95.
A set of perceptions of what employees owe their employers and what their employers
owe them is known as
96.
A psychological contract about the relationship between individuals and employing
organizations resides in the minds of
13–98
Scenario A. John, the office manager of Greenleaf Inc., believes that providing positive
consequences for a job well done will increase the likelihood of good work performance in
the future. John personally sends e-mails to his employees to commend their efforts when
they perform well. Ivan, the CEO of Intrinsic Ideas Inc., takes his employees off probation
early when they perform to his expectations. Fred, the sales manager of Kingston Corp.,
often shouts at his employees when they perform poorly. He also fails to appreciate
employees when they perform well, which often results in poor performances.
97.
From Scenario A, it can be inferred that John believes in the law of ____.
98.
Ivan removes his employees early from probation if they perform well. This is the best
example of
99.
Which of the following behavioral modification methods does Fred utilize?
100.
Fred has failed to appreciate his employees when they perform well, which has resulted in
poor performances. This is an example of ____.
101.
John personally sends e-mails to employees when they perform well commending their
efforts. This is the best example of
13–101
Scenario B. The President of Dan & Sons Inc. receives the following feedback from his
employees. Armando, one of the employees, consistently says that he doesn’t believe he
will ever succeed. He regularly says to his colleagues, “No matter how well I do in this job,
I’ll never get a raise or promotion.” Anna, another employee, does not care about any of
the rewards that the organization offers. Therefore, she says, “It just isn’t worth it to me to
work that hard!” Lea, another employee, feels that she is no longer able to keep up in her
job, so there is little use in trying.
102.
From Scenario B, it can be inferred that Armando illustrates
103.
From Scenario B, it can be inferred that Anna illustrates
104.
Which of the following best describes Lea’s perception?
Scenario C. Riverfront Software Corp. provides free lunch to its employees every day. The
work environment is informal and friendly, which allows everyone to get to know each
other. The company also holds a recreational event the last weekend of every month.
Although the employees are all satisfied with these practices, the company implements a
new incentive scheme to give cash rewards to employees who perform well. The
company’s goal is to keep its employees motivated.
105.
By providing free lunch to its employees every day, Riverfront Software Corp is satisfying
the employees’ _____ needs.
106.
Which of the following needs is Riverfront Software Corp. satisfying by providing a friendly
work environment where everybody gets to know each other?
107.
By implementing a new incentive system for employees who perform well, Riverfront
Software Corp. is satisfying the employees’ ______ needs.
Scenario D. Carol, a team lead, realizes that her team is composed of people with varying
interests. Kevin has a strong desire to influence others and encourage them to improve
and enhance organizational goals. Fred wishes to be liked by others in the organization.
Nancy has the tendency to control others and often tries to manipulate and exploit them.
Jake is obsessed with accomplishing his goals and strives to succeed. Carol often
motivates her team members by giving a raise when they perform well. However, when
they perform poorly, Carol assigns them undesirable tasks.
108.
According to McClelland’s theory, Kevin shows a need for ____.
109.
According to McClelland’s theory, Fred has a need for ____.
110.
According to McClelland’s theory, Nancy has a need for ____.
111.
According to McClelland’s theory, Jake has a need for ____.
112.
Carol gives a raise to those who perform well. This is an example of a(n) ____.
Essay Questions
113.
What is motivation? Describe the five general categories of activities based on which
managers can motivate people.
114.
Describe how you might apply the SMART system for setting a goal that you would like to
achieve.
Answers may vary.
115.
What are the limitations of goal setting?
Answers may vary.
116.
Briefly describe Edward Thorndike’s law of effect, and discuss the theory that uses it to
alter employee behavior.
Answers may vary.
117.
Distinguish between negative reinforcement, punishment, and extinction. Give examples
for each.
Answers may vary.
118.
Explain how managers’ responses to employee mistakes impact motivation.
Answers may vary.
119.
Explain expectancy, and describe the roles of the effort-to-performance link and the
performance-to-outcome link in expectancy theory.
Answers may vary.
120.
Discuss the important features of Maslow’s need hierarchy.
Answers may vary.
121.
Identify the similarities between Alderfer’s and Maslow’s needs theories.
Answers may vary.
122.
Discuss the basic needs identified by McClelland that are the most important for
managers to understand.
Answers may vary.
123.
Compare and contrast job enlargement, job enrichment, and job rotation. Give an example
for each.
Answers may vary.
124.
Discuss the concept of empowerment and its importance in the workplace.
Answers may vary.
13–112
125.
Discuss the five core job dimensions stated in the Hackman and Oldham model of job
design.
Answers may vary.
126.
Explain how employees assess, and if necessary, restore equity.
Answers may vary.
127.
Discuss the consequences of job dissatisfaction.
Answers may vary.
128.
Describe several important categories of a QWL program using examples.
Answers may vary.
129.
Explain the psychological contract between employees and employers and how it is
changing.
Answers may vary.