  e. None of these are correct.

a. The starting point is for managers and their subordinates to meet regularly.
  b. Goals should be jointly set.
  c. These goals should be very specific and moderately difficult.
  d. All of these are correct.
  e. None of these are correct.

Which of the following motivational theories probably best explains the rise of minority
  movements?

a. Equity
  b. Expectancy
  c. Reinforcement
  d. Two-factor
  e. Hierarchy of needs

a. over rewarded employees perform best.
  b. under rewarded employees perform best.
  c. for rewards to motivate employees, employees must perceive them as being fair.
  d. employees must consider their inputs equal to the inputs of their comparison
  other.
  e. employees must consider their outcomes equal to the outcomes of their
  comparison other.

Which of the following motivational theories is based on the idea that employees compare
  their inputs and outcomes to some other person to LO3 determine if they are being fairly
  treated?

a. Expectancy
  b. Equity
  c. Reinforcement
  d. Hierarchy of needs
  e. Two-factor

a. performance may lead to satisfaction.
  b. the effort-to-performance expectancy influences the performance-to-reward
  expectancy.
  c. the performance-to-reward expectancy influences valence.
  d. satisfaction causes performance.
  e. satisfaction, as modified by perceived equity of rewards, leads to performance.