management 12 (22.73/25)

There are two different approaches to job design. The traditional approach to job design is to fit people to the jobs; the modern way is to fit the jobs to the people.

true

Governor Asa Hutchinson announced that nurses in Arkansas would receive a $1,000 monthly bonus payment during the pandemic, and that number would double to $2,000 if they worked in a facility with a confirmed case of COVID-19. If nurses value adequate personal protective equipment (PPE) over additional compensation, Hutchinson's plan may not be successful based on the ______ component of expectancy theory.

valence

When one department store authorized thousands of its sales clerks to handle functions normally reserved for store managers, such as handling merchandise-return problems and approving customers' checks, the store implemented a job ________ technique.

enrichment

Margot is a third grade teacher who spends time each afternoon tutoring students who need a little extra guidance. Margot also volunteers to read to the residents at a nursing home. Margot seems to seek ________ rewards.

intrinsic

Job enlargement enables workers to focus on doing more of the same task to increase productivity.

false

Based on Herzberg's two-factor theory, personal protective equipment (PPE) for health care workers on the front lines is a(n) ______ factor.

hygiene

Despite all the challenges they faced, thousands of health care workers continued coming into work because they had a job to do and lives to save. What type of motivation and associated rewards does this portray?

intrinsic

Content and process are perspectives on

motivation

Assume that ER nurses in New York City were responsible for 25+ patients on each shift during the pandemic while ER nurses in smaller cities only had four or five patients per shift. Both groups of nurses had equivalent backgrounds, received comparable compensation, and had similar working conditions. Based on equity theory, the New York City nurses would be feeling

negative inequity.

The case mentions that many health care workers are overwhelmed as they are working long hours. Assume that hospital management agrees to relax the requirement that workers pick up weekend shifts for those that are the best performing. What type of reinforcement does this portray?

negative reinforcement

According to the simple model of motivation, what is the next step after you choose a type of behavior you think might satisfy the need?

rewards

The reinforcement perspective on motivation focuses on how behavioral consequences serve to modify future behaviors. This activity is important because managers with knowledge of the different types of behavior modification are better equipped to use these tools to motivate their employees' behavior. The goal of this activity is to challenge your knowledge of the different types of behavior modification. Select the type of behavior modification each item best exemplifies. If an item does not relate to a type of behavior modification, select "Does not apply."

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. Negative reinforcement 2. A behavior is more likely to be repeated in the future because it is ignored. Extinction Incorrect 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. Positive reinforcement 4. A behavior is less likely to be repeated in the future because it isn't given any attention. Extinction 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. Punishment 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. Negative reinforcement 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. Negative reinforcement Incorrect 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. Does not apply 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. Extinction 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. Positive reinforcement 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. Negative reinforcement Incorrect 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. Does not apply

The job characteristics model consists of five (5) core job characteristics that affect work outcomes through three critical psychological states. This activity is important because managers can use their knowledge of the job characteristics model to increase employee motivation, performance, and job satisfaction. The goal of this activity is to test your understanding of the five core job characteristics in the job characteristics model. Read the short examples of jobs that have either high or low levels of various core job characteristics. Then, match each example to the core job characteristic that it best describes.

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

Herzberg theorized that there are two types of factors that are responsible for our satisfaction or our dissatisfaction at work. These are known as motivating factors and hygiene factors. This activity is important because employee engagement is declining in developed countries across the globe, and managers should be aware of the factors that can keep employees feeling satisfied and engaged at work. The goal of this activity is to challenge your knowledge of Herzberg's Two Factor Theory. Determine whether the items listed below are a hygiene factor or a motivating factor.

1. Lower-level needs Hygiene Factors 2. Related to job context - working conditions Hygiene Factors 3. Related to satisfaction Motivating Factors 4. Higher-level needs Motivating Factors 5. Related to dissatisfaction Hygiene Factors 6. Related to job content - what you do Motivating Factors 7. An example is responsibility Motivating Factors 8. An example is interpersonal relationships Hygiene Factors

What are the things that will motivate my employees and make them satisfied with their jobs? These questions are the focus of the following four theories: Maslow's hierarchy of needs, McClelland's acquired needs theory, Deci and Ryan's self-determination theory, and Herzberg's two-factor theory. This activity is important because managers can use a knowledge of these theories to craft jobs, work environments, and managerial strategies that increase the likelihood that their employees will be motivated and satisfied on the job. The goal of this activity is to challenge your knowledge of the needs and satisfaction theories of motivation. For each item, select the theory of motivation that its description best represents.

