BMGT 1327 - BUSINESS MANAGEMENT - CH 12 ASSIGNMENT

1. Employees are motivated at their jobs because they are given a lot of discretion about how to do their work, and their supervisor doesn't micromanage them. 2. Focuses on needs such as love, esteem, physiological needs, safety, and self-actualization 3. Focuses on needs such as power, affiliation, and achievement 4. Focuses on the three needs of relatedness, competence, and autonomy 5. An employee continues working at a job because it allows him to put a roof over his family's head. 6. Focuses on motivating and hygiene factors in a job 7. An employee seeks out a promotion because it will allow him or her to have authority over more workers. 8. An employee hates going to work because the air conditioner has been broken for weeks and it is extremely hot in the office.

1. Deci and Ryan's Self-Determination Theory 2. Maslow's Hierarchy of Needs 3. McClelland's Acquired Needs Theory 4. Deci and Ryan's Self-Determination Theory 5. Maslow's Hierarchy of Needs 6. Herzberg's Two-Factor Theory 7. McClelland's Acquired Needs Theory 8. Herzberg's Two-Factor Theory

1. How fair is the salary I received this year? 2. Does my supervisor treat me with respect and kindness at work? 3. Did my organization use biased decision tools to determine employee salaries? 4. Is there a grievance procedure available to me if I feel I'm not receiving enough compensation at work? 5. Does everyone's paycheck accurately reflect what they deserved to earn this month? 6. Should I take this job or get another one? 7. Was my organization honest with me when they said they couldn't afford to give me a raise? 8. Am I management material?

1. Distributive justice 2. Interactional justice 3. Procedural justice 4. Procedural justice 5. Distributive justice 6. Does not apply 7. Interactional justice 8. Does not apply

1. Hugo says he wants to retire in 20 more years with enough saved in retirement to draw 60 percent of his current monthly income until he is 95 years old. 2. Each time he meets one of his retirement goals early, Hugo sets aside $500 into a "bucket list" fund that he draws from when he wants to have fun and do something exciting. 3. Hugo says that he will contribute 20 percent of his pre-tax income to his retirement plan for the next 10 years, then assess the plan to determine whether he can drop that contribution to 15 percent or even 10 percent during his last 10 years of work. 4. Manara decides she will attend one major networking conference each year to make potential research contacts and will also submit at least one article to a journal every four months. 5. Manara uses something called the Pomodoro method during her workday. The method involves setting a tomato-shaped kitchen timer for 20-minute periods to generate maximum productivity. 6. Each month, Manara has a set of tasks she wishes to accomplish, including "collect one round of data," "analyze one round of data," and "write one literature review." 7. Hugo disciplines himself to put his financial health before short-term fun. When he has extra money at his disposal, he thinks long and hard about whether he should use it to treat himself, or whether it would be smarter to put it in savings. 8. Hugo invests in a budgeting software program that allows him to consistently eye his progress toward his goals. 9. Manara's most productive work time is in the morning. Because of this, she refrains from opening her email when she gets to work. Instead, she focuses on her research every morning and uses the afternoon hours for simpler tasks such as responding to emails. 10. Hugo makes certain that he cuts expenses in at least one major area (e.g., groceries, fun, utilities) each week, and promises himself he will direct those savings straight into his savings account. 11. Two years into her 5-year tenure clock, Manara and her partner decide to adopt a child. She receives a one-year extension on her tenure clock and therefore adds one extra year to the time period in which she wants to achieve her goal of earning tenure. 12. Manara wants to get enough high-level publications over the next 5 years to earn tenure at her university.

1. Identify your wildly important long-term goal 2. Work the plan, reward yourself, and adjust as needed 3. Break your wildly important goal into short-term goals 4. Break your wildly important goal into short-term goals 5. Create a time schedule 6. Create a to-do list for accomplishing your short-term goals 7. Prioritize the tasks 8. Create a time schedule 9. Prioritize the tasks 10. Create a to-do list for accomplishing your short-term goals 11. Work the plan, reward yourself, and adjust as needed 12. Identify your wildly important long-term goal

1. A behavior is more likely to be repeated in the future because a person is relieved of something he does not enjoy when he engages in the behavior. 2. A behavior is more likely to be repeated in the future because it is ignored. 3. A behavior is more likely to be repeated in the future because a person receives something that he or she wants when choosing to engage in the behavior. 4. A behavior is less likely to be repeated in the future because it isn't given any attention. 5. A behavior is less likely to be repeated in the future because a person gets something he didn't want, or loses something he wanted, when he engages in the behavior. 6. A supervisor continually reminds an employee—both in person and over email—about complying with a new procedure. The reminders are tiresome and annoying. When the employee finally starts complying with the procedure, the supervisor's emails and personal reminders stop happening. 7. A manager tells her employees that they will all be paid the same regardless of their performance levels and will not have a chance to earn bonuses. Within a few months, employees' performance levels have increased dramatically. 8. A behavior is less likely to be repeated in the future because a person receives something that she wanted when she engages in the behavior. 9. An employee arrives to work 10 minutes early every day in order to get organized and be ready to go for the day. Everyone else at the office always arrives 15 minutes late and no one notices or cares that the employee arrives early every day. The employee decides to stop arriving early. 10. A sales employee reaches a lofty quarterly goal and receives a highly prized bonus. The sales employee plans to work even harder in the next quarter. 11. An airline institutes a policy that passengers who arrive late for check-in lose their chance to choose their airplane seat. Within a few months, there is a 75 percent reduction in late check-ins. 12. An employee constantly whines until he gets his way regarding everything from vacation days to the temperature in the office. The organization continues to give in to the employee each time he whines. The employee eventually stops whining in order to get his way.

1. Negative reinforcement 2. Does not apply 3. Positive reinforcement 4. Extinction 5. Punishment 6. Negative reinforcement 7. Does not apply 8. Does not apply 9. Extinction 10. Positive reinforcement 11. Punishment 12. Does not apply

1. Ivan has a Type A personality—he always likes to be busy accomplishing something. Because of this, he tends to be a good performer at work. 2. Henry's job is extremely high risk and he sometimes has a hard time focusing on his work because he's too busy worrying about his safety. 3. Rachel's boss always goes the extra mile to be sure his employees have what they need to be successful. Her boss' dedication to his employees makes Rachel want to do a great job. 4. Camila has a natural gift for math and numbers, and her work performance at her accounting firm is top notch. 5. Nudara is driven to excel in her leadership role because she has a high need for power. 6. Hakeem's engineering job is extremely motivating because it allows him to constantly switch projects and use a variety of his many skills and talents. 7. Keenan cares quite a bit about accuracy and will thus stay at work for as long as it takes to be sure all of his reports are precise before he submits them. 8. Viola and her coworkers pretty much all earn the same pay regardless of their performance. This makes it hard for Viola to want to put her heart and soul into her work.

1. Personal factor Correct 2. Contextual factor 3. Contextual factor 4. Personal factor Correct 5. Personal factor Correct 6. Contextual factor 7. Personal factor Correct 8. Contextual factor

1. Employee monthly salaries 1 2. Company-provided benefits such as health insurance and pension plans 3 3. A workplace that provides a close-knit, family culture 4 4. Employees receive personal, hand-written notes from their supervisors to recognize exemplary work. 5 5. Employees feel that they are able to reach their full potential on the job. 2

1. Physiological need 2. Safety need 3. Love need 4. Esteem need 5. Self-actualization need

1. In this plan, the company distributes a percentage of its profits to employees. 2. This plan bases your pay on your actual work results. It is also known as merit pay. 3. This plan distributes savings to groups of employees who helped to reduce the organization's costs and increase its productivity. 4. With this plan, employees are motivated to work harder to increase the company's stock price so that they can obtain it at a cheaper price. 5. This plan uses cash awards on top of an employee's regular salary for achievement of specific objectives. 6. A company wants to be more efficient, so it has a team of workers generate a plan to cut costs and increase productivity. The team is promised a reward of 50 percent of any cost savings their plan generates. 7. This plan ties employee compensation to the number of degrees or job-relevant skills each employee earns. It is also known as skill-based pay. 8. If an employee reaches a certain goal, the employee is able to earn an additional $10,000 at the end of the year in addition to their normal salary. 9. An employee-owned supermarket incentivizes its workers by promising to give 10 percent of the company's annual pretax profits back to them. 10. An auto salesperson receives a 25 percent commission on each and every vehicle he or she sells. 11. High school teachers who have a master's degree earn more than high school teachers who only have a bachelor's degree. 12. A company gives its executives the right to purchase 500 shares of company stock at a future date for a discounted price.

1. Profit sharing 2. Pay for performance 3. Gainsharing 4. Stock options 5. Bonuses 6. Gainsharing 7. Pay for knowledge 8. Bonuses 9. Profit sharing 10. Pay for performance 11. Pay for knowledge 12. Stock options

1. Akon feels bored on the job because his current role doesn't require him to use many of his most valuable abilities. 2. Quinton feels a sense of pride in their work because they know they are making a positive difference in the world. 3. Eliyahu is responsible for several important steps in the production process and enjoys seeing how his work contributes to a final product. 4. Dru sometimes wonders if what she does at work every day even matters in the grand scheme of things. 5. As a computer programmer, Maria knows almost instantly if one of her work projects has been successful. 6. Farren works on a single part of the assembly process and never sees how their work contributes to the finished product. 7. Laszlo enjoys having the freedom to work on tasks at times of the day that are most convenient for him. 8. Juniper is excited that she gets to employ a wide range of her talents at her job. 9. Paola has little choice in how to accomplish her work tasks—her company employs strict process control. 10. Jim doesn't have a good idea of whether they are doing a good job until their end-of-year performance review.

1. Skill Variety Correct 2. Task Significance Correct 3. Task Significance Correct 4. Task Significance Correct 5. Feedback Correct 6. Task Identity Correct 7. Autonomy Correct 8. Skill Variety Correct 9. Autonomy Correct 10. FeedbackCorrect

1. The extent to which a job requires a person to use a wide range of different skills and abilities 2. The extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end 3. The extent to which a job affects the lives of other people, whether inside or outside the organization 4. The extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them 5. The extent to which workers receive clear, direct information about how well they are performing the job

1. Skill variety 2. Task identity 3. Task significance 4. Autonomy 5. Feedback

1. Desire is created to get things like food or water. 2. You search for ways to get things like food or water. 3. You make a choice for how to get things like food or water. 4. These can be either intrinsic or extrinsic. 5. Information tells you whether your choices worked or not.

1. Unfulfilled need 2. Motivation 3. Behaviors 4. Rewards 5. Feedback

The team raises concerns about the volume of bags they have compared to smaller regional airports. Specifically, Sophia mentions that they have to work just as hard, if not harder, than crews at smaller airports, but are held to the same margin of error. Which of the following best portrays what Sophia is feeling?

negative inequity

1. Ryo is not very excited about meeting his performance goals this quarter because he has compared his goals to his coworker's goals and doesn't feel they are equitable. 2. Lucy wants to attend training before she takes on a new job role. 3. At this time in his life, Mateo would rather have more time off than he would a bonus check. 4. Thu could care less about meeting her goals this quarter because the reward is a $500 Omaha Steaks gift card and Thu is a vegetarian. 5. Darius isn't confident about tackling a new project because he's not at all familiar with the software platform. 6. Catalina knows that she will receive a huge year-end bonus if she meets her sales goals. 7. Madison is going to try really hard to succeed at her project because she has a high need for achievement. 8. Adnan's boss dangles rewards in front of employees as performance incentives, but sadly Adnan knows that even when employees perform well, most of them never see any actual rewards.

1. Does not apply 2. Expectancy 3. Valence 4. Valence 5. Expectancy 6. Instrumentality 7. Does not apply 8. Instrumentality

Based on goal-setting theory, which of the following is true of the SkyBlue incentive plan?

The goals are specific.

The goal seems to be a nonstarter for the team as they have never mishandled fewer than 200 bags, let alone hitting the goal of 100 bags. Based on expectancy theory, this is a(n) ________ problem.

expectancy

In equity theory, inputs usually refer to

experience

If an employee is feeling negative inequity due to less pay than a comparable other, they are most likely to do all of the following except

increase their efforts.

Lucas is concerned that even if he puts forth effort and performs as expected, there are other individuals (i.e., flight crew, gate agents, etc.) who can still cause the on-time performance goal not to be met. Based on expectancy theory, which of the following is most closely related to Lucas's concern?

instrumentality

Joe has the same qualifications (education and experience) as Chelsea, and they work for the same company. Joe finds out that Chelsea is earning a higher salary than him, even though they both do the same job. Based on equity theory, what is Joe most likely to experience?

negative inequity

In equity theory, outputs usually refer to

recognition.

Sophia mentions that $250 is not even 1 percent of her salary and she does not seem motivated by the amount of the bonus. Based on expectancy theory, Sophia's lack of motivation can be attributed to which of the following?

valence