Chapter 12: Assignment: Motivating Employees

(PENDING LOOK AT CHART OF 3 PEOPLE) These employee assignments show a job design strategy of xxx A-enrichment B-extinction C-simplification D-rotation

A

Dion was excited to move from part-time to full-time status because now he would get health benefits for himself and his family. A-Extrinsic B-Intrinsic

A

Management at Work Imagine that you work as an accountant in the corporate offices of Chevral, a large energy company. One day, your manager, Ruth, announces a new performance management and compensation system—from now on, people will be evaluated based on whether they have met the goals that they set at the beginning of the year. Shortly after the meeting with Ruth, you are standing in the hallway when you see Becky, your best friend in the accounting department. She looks upset. YOU: Becky, where are you going? You look like you're really angry. BECKY: I'm going to Human Resources! And you're absolutely right, I'm angry! Have you heard about that stupid new performance management system? YOU: What about it? BECKY: I can't believe it! Now our pay depends on meeting goals! Doesn't effort count for anything anymore? I have the same goals that Suki does, and I have to work twice as hard to meet them! My inputs are much higher than hers, and Ruth knows it! But Suki's getting the exact same outcomes as I am! YOU: Wow, that sounds like a really xxx situation. What are you going to do? A-Inequitable B-Equitable

A

Needs Hierarchy Self-Actualization Needs Esteem needs xxx-(here) xxx xxx A-Belongingness Needs B-Physiological Needs C-Safety Needs

A

Organizations increase xxx by sharing information with employees at all levels and giving them the authority to make decisions. A-empowerment B-hygiene factors C-Valence D-Behavior modification

A

Rosangel, your manager, wants everyone to like her, so she brings lunch for everyone in the office on Fridays. A-Affilation B-Achievement C-Power

A

The job characteristics model is most effective in economically xxx countries. A-advantaged B-disadvantaged

A

What can you expect as a result of your job design strategy? A-Increased long-term employee satisfaction B-Increased job challenge C-Increased worker autonomy D-Increased job variety

A

What can you expect as a result of your job design strategy? A-Increased worker autonomy B-Increased long-term employee satisfaction C-Increased job variety D-Increased job challenge

A

What can you expect as a result of your job design strategy? (2) A-Increased job challenge B-Increased job variety C-Increased worker autonomy D-Increased long-term employee satisfaction

A

Which of the following purposes for meeting with a staff member could be motivational? (3) A-To correct misperceptions around equity B-To set specific, challenging goals C-To use extinction on an undesirable behavior D-To fulfill the need for belongingness

A

While on the subject of Becky (PENDING STATEMENT) Based on the preceding conversation, what could Becky do to improve her situation? (1) A-Put less effort into her work B-Ask for more work C-Request a salary increase D-Leave the job

A

Lelani really likes her new boss. During a meeting last month, the boss outlined specific goals for Lelani to meet, which excited Lelani. But now Lelani isn't sure how well she is doing in terms of meeting the goals, so she is not very motivated. A-Goal Difficulty B-Feedback C-Goal Acceptance D-Goal Specificity

B

Which of the following do the largest percentage of highly engaged employees experience? A-Being praised recently B-Being able to do your best every day C-Having a best friend at work D-Feeling like your opinions count at work

B

Which of the following purposes for meeting with a staff member could be motivational? (2) A-To correct misperceptions around equity B-To fulfill the need for belongingness C-To set specific, challenging goals D-To use extinction on an undesirable behavior

B

Bob Hanson emphasizes that sending MBSC employees to seminars on a regular basis is highly motivating. It's possible that for some employees, having to attend seminars is a burden. However, for an employee like Marco, who was excited when he found out he could major in strength and conditioning in college, having the opportunity to further their professional development is a major source of satisfaction and it motivates him to work hard for MBSC. Professional development is described in different ways by different theories of motivation. If Bob and Mike were analyzing how they motivate their employees in terms of two-factor theory, which of the following would be true? A=Employees with a high need for achievement would find the opportunity to learn advanced skills at seminars very motivating, while those with a high need for affiliation or power would be less motivated by seminars. B-Attending seminars could meet an employee's need for self-actualization, but this would be motivating only if pay, job security, inclusion, and recognition needs were also met. C-Learning at seminars could meet an employee's need for growth, and if the employee were not allowed to attend seminars, then he or she might desire greater participation at work or more pay. D-The recognition and autonomy offered by attending seminars would result in satisfaction, but employees might also be dissatisfied if pay were poor or their ideas were not valued.

D

If a manager has a xxx, the manager's primary desire is to establish and maintain warm relationships and to be liked. The need for power is a desire to influence others, and the need for achievement is a desire to be very good at one's job. A-need for achievement B-need for self-actualization C-need for power D-need for affiliation

D

Danny, a farmer, works all night harvesting crops because he wants to bring the freshest possible produce to market. A-Achievement B-Affiliation C-Power

A

LinkedIn established an open-ended vacation policy to empower employees to choose how much time to take off from work. If LinkedIn wanted to take other actions to empower its workforce, which of the following should it consider? (2) A-Establish procedures so that employees have all decisions checked and approved by at least one manager. B-Provide employees with information about company financial performance. C-Reward employees based on organizational performance. D-Make sure employees have the training necessary to maximize their capability.

