Chapter 6 2 In the process of trying to improve your employee's behavior

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42)

LaTasha is a high performer. Recently, her organization has begun to provide recreational facilities,

an on–site day care, and stock options for all employees. What is wrong with these new programs?

Will they likely motivate LaTasha to a higher level of performance?

42)

Yes, they will motivate her. Everyone likes on–site day care.

No, they won’t motivate her. They are too closely tied to her performance for her to be

comfortable about the reward.

Yes, they will motivate her. The fact that she is a high performer shows that she will

appreciate stock options.

No, they won’t motivate her. They are group rewards not tied to her performance.

43)

According to the hierarchical needs model, needs are organized into which hierarchy?

43)

Physiological, safety, belongingness, esteem, and self–actualization

Esteem, relatedness, and growth

Esteem, reinforcement, and self–actualizing

Existence, reinforcement, and growth

44)

Five core job characteristics are most strongly related to job satisfaction. Which of the following is

one of those characteristics?

44)

Job rotation

Instrumentality

Task enlargement

Social interaction

Feedback

45)

In the process of trying to improve your employee’s behavior, you say to her, “What I’d like to see

you do is contact each of your clients personally before you begin to enforce a policy change. That

way, no one is surprised. Will you do that next time?” Which of the guidelines for improving

behavior have you just followed?

45)

Redirect

Reprimand

Reinforce

Recapitulate

46)

The financial officer at Stocks R Us demands that his brokers take risk in their stock suggestions.

Recently, he had to reduce the portfolio of a broker who missed the mark on a stock (the stock went

down). “I must punish undesirable behaviors,” he thought to himself. What will the financial

officer’s actions do?

46)

Reinforce undesirable behaviors in his brokers

Reinforce to his brokers that he ignores stock suggestions

Indicate to his brokers that he supports new ideas

Reinforce his brokers’ belief that taking a risk pays off

47)

What is an overall conclusion related to motivation?

47)

The employee’s satisfaction is more important than performance to the manager.

The employee’s performance is more important than satisfaction to the manager.

Theory X is the appropriate theory for motivation.

Both the employee’s satisfaction and performance should be of equal importance to the

manager.

48)

Gale works for 2 hours and earns $30. Allison also earns $30, but for 3 hours of work. Equity theory

predicts which of the following might happen when Gale and Allison become aware of each other’s

earnings?

I. Gale will ask for a raise

II. Allison will reduce her effort

III. Gale will reduce her effort

IV. Allison will ask for a raise

V. Allison will perceive an inequity

48)

II only

All but IV

II, IV, and V

I, II, and III

I and IV

49)

The situation has high task structure, the employees have experience, and there are strong group

norms. What would be the appropriate management involvement?

49)

More involved; high involvement is necessary and expected.

Less involved; high involvement is not necessary or expected.

Be involved; high involvement is necessary and expected.

Involved in the details of employees’ job performance.

50)

A manager remarks, “No matter how many external rewards we give our employees, if they find

the work to be uninteresting and unfulfilling, performance will suffer.” Should you agree or

disagree with your boss?

50)

Agree

Disagree

Not enough information to decide

51)

You received your Ph.D. from a prestigious state university that had competitive admissions,

where students graduated in the top 10 percent of their high school class, and where both students

and teachers had high expectations for the student. You now teach at an open admissions school.

Students here graduated anywhere from the bottom 10 percent to the top 10 percent. What

expectations should you have for these students?

51)

Lower, they obviously are less intelligent

Lower, they graduated lower in their high school class (on average anyway)

The same as, the past is the past; high expectations generate high performance

Lower, high expectations could be too challenging and prove to be frustrating

52)

Which of the following job changes results in increased autonomy, task identity, and feedback?

52)

Identifiable work units

Loaded jobs horizontally

Open feedback channels

Established client relationships

53)

Your boss tells you, “People want to do a good job. Think about this. Do you know anyone who

takes a career job and says, ‘I think I’ll just sit here and not do any work until they tell me what to

do’? No, most people want to work and assume responsibility. So, why is it that people become

unmotivated?”

53)

Your boss has deteriorating ability.

Your boss has a Theory X outlook.

Your boss has a Theory Z outlook.

Your boss has a Theory Y outlook.

54)

When an employee does not perform at the level you had hoped, what steps (in order) should you

take to extinguish the unacceptable behavior and replace it with an acceptable one?

54)

Reprimand, redirect, reward

Question, redirect, reward

Ignore, reprimand, redirect

Redirect, reprimand, reward

55)

An employee’s performance is at a level that is not desirable. After reprimanding, what should you

do next?

55)

Ask questions to determine the cause.

Praise other aspects of the employee’s work.

Describe the behaviors you expect.

Identify the rewards the employee has missed out on.

56)

What does the rewarding approach to changing behavior involve?

56)

Linking desired behaviors with organizational values

Linking desired behaviors with manager–valued outcomes

Linking desired behaviors with employee–valued outcomes

Linking the right ways to do things with rewards

57)

An employee is late to work. This is her first time. What should you do first?

57)

Ignore her tardiness. It was just her first time.

Ask her why she was late.

Talk to her about how tardiness is not a behavior you accept.

Talk to her about her commitment to the organization.

58)

What should effective motivational programs do in terms of offering rewards?

58)

Make a distinction between workers based on effort

Not make a distinction between workers

Make a distinction between workers based on seniority

Make a distinction between workers based on performance regardless of effort

59)

When an employee feels that she was meant to do the work she is doing, and that she is serving an

important cause, this is called a(n)

59)

service orientation.

other orientation.

career orientation.

calling orientation.

TRUE/FALSE. Write ‘T’ if the statement is true and ‘F’ if the statement is false.

60)

Your boss believes in close supervision and that people really don’t want to work hard. He has a

Theory Z view.

60)

61)

In dealing with an employee that is performing below expectations, a manager should first

reprimand and then redirect the employee’s behavior.

61)

62)

Elise successfully led her team to reaching the weekly sales quota. Elise is likely to experience a

feeling of accomplishment, which is an intrinsic outcome.

62)

63)

In her job as customer service representative, Angela is tenacious in her efforts, but her overall

performance lacks creativity. Thus, Angela is committed to her job but exhibits low desire.

63)

64)

Greg typically returns late from his break periods. As Greg’s manager, you should first point out

how the behavior has impacted the work unit and then identify which behavior has caused the

problem.

64)

65)

There appears to be more violence in the workplace than ever before. Even some of the equipment

has been sabotaged. The imposing style of management could contribute to this situation.

65)

66)

To change a person’s ability, the manager should make sure resources are available for the job.

66)

67)

The first diagnostic question that must be asked by a supervisor of a poor performer is whether the

person’s performance deficiencies stem from lack of commitment or lack of motivation.

67)

68)

The level of involvement a manager utilizes should depend on the nature of the work and the

ability and experience of the employee.

68)

69)

The principal tools available for overcoming poor performance problems due to lack of ability are

resupply, retrain, refit, reassign, and release.

69)

70)

The more an employee can perform a complete job from beginning to end and the more the work

has a direct effect on the work of other people, the more the employee will view the job as

meaningful.

70)

71)

Ability equals aptitude multiplied by training and commitment.

71)

72)

Ignoring inappropriate behavior as a means of changing behavior often doesn’t work because the

nonresponse may be seen as positive reinforcement.

72)

73)

You have recently been promoted to a managerial position. One of your new peers comments,

“Sometimes you just have to ignore unacceptable behavior of your employees. That way, it just

goes away all by itself.” Based on the text, you should believe this is good advice.

73)

74)

Effective goal programs are specific, consistent, and provide feedback.

74)

75)

An example of a well–stated goal is “to reduce the average shipment period from five days to two

days by the end of the year.”

75)

76)

According to Murray’s manifest needs model, the needs of individuals in the workplace include the

needs for achievement, affiliation, and power.

76)

77)

When a supervisor analyzes the components of his or her subordinate‘s job and creates different

combinations of tasks, the manager has used the refitting option.

77)

78)

According to one perspective, the best way to change an individual’s behavior in the work

environment is to change his or her manager’s behavior.

78)

79)

The path–goal theory of leadership suggests that the level of managerial involvement in

subordinates’ tasks should depend on the manager’s view of what employees expect in terms of his

or her involvement.

79)

The path–goal theory of leadership suggests that the level of managerial involvement in

80)

To encourage Elaine’s initiative on the group project, her boss, Barry, should tell her that she alone

is totally responsible for her success.

80)

81)

Feelings of equity can be influenced by peer pressure.

81)

ESSAY. Write your answer in the space provided or on a separate sheet of paper.

82)

Elizabeth and George are talking about their work at Apex Manufacturing. They both perform the same job,

work the same number of hours, and are relatively equal in their performance levels. Elizabeth mentions to

George that she is making $18 per hour. George is surprised by this, because he is only making $16 per hour.

According to equity theory, what would you predict George’s reaction to be? What sort of behaviors might you

see from George?

83)

You are conducting a planning session with Mary Ellen, who reports to you. You’ve asked her to come prepared

with a personal goal for the next quarter. When you ask her to share her goal she says, “I want to put much

more effort into customer satisfaction.” How do you evaluate the effectiveness of Mary Ellen’s goal?

Electro Logic

Electro Logic (EL) is a small R&D firm located in a midwestern college town adjacent to a major university. Its primary

mission is to perform basic research on, and development of, a new technology called “Very Fast, Very Accurate” (VFVA).

Founded four years ago by Steve Morgan, an electrical engineering professor and inventor of the technology, EL is primarily

funded by government contracts, although it plans to market VFVA technology and devices to nongovernmental

organizations within the year.

The government is very interested in VFVA, as it will enhance radar technology, robotics, and a number of other

important defense applications. EL recently received the largest small–business contract ever awarded by the government to

research and develop this or any other technology. Phase I of the contract has just been completed, and the government has

agreed to Phase II contracting as well.

The organizational chart of EL is shown in Figure 6.

Current membership is 75, with roughly 88 percent in engineering. Heads of staff are supposedly appointed based on

their knowledge of VFVA technology and their ability to manage people. In practice, the president of EL hand picks these

people based on what some might call arbitrary guidelines: Most of the staff leaders were or are the president’s graduate

students. There is no predetermined time frame for advancement up the hierarchy. Raises are, however, directly related to

performance appraisal evaluations.

Working directly with the engineers are the technicians. These people generally have a high school degree, although

some also have college degrees. They are trained on the job, although some have gone through a local community college’s

program on microtechnology fabrication. The technicians perform the mundane tasks of the engineering department:

running tests, building circuit boards, manufacturing VFVA chips, and so on. Most are full–time hourly employees.

The administrative staff is composed of the staff head (with an MBA from a major university), accountants, personnel

director, graphic artists, purchasing agent, project controller, technical writers/editors, and secretaries. Most of the people in

the administrative staff are women. All are hourly employees except the staff head, personnel director, and project controller.

The graphic artists and technical writer/editor are part–time employees.

The facilities staff is composed of the staff head and maintenance personnel. EL is housed in three different buildings,

and the primary responsibility of the facilities staff is to ensure that the facilities of each building are in good working order.

Additionally, the facilities staff is often called upon to remodel parts of the buildings as the staff continues to grow.

EL anticipates a major recruiting campaign to enhance the overall staff. In particular, it is looking for more technicians

and engineers. Prior to this recruiting campaign, however, the president of EL hired an outside consultant to assess employee

needs as well as the morale and overall effectiveness of the firm. The consultant has been observing EL for about three weeks

and has written up some notes of her impressions and observations of the company.

Consultant’s Notes from Observations of Electro Logic

Facilities: Electro Logic (EL) is housed in three different buildings. Two are converted houses, and one is an old school

building. Senior managers and engineers are in the school, and others are scattered between the houses.

Meetings: Weekly staff meetings in the main building are held to discuss objectives and to formulate and review

milestone charts.

Social interaction: A core group of employees interact frequently on a social basis, for example, sports teams, parties. The

administration staff celebrate birthdays at work. The president occasionally attends.

Work allocation: Engineers request various tasks from the support staff, which consists of technicians and administrative

unit personnel. There is obviously some discretion used by the staff in assigning priorities to the work requests, based on

rapport and desirability of the work.

Turnover: The highest turnover is among administrative personnel and technicians. Exit interviews with engineers

indicate they leave because of the company’s crisis–management style, better opportunities for career advancement and

security in larger organizations, and overall frustration with EL‘s “pecking order.” Engineers with the most responsibility and

authority tend to leave.

Salary and benefits: In general, wages at EL are marginal by national and local standards. A small group of scientists and

engineers do make substantial salaries and have a very attractive benefits package, including stock options. Salaries and

benefits for new engineers tend to be linked to the perceived level of their expertise.

Offices and facilities: Only EL’s president, vice–president, and chief financial officer have their own offices. Engineers are

grouped together in “pods” by project assignment. There is very little privacy in these work areas, and the noise from the

shared printer is distracting. The head of administration shares a pod with the personnel director, facilities head, and the

project controller. One to three secretaries per building are located in or near the reception areas. The large building has an

employee lounge with three vending machines. There is also a coffee and tea station. The smaller buildings have only a

soft–drink machine in the reception area.

Consultant’s Interviews with Employees

After making these observations, the consultant requested interviews with a cross–section of the staff for the purpose of

developing a survey to be taken of all employees. Presented below are excerpts from those interviews.

Pat Klausen, Senior Member of the Technical Staff

CONSULTANT: What is it about Electro Logic (EL) that gives you the most satisfaction?

PAT: I really enjoy the work. I mean, I’ve always liked to do research, and working on VFVA is an incredible opportunity.

Just getting to work with Steve (EL’s president and VFVA’s inventor) again is exciting. I was his graduate student about six

years ago, you know. He really likes to work closely with his peopleperhaps sometimes too closely. There have been times

when I could have done with a little less supervision.

CONSULTANT: What’s the least satisfying aspect of your work?

PAT: Probably the fact that I’m never quite sure that we’ll be funded next month, given the defense budget problems and the

tentativeness of our research. I’ve got a family to consider, and this place isn’t the most stable in terms of its financial

situation. Maybe it’ll change once we get more into commercial production. Who knows?

CONSULTANT: You’ve offered some general positives and negatives about EL. Can you be more specific about day–to–day

dealings? What’s good and bad about working here on a daily basis?

PAT: You’re sure this isn‘t going to get back to anyone? Okay. Well, in general I’m not satisfied with the fact that too often we

end up changing horses in the middle of the stream, if you know what I mean. In the past seven months, three of my

engineers and four of my techs have been pulled off my project and put onto projects whose deadlines were nearer than

mine. Now I’m faced with a deadline, and I’m supposed to be getting more staff. But I’ll have to spend so much time briefing

them that it might make more sense for me to just finish the project myself. On the other hand, Steve keeps telling me that we

have to be concerned with EL’s overall goals, not just our individual concernsyou know, we have to be “team players,”

“good members of the family.” It’s kind of hard to deal with that, though, when deadlines are bearing down and you know

your butt’s on the line, team player or not. But if you go along with this kind of stuff and don’t complain, the higher–ups treat

you well. Still, it seems to me there’s got to be a better way to manage these projects.

CONSULTANT: What are the positive aspects of your daily work?

PAT: Well, the people here are all great to work with. They know their stuff or can learn quickly. I tend to be a social person

and I really like socializing with these people. We play softball and basketball together and do happy hours and stuff. I like

that. I’ve got some good friends here, which helps get my work orders filled quickly, if you know what I mean.

Bob Christensen, Member of the Technical Staff

CONSULTANT: You said earlier that Steve was your advisor for your MS. So you’ve known him a long time.

BOB: Yes, that’s right. I’ve known Professor MorganStevefor about eight years. I had him for a few undergraduate classes;

then, of course, he was my advisor for my two–year master’s program, and now I’ve worked at Electro Logic (EL) for two

years.

CONSULTANT: It seems as if you enjoy working with Steve.

BOB: Oh, yeah. But I really don‘t get to work directly with him anymore. I‘ll see him at meetings and such, but that’s about it.

CONSULTANT: So he’s not your immediate supervisor?

BOB: No, but for the amount of time I spend with my supervisor, Steve might as well be. My boss and I meet maybe once

every three weeks for about an hour to see if all is well. And that’s it. The rest of the time, I’m on my own. I used to talk to

Steve when I had questions, but he’s gotten so busy now that it’s hard to see himyou need to make an appointment a few

days in advance.

CONSULTANT: Do you think your supervisor treats all his staff this way?

BOB: To be honest, I have heard some complaints. In fact, about six months ago, the situation was so bad, some other people

and I had a meeting with him. He promised that he would be more available to us and was, for about a month. Then we got

involved in a new proposal, so he made himself scarce again. So nothing’s really changed. We’re coming up on finalizing the

proposal now, and it’s important that I see him, ask him questions. The last few drafts I‘ve submitted to him, he‘s returned,

rewritten in his own way, and with no explanation of the changes. Sometimes I think he treats me like somebody who doesn’t

know anything, as if I had no training whatsoever. I realize his neck is on the line with this project, but sometimes it seems

that he uses being busy to avoid talking to me.

Chris Chen, Research Scientist

CONSULTANT: What kind of characteristics should a person have if he/she wants to work as a research scientist at Electro

Logic (EL)?

CHRIS: Well, certainly technical knowledge is important. When I’ve interviewed recent college grads for entry–level

positions, I am always concerned with their GPA. I like to see straight–A averages, if possible. But for experienced research

scientists, technical knowledge shows up in their publication records, mostly. So I’ll read their papers. I also think a research

scientist has to be highly self–motivated, not look to others for praise and such. Particularly here. If you want someone to tell

you you’ve done a good job, you’ll be waiting a long time. It’s not clear to me that research scientists really get the support we

need from the rest of the staff here. Work orders are often lost or put off for one reason or another. Senior members seem to

get more techs than scientists do, and they certainly get more attention from Steve. The rumor is that these guys also get

higher raises than the scientists; allegedly, this is to keep pay at an equitable rateyou know, they’re supposedly more

valuable to the company. Of course, everybody knows that most of the senior members are Steve’s old graduate students,

and so he takes care of them really well. One of the things that really galls me is that I need to keep up my publication record

to maintain my career options. But publishing is frowned on because it takes time away from your work. I’ve even been told

that my work can’t be published because of proprietary rights or that the defense department considers the information

classified. However, if somebody important is working with me and needs the publication, then it’s full steam ahead.

CONSULTANT: You sound pretty disgruntled with your work.

CHRIS: It’s not my work so much. I’m really very happy doing this workit’s cutting–edge, after all. The problem is that I’m

never quite sure where the work is going. I do my part of a project, and unless I go out of my way to talk to other people, I

never find out the final results of the total project. That’s just something you learn to live with around herebeing part of a

system that’s not particularly open.

Meg Conroy, Assistant to the Head of Administration

CONSULTANT: You’ve only been here a short time, is that correct?

MEG: That’s rightjust a little over a year.

CONSULTANT: Why did you take the job?

MEG: Well, I was in my last semester of college and was looking for a job, like most college seniors. My fiancé at the time

now he’s my husbandwas already working for Electro Logic (EL) and found out that there was an opening. So I applied.

CONSULTANT: So you were a business major in school?

MEG: Oh, no. I was a history major.

CONSULTANT: Do you like your job?

MEG: It has a lot to offer. I get paid pretty well for what I’m doing. And I’m learning a lot. I just wish the company would let

me take some classes in administration, like accounting. The auditors ask some pretty tough questions. Steve says we should

hire that expertise, but I’d still be responsible for supervising the people.

CONSULTANT: Is there any particular aspect about your job that you really find satisfying?

MEG: Well, let me think. I guess I like the fact that I get to do a lot of different tasks so that things don’t get so boring. I would

hate to have to do the same thing, day in and day out. A lot of times, I go to the library to do research on different things, and

that’s nice because it gets me out of the office.

CONSULTANT: What don’t you like about your job?

MEG: Well, I often get the feeling that administration isn’t taken seriously. You know, the engineers could get along without

us quite nicely, or so they seem to think. The whole structure of the department shows that we’re the catch–all department: If

you don’t fit anywhere else, they put you in here. Perhaps some of that is because our department is primarily womenin

fact, I’ve been told that 95 percent of all the female employees are in administration. Sometimes it‘s hard to work with the

engineers because they treat you like you don’t know anything, and they always want things to be done their way. Clearly,

the engineers get the money and consideration and yet, well, we do contribute quite a lot to the whole team, as Steve would

say. But words of praise just aren’t as impressive as actions. Sure, we get our birthday parties, but that still seems to be a little

patronizing. We rarely get to see what’s going on in the research area. I’ve asked a number of engineers specific questions,

and they just kind of look at me with a blank stare and give me some really simplified answer. It seems to me if you want to

build a family, like the president says, you can’t treat administration like a bad relation.

P. J. Ginelli, Technician

CONSULTANT: I gather you’ve just been through your semiannual performance appraisal. How did it go?

P. J.: Like I expected. No surprises.

CONSULTANT: Do you find these appraisals useful?

P. J.: Sure. I get to find out what he thinks of my work.

CONSULTANT: Is that all?

P. J.: Well, I suppose it‘s a nice opportunity to understand what my supervisor wants. Sometimes he’s not so clear during the

rest of the year. I suppose he’s been given specific goals from higher–ups before he talks with me, so he’s clear and then I’m

clear.

CONSULTANT: Do you like what you’re doing?

P. J.: Oh yeah. The best part is that I’m not at the main building and so I don’t have to put up with the “important” people,

you know? I’ve heard from other techs that those guys can be a real paintrying to be nice and all, but really just being a

bother. I mean, how can you get your stuff done when the president’s looking over your shoulder all the time? On the other

hand, if the president knows your name, I suppose that’s a good thing when it comes to raises and promotions. But my boss

sticks up for his techs; we get a fair deal from him.

CONSULTANT: Do you think you’ll be able to get ahead at Electro Logic (EL)?

P. J.: Get ahead? You mean become an engineer or something? No, and I really don’t want to do that. Everyone around here

keeps pushing me to move up. I’m afraid to tell people how I really feel for fear they‘ll decide I don’t fit into this high–tech

environment. I don’t want to be the “black sheep of the family.” I like where I am, and if the raises keep coming, I’ll keep

liking it. One of my kids is starting college next year, and I need the money to help her out. I get a lot of overtime, particularly

when contract deadlines are near. I suppose the rush toward the end of contracts gives some people big headaches, but for

me, I don’t mind. The work is pretty slow otherwise, and so at least I’m working all the time and then some. But my family

wishes my schedule was more predictable.

CONSULTANT: Do you think you’ll continue working for EL?

P. J.: I’m not sure I want to answer that. Let’s just say that my ratings on the performance appraisal were good, and I expect to

see an improvement in my pay. I’ll stay for that.

Chalida Montgomery, Technician

CONSULTANT: In general, what are your feelings about the work you do for Electro Logic (EL)?

CHALIDA: Well, I feel my work is quite good, but I also feel that I perform rather boring, tedious tasks. From what my

supervisor says, the kinds of things I do are what electrical engineering students do in their last year of classes. I gather their

final project is to make a circuit board, and that’s what I do, day in and day out.

CONSULTANT: What is it that you would like to do?

CHALIDA: Well, it would be nice to be able to offer some input into some of the designs of these boards. I know I don’t have

a Ph.D. or anything, but I do have lots of experience. But because I’m a tech, the engineers don’t really feel I’ve got much to

offereven though I build the boards and can tell from the design which one will do what the designer wants it to do. I also

would like to maybe supervise other technicians in my department. You know, some kind of advancement would be nice. As

it is, lots of techs ask me how to do things, and of course I help, but then they get the credit. Around here, you have to have a

piece of paper that says you’re educated before they let you officially help other people.

84)

Is anyone in particular exhibiting low motivation? Who? What evidence do you have to support your

conclusion?

85)

Would you say that Electro Logic’s main problems stem from lack of ability or lack of motivation? Why?

86)

You have noticed that your employee is not performing at the level you had hoped. In fact, you have

determined his poor performance is due to a lack of ability. Explain (in the order that they should be utilized)

the five tools an effective manager would employ in this situation.

87)

Explain the key steps a manager may take to foster exceptional behavior in subordinates. Then, explain how an

employee might act if the manager does not effectively utilize the key steps to foster exceptional behavior.