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. Deci and Ryan's Self-Determination Theory 2. Focuses on needs such as love, esteem, physiological needs, safety, and self-actualization Maslow's Hierarchy of Needs 3. Focuses on needs such as power, affiliation, and achievement McClelland's Acquired Needs Theory 4. Focuses on the three needs of relatedness, competence, and autonomy Deci and Ryan's Self-Determination Theory 5. An employee continues working at a job because it allows him to put a roof over his family's head. Maslow's Hierarchy of Needs 6. Focuses on motivating and hygiene factors in a job Herzberg's Two-Factor Theory 7. An employee seeks out a promotion because it will allow him or her to have authority over more workers. McClelland's Acquired Needs Theory 8. An employee hates going to work because the air conditioner has been broken for weeks and it is extremely hot in the office. Herzberg's Two-Factor Theory

Organizational justice is concerned with the extent to which people believe they are receiving fair treatment at work. The three main components of organizational justice are distributive, procedural, and interactional. This activity is important because a knowledge of justice theories will allow managers to better understand their employees' concerns and will equip them to better motivate workers. The goal of this activity is to challenge your knowledge of the three forms of organizational justice. Listed below are questions that an employee might ask. Select the form of organization justice that each question pertains to. If a question does not pertain to a form of organizational justice, select "Does not apply."

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

Self-management is about (1) knowing who you are and what you want to accomplish in your life, and (2) making these things happen. This activity is important because self-management skills improve your ability to communicate with others, make good decisions, budget your time, and stay healthy. The goal of this activity is to challenge your knowledge of the six principles of self-management. For each item, select the principle of self-management that the example best represents.

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. Break your wildly important goal into short-term goals Incorrect 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. Work the plan, reward yourself, and adjust as needed 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. Break your wildly important goal into short-term goals 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. Create a time schedule Incorrect 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. Create a time schedule 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." Create a to-do list for accomplishing your short-term goals 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. Prioritize the tasks 8. Hugo invests in a budgeting software program that allows him to consistently eye his progress toward his goals. Work the plan, reward yourself, and adjust as needed Incorrect 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. Create a to-do list for accomplishing your short-term goals Incorrect 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. Prioritize the tasks Incorrect 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 achieve her goal of earning tenure. Identify your wildly important long-term goal Incorrect 12. Manara wants to get enough high-level publications over the next 5 years to earn tenure at her university. Identify your wildly important long-term goal

Hourly wages and weekly/monthly salaries are fairly standard and easy for organizations to administer. But these plans alone do not generate a great deal of employee incentive to work hard. This is where incentive compensation plans come in. These plans use various methods to boost employee motivation and overall performance. This activity is important because managers need to understand the characteristics of the best incentive plans if they are to use these plans to generate employee motivation and performance. The goal of this activity is to challenge your understanding of the different types of popular incentive compensation plans. Determine which incentive compensation plan each scenario best represents.

1. In this plan, the company distributes a percentage of its profits to employees. Profit sharing 2. This plan bases your pay on your actual work results. It is also known as merit pay. Pay for performance 3. This plan distributes savings to groups of employees who helped to reduce the organization's costs and increase its productivity. Gainsharing 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. Stock options 5. This plan uses cash awards on top of an employee's regular salary for achievement of specific objectives. Bonuses 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. Gainsharing 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. Pay for knowledge 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. Bonuses 9. An employee-owned supermarket incentivizes its workers by promising to give 10 percent of the company's annual pretax profits back to them. Profit sharing 10. An auto salesperson receives a 25 percent commission on each and every vehicle he or she sells. Pay for performance 11. High school teachers who have a master's degree earn more than high school teachers who only have a bachelor's degree. Pay for knowledge 12. A company gives its executives the right to purchase 500 shares of company stock at a future date for a discounted price. Stock options

Motivation works in a very complex fashion and results from a combination of both personal and contextual factors. This activity is important because managers must understand the different factors that impact their employees' motivation. The goal of this activity is to challenge your knowledge of the personal and contextual factors that affect work motivation. For each item, determine if the scenario represents a personal or a contextual factor of motivation.

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. Personal factor 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. Contextual factor 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. Contextual factor 4. Camila has a natural gift for math and numbers, and her work performance at her accounting firm is top notch. Personal factor 5. Nudara is driven to excel in her leadership role because she has a high need for power. Personal factor 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. Contextual factor 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. Personal factor 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. Contextual factor

According to expectancy theory, motivation involves the relationship between your effort, your performance, and the desirability of the outcomes (such as pay or recognition) you receive for your performance. These relationships are affected by three elements—expectancy, instrumentality, and valence. For your motivation to be high, you must have a high level of all three of these elements. If any element is low, motivation decreases. This activity is important because the underlying logic of expectancy theory is understandable and applicable for managers, and the theory has received a great deal of research support for its use as a motivational tool. The goal of this activity is to challenge your knowledge of the expectancy theory of motivation. For each person, select the element of expectancy theory that his or her scenario best exemplifies. If a scenario does not relate to an element of expectancy theory, select "Does not apply."

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. Does not apply 2. Lucy wants to attend training before she takes on a new job role. Expectancy 3. At this time in his life, Mateo would rather have more time off than he would a bonus check. Valence 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. Valence 5. Darius isn't confident about tackling a new project because he's not at all familiar with the software platform. Expectancy 6. Catalina knows that she will receive a huge year-end bonus if she meets her sales goals. Instrumentality 7. Madison is going to try really hard to succeed at her project because she has a high need for achievement. Does not apply 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. Instrumentality

Managers use a number of techniques to motivate employees. One of these includes using rewards, which can be either extrinsic or intrinsic. This activity is important because managers can use both types of rewards to motivate employees and should understand the types of rewards that are most motivating to each of their employees. The goal of this activity is to challenge your understanding of extrinsic and intrinsic rewards. Determine whether the items listed below are an extrinsic reward or an intrinsic reward.

1. You received a $100 gift card to your favorite restaurant after being named employee of the quarter. Extrinsic reward 2. Winning employee of the month made you feel that you were special and that your work was valued. Intrinsic reward 3. When you got to work yesterday there was a note on your desk thanking you for your dedication. This made you feel satisfied with your work. Intrinsic reward 4. You use the free employee financial advisor regularly, and each time you do, you feel good about choosing to work there. Intrinsic reward 5. You get to use the best parking spot as a reward for being this month's star employee. Extrinsic reward 6. Your new promotion includes a fancy title, which makes you feel like you are valued in your job. Intrinsic reward 7. Your favorite perk at your company is the complimentary membership to your local health club—it would otherwise be really expensive to join. Extrinsic reward 8. You moved to a bigger, much nicer office when you got promoted. Extrinsic reward

Motivation is defined as the psychological processes that arouse and direct our goal-directed behavior. Motivation is a multifaceted, complex phenomenon, but even so it can be illustrated through a fairly simple model. This activity is important because it is imperative that managers understand the process of motivation if they are to guide their employees in accomplishing organizational objectives. The goal of this activity is to challenge your knowledge of the simple model of motivation. Match each item to the component of the simple model of motivation that it best depicts. 1. Feedback 2. Unfulfilled need 3. Behaviors 4. Rewards 5. Motivation

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

Needs are defined as physiological or psychological deficiencies that arouse behavior. Maslow's hierarchy of needs theory proposes that people are motivated by five levels of need: physiological, safety, love, esteem, and self-actualization. This activity is important because Maslow's theory highlights to managers that workers have needs beyond just earning a paycheck. The goal of this activity is to challenge your knowledge of Maslow's hierarchy of needs as it relates to employee motivation. Match each description to the correct level of Maslow's hierarchy that the item best depicts. 1. Self-actualization need 2. Love need 3. Physiological need 4. Esteem need 5. Safety need

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

Managers use job design when they suspect that the type of work employees are performing, or the characteristics of the work environment are causing motivational problems. This activity is important because managers need to understand how to properly align job characteristics with desired employee work outcomes. The goal of this activity is to challenge your knowledge of the basic components of the job characteristics model. Match each item to the core job characteristic that it describes. 1. Task significance 2. Task identity 3. Feedback 4. Autonomy 5. Skill variety

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

Which of the following is a motivating factor according to Herzberg's two-factor theory?

the work itself