A

Model of motivation 3-xxx Satisfy needs; intrinsic or extrinsic rewards. A-Rewards B-Need C-Behavior

A

Researchers who ask "What do people want to get when they take action?" are investigating xxx of motivation. A-process theories B-the equity theory C-content theories D-the expectancy theory

C

Vonda is frustrated with her manager, Glenda. Last week, when Vonda asked about Glenda's expectations, Glenda said, "Just do your best." But Vonda doesn't know exactly what to do, and as a result, she isn't very motivated. A-Goal Acceptance B-Goal Difficulty C-Goal Specificity D-Feedback

C

When a manager uses xxx to increase motivation, the manager is seeking to change job characteristics, such as the skill involved and the meaningfulness of the work, in such a way that both employee satisfaction and productivity will improve. A-inequity B-extrinsic reward C-work redesign D-flexible work schedule

C

While on the subject of Becky (PENDING STATEMENT) Based on the preceding conversation, what could Becky do to improve her situation? (2) A-Put less effort into her work B-Ask for more work C-Request a salary increase D-Leave the job

C

A baker who designs, bakes, and frosts her own cakes is high on this dimension, but the assembly line worker who installs door handles all day is low. A-feedback B-growth-need strength C-knowledge of results D-task identity

D

By facilitating positive relationships with employees and helping employees develop good relationships with each other, a manager promotes xxx A-learning and growth B-meaningfulness C-team-based bonuses D-connectedness

D

A doctor who can decide what medications a patient will be given is high on this dimension, whereas a nurse who must follow a doctor's orders is low. A-Skill variety B-Autonomy C-Feedback D-Task identity

B

Hyeon was highly committed to his job because it gave him the opportunity to learn the entire suite of Adobe creative tools. A-Extrinsic B-Intrinsic

B

Which of the following statements are true? (1) A-Taking away something negative can act as a positive reinforcer. B-Nonfinancial incentives are just as effective as financial incentives in changing behavior. C-Offering people regular reinforcement for desired behaviors at work guarantees increased long-term productivity. D-When people are rewarded for behavior, the satisfaction they get from doing the work increases.

B

According to xxx, a manager who works with employees to develop performance expectations that are specific, measurable, attainable, relevant, and time bound will see performance improve. A-goal-setting theory B-equity theory C-ERG theory D-expectancy theory

A

High Internal work motivation High-quality work performance High satisfaction with the work low absenteeism and turnover --repeats Employee Growth-Need Strength -- A-Personal and Work Outcomes B-Core Job Dimensions C-Critical Psychological States

A

On the subject of Marco and his feelings about his job They could increase Marco's motivation by: A-Telling Marco he has more expertise than any other trainer at the gym B-Confirming that if more clients sign up with Marco, he'll get a bonus at the end of the year C-Giving Marco the job title "Director of Strength and Conditioning" D-Reviewing fitness data on Marco's clients that show his work has been improving their health

D

Needs Hierarchy Self-Actualization Needs Esteem needs xxx xxx-(2) xxx A-Safety Needs B-Physiological Needs C-Belongingness Needs

A

LinkedIn established an open-ended vacation policy to empower employees to choose how much time to take off from work. If LinkedIn wanted to take other actions to empower its workforce, which of the following should it consider? (1) A-Establish procedures so that employees have all decisions checked and approved by at least one manager. B-Provide employees with information about company financial performance. C-Reward employees based on organizational performance. D-Make sure employees have the training necessary to maximize their capability.

B

Lukas believed that his company's merit pay system would reward him with a higher salary if he worked harder than other employees. His desire to work hard could be explained by the xxx of motivation. A-ERG theory B-equity theory C-expectancy theory D-goal-setting theory

B

Management at Work Imagine that you work as an accountant in the corporate offices of Chevral, a large energy company. One day, your manager, Ruth, announces a new performance management and compensation system—from now on, people will be evaluated based on whether they have met the goals that they set at the beginning of the year. Shortly after the meeting with Ruth, you are standing in the hallway when you see Becky, your best friend in the accounting department. She looks upset. YOU: Becky, where are you going? You look like you're really angry. BECKY: I'm going to Human Resources! And you're absolutely right, I'm angry! Have you heard about that stupid new performance management system? YOU: What about it? BECKY: I can't believe it! Now our pay depends on meeting goals! Doesn't effort count for anything anymore? I have the same goals that Suki does, and I have to work twice as hard to meet them! My xxx are much higher than hers, and Ruth knows it! But Suki's getting the exact same outcomes as I am! YOU: Wow, that sounds like a really inequitable situation. What are you going to do? A-Outcomes B-Inputs

B

Model of motivation 1-xxx Creates desire to fulfill needs (money,friendship,recognition,achievement) A-Rewards B-Need C-Behavior

B

Needs Hierarchy Self-Actualization Needs Esteem needs xxx xxx xxx-(B) A-Belongingness Needs B-Physiological Needs C-Safety Needs

B

Nonprofit organizations often cannot offer employees salaries equal to those at for-profit businesses, so they offer other xxx such as generous unpaid leave days and high-status job titles. A-intrinsic rewards B-extrinsic rewards C-high-level rewards D-negative reinforcements

B

Skill varitey Task Identity Task significane Autonomy Feedback A-Personal and Work Outcomes B-Core Job Dimensions C-Critical Psychological States

B

What can you expect as a result of your job design strategy? (1) A-Increased worker autonomy B-Increased job variety C-Increased job challenge D-Increased long-term employee satisfaction

B

Experienced meaningfulness of the work Experienced responsibility for outcomes of the work Knowledge of teh actual results of the work activities A-Personal and Work Outcomes B-Core Job Dimensions C-Critical Psychological States

C

If an employee comes in late to work, his or her manager may dock the employee's pay. This is a xxx designed to discourage this behavior. A-Avoidance learning B-Avoiding learning C-Punishment D-Extinction

C

LinkedIn established an open-ended vacation policy to empower employees to choose how much time to take off from work. If LinkedIn wanted to take other actions to empower its workforce, which of the following should it consider? (3) A-Provide employees with information about company financial performance. B-Make sure employees have the training necessary to maximize their capability. C-Reward employees based on organizational performance. D-Establish procedures so that employees have all decisions checked and approved by at least one manager.

C

Model of motivation 2-xxx Results in actions to fulfill needs A-Rewards B-Need C-Behavior

C

One day, Marco says, "I'm working hard with my clients and I know what I'm doing. However, I'm not sure the workouts are making a difference in their lives, and that's what really makes me feel good about coming to work." In response, Mike and Bob should address xxx A-Valance B-extrinsic rewards C-performance to outcome expectancy D-effort to performance expectancy

C

Management at Work Imagine that you work as an accountant in the corporate offices of Chevral, a large energy company. One day, your manager, Ruth, announces a new performance management and compensation system—from now on, people will be evaluated based on whether they have met the goals that they set at the beginning of the year. Shortly after the meeting with Ruth, you are standing in the hallway when you see Becky, your best friend in the accounting department. She looks upset. YOU: Becky, where are you going? You look like you're really angry. BECKY: I'm going to Human Resources! And you're absolutely right, I'm angry! Have you heard about that stupid new performance management system? YOU: What about it? BECKY: I can't believe it! Now our pay depends on meeting goals! Doesn't effort count for anything anymore? I have the same goals that Suki does, and I have to work twice as hard to meet them! My inputs are much higher than hers, and Ruth knows it! But Suki's getting the exact same xxx as I am! YOU: Wow, that sounds like a really inequitable situation. What are you going to do? A-Outcomes B-Inputs

A

Don is assigned to train Lars, a new computer programmer. Lars is engaged in vicarious learning when he watches Don work; Lars observes a customer thank Don for fixing a bug in a program right away and hears their supervisor give Don a prestigious assignment, saying "Don, I've giving you this task because you're the best in the department." A-empowerment B-vicarious learning C-job enrichment

B

Johan, a business analyst, appreciated the regular feedback he got from his supervisor about how he could improve. A-Extrinsic B-Intrinsic

B

Recently, your employee Greg has developed the annoying habit of chatting with you while you are trying to work. You want Greg to stop this, so when he comes into your office, you don't look up, and when he talks to you, you don't respond. In reinforcement theory terms, you are using xxx to modify Greg's behavior. A-a postive reinforcer B-extinction C-extinction D-avoidance learning

C

Which of the following statements are true? (2) A-Offering people regular reinforcement for desired behaviors at work guarantees increased long-term productivity. B-Nonfinancial incentives are just as effective as financial incentives in changing behavior. C-Taking away something negative can act as a positive reinforcer. D-When people are rewarded for behavior, the satisfaction they get from doing the work increases.

C

Management at Work At Mayflower & Juneberry, a garden supply store, buyers need to keep abreast of the latest landscaping trends and order each season's merchandise in time for it to be on the shelves when customers want it. If customers visit the store and don't find what they want, they will try one of many local competitors or online retailers. The data show that when customers have a good experience elsewhere, they usually don't come back to Mayflower & Juneberry. Which of the following management actions would most motivate these employees? A-Share quarterly sales results with buyers after the results have been tabulated so buyers know how successful they were. B-Set easy goals so that buyers can always feel as though they are meeting them. C-Share customer satisfaction ratings with the sales clerks who have one-on-one contact with customers but do not share this information with the buyers. D-Give buyers a goal of ordering each season's merchandise by a particular date; then give them daily feedback about what percentage of the upcoming season's merchandise has been ordered.

D

While on the subject of Becky (PENDING STATEMENT) Based on the preceding conversation, what could Becky do to improve her situation? (3) A-Put less effort into her work B-Ask for more work C-Request a salary increase D-Leave the job

D