Chapter6:Motivation:OrganizationalApplications

1. Explaindifferencesbetweentheoriesinthischapter.
Sociallearningtheory

Reinforcementtheory

Conceptofselfefficacy,thatis,the
beliefthatapersonknowsthathecan
performadequatelyinaparticular
situation

Reliesonapplyingtheprinciplesof
operantconditioningtomotivatepeople.
Amajorassumptionofoperant
conditioningisthatbehavioris
influencedbyitsconsequences.

Theconceptofselfcontrolisatthecore
ofwhatsnowcalledbehavioralself
managementintheorganization
literature.

Thenatureofreinforcementsand
punishmentsandhowtheyreemployed
influencesbehavior.

Expectancytheory

Equitytheory

Concernedwiththeexpectationsofa
personandhowtheyinfluencebehavior.

Focusesoncomparisons,tension,and
tensionreduction.Todate,mostresearch
workonequitytheoryhasinvolