Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
If she enjoyed her job before she learned of the pay inequity, why did she lose motivation over
the salary discrepancy. Does this disprove Herzberg’s two-factor theory?
Facts to Consider: One in Five Americans Already Working from Home
How import-ant is the telecommuting option for you? How do you explain its motivational
impact on workers from different age groups and geographic locations? What are the potential
risks to the employer, and are these risks worth taking given potential motivational gains for the
workforce?
Hot Topic: Rewarding mediocrity begins at an early age
Your child plays soccer. She gets to have fun, have some exercise, make friends, and experience
coaching and teamwork. But does she deserve a trophy at the end of the season?
One parent complained to the local newspaper that every player on his son’s team got a trophy
and that “this practice of rewarding mediocrity begins at an early age.” Members of the
What would B. F. Skinner say? Discuss if we have reached the point in society that young
children are given so much positive reinforcement for less than stellar performance that they fail
to distinguish between hard work and real performance accomplishment? Are parents, teachers,
and team leaders falling into the trap of “satisfactory underperformance,” positively rewarding as
excellent anything a bit better than poor-average performance?
Insight: The Personal Side of Engagement
One of the hot topics in management these days is engagement. You might think of it as personal
initiative and the willingness to “go the extra mile” at work. Differences in job engagement show
up many ways. Is someone enthusiastic or lethargic, diligent or lazy, or willing to do more than •
expected or willing to do only what is expected?
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
There is a great deal of variation in employees’ work engagement and in students’ school
engagement. Consider your experiences as a customer. When you’re disappointed, perhaps with
how a banking transaction or a flight delay is handled, ask: Would a high level of employee
engagement generate better customer service in such situations? How about engagement by your
teammates in your management course? What do you see and what would you predict for the
future of your classmates based on their engagement as students?
Quick Case: Restaurant chain serves up no tipping policy
Most restaurant servers rely on tips to make a decent living from below-minimum-wage jobs. So,
how about a “no tip” policy combined with a higher hourly wage?
Ask students to discuss if this CEO on to something that should be copied? Is she getting
reinforcement right? What are the motivational pros and cons of a no-tipping policy?
Terms to Define
Existence needs
Expectancy
Law of effect
Law of immediate reinforcement
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Perceived negative inequity
Perceived positive inequity
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Multiple-Choice Questions
Multiple-Choice Questions
1. Maslow’s progression principle stops working at the level of _____________ needs.
2. Lower-order needs in Maslow’s hierarchy correspond to _____________ needs in ERG
theory.
3. A worker high in need for _____________ power in McClelland’s theory tries to use power
for the good of the organization.
4. In the _____________ theory of motivation, an individual who feels underrewarded relative
to a co-worker might be expected to reduce his or her work efforts in the future.
5. Which of the following is a correct match?
6. In Herzberg’s two-factor theory, base pay is considered a/an _____________ factor.
7. The expectancy theory of motivation says that Motivation = Expectancy Instrumentality
_____________.
8. When a team member shows strong ego needs in Maslow’s hierarchy, the team leader should
find ways to link this person’s work with _____________.
9. When someone has a high and positive “expectancy” in expectancy theory of motivation, this
means that the person _____________.
10. The law of _____________ states that behavior followed by a positive consequence is likely
to be repeated, whereas behavior followed by an undesirable consequence is not likely to be
11. When a job allows a person to do a complete unit of work, it is high on which core
characteristic?
12. _____________ is a positive reinforcement strategy that rewards successive approximations
13. The purpose of negative reinforcement as an operant conditioning technique is to
_____________.
14. The premise of reinforcement theory is that:
15. Both Barry and Marissa are highly motivated students. Knowing this, an instructor can
expect them to be _____________ in the management course.
Short-Response Questions:
16. What preferences does a person high in the need for achievement bring to the workplace?
(1) challenging but achievable goals,
17. How can a team leader use goal-setting theory in working with individual team members?
One way for a team leader to use goal-setting principles in working with team members is to
engage them in a process of joint goal-setting and performance review. In an earlier chapter
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Self-Assessment 13: Two-Factor Profile
Instructions
On each of the following dimensions, distribute a total of 10 points between the two options. For
example:
Summer weather (7) (3) Winter weather
1. Very responsible job (__) (__) Job security
3. Advancement opportunities at work (__) (__) A boss who knows his/her job well
5. A job that I can do well (__) (__) Supportive rules, policies of
Scoring
Summarize your total score for all items in the left-hand column and write it here. MF = _______
Summarize your total score for all items in the right-hand column and write it here. HF =
___________.
Interpretation
The MF score indicates the relative importance that you place on the motivating, or satisfier,
factors in Herzberg’s two-factor theory. This shows how important job content is to you. The HF
score indicates the relative importance that you place on hygiene, or dissatisfier, factors in
Herzberg’s two-factor theory. This shows how important job context is to you.
Class Exercise 13: Why We Work
Preparation
Read this “ancient story.”
In days of old, a wandering youth happened upon a group of men working in a quarry.
Stopping by the first man, he said: “What are you doing?” The worker grimaced and
Instructions
In groups assigned by your instructor, discuss this short story. (1) Ask and answer the
question: “What are the motivation and job design lessons of this ancient story?” (2) Have
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Team Project 13: CEO Pay
Question
What is happening in the area of executive compensation and what do you think about it?
Instructions
1. Check the latest reports on CEO pay. Get the facts and prepare a brief report as if you were
2. Address the equity issue: Are CEOs paid too much, especially relative to the pay of average
workers?
3. Address the pay-for-performance issue: Do corporate CEOs get paid for performance or for
something else? What do the researchers say? What do the business periodicals say? Find
4. Address the social responsibility issue: Should CEOs accept pay that is many times the
amounts that workers receive?
5. Take a position: Should a limit be set on CEO pay? If not, why not? If yes, what type of limit
should be set? Who, if anyone, should set these limits—the government, company boards of
directors, or someone else?
Practice Critical Thinking: Salesforce.com – Instant Praise. Instant Criticism
Instead of waiting a year for a performance review, how would you like to know where you
stand and always get immediate feedback about how you’re doing? Some human resource
professionals call the annual performance review a “little more than a dysfunctional pretense.”
Enter Salesforce Rypple, a software solution which allows online questions to be posed to peers
and managers, including: “What did you think of my presentation?” or “What can be done
better?” Would more instantaneous feedback provide instant gratification? Or not?
1. DISCUSSION
Is the annual performance review— past its “sell by” date, or just in need of some revisions? If
real-time reviews are available using software like Salesforce Rypple, is there a need for an annual
performance review?
An academic review showed that two-thirds of 600 employees interviewed say the appraisal has
zero or even negative effects on performance after the feedback is administered. In essence,
critics argue that the performance review does not provide motivation for employees – very few
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
2. PROBLEM SOLVING
You’ve just taken a new job in human resource management and the organization’s president
gave you this high–priority task: Give us a plan that can make performance reviews motivating
to the recipients and their bosses alike. “I’m tired,” she says, “of hearing everyone complain
that annual reviews are demotivating. We need to review performance. Surely there are ways
that we can make ours more valuable.” As you sit down to think about this assignment, make a
few notes on what you believe the major issues are and the types of things you might
recommend. Use insights from motivation theories to justify what’s on your list.
Is it possible to take the subjectivity out of performance reviews so that they become more
acceptable and motivational for recipients?
According to Culbertson, the notion of objectivity is absurd. Research shows that most
employees who switch bosses end up with a dramatically different evaluation from a new boss.
To remove the subjective annual performance review, Culbertson recommends what he calls a
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
A manager could use a number of the motivational theories discussed in the chapter to build a
better approach to performance reviews. They include:
• Maslow’s Hierarchy of Needs: Understanding an employee’s lower order needs and
higher order needs
3. FURTHER RESEARCH
How about the real-time and Web-based approach to performance reviews offered by
Salesforce? Do some research and identify the latest developments with it and others like
it. Is this online approach to performance assessment the right pathway to a more motivated
workforce? What does the evidence say about benefits? What downsides are users
reporting? Overall, what’s the current verdict on Salesforce Rypple and similar products—
good for bosses, good for employers, good for employees?
Latest developments: Cloud-based human resource management systems have grown in
popularity. Competitors to Salesforce include SuccessFactors (purchased by SAP), Workday,
Taleo, Ultimate Software, and Cornerstone OnDemand.
Disadvantages include: removal of personal interaction and a face-to-face meeting – it may be
difficult to come up with a career plan online. Costly mistakes with online only review (room to
misinterpret and inconsistent messages). Does automating always streamline?
What downsides might it have for employees who are in the digital immigrant rather than digital
native category? The same downsides digital immigrants face with all other tasks which require
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Suggested Team Exercise for Chapter 13
Break the class into teams and have the teams to consider and develop responses to each of the
following questions:
1. Can ‘fear’ motivate? Have you ever played a sport or been in a class where fear improved
your performance?
2. You are a manager of a local fast food operation (such as Domino’s Pizza). You
recognize that most of your employees are working to earn money for college or working
3. You have just been hired as manager of a department in a new company. After watching
employee performance after your first six months, you are surprised that one of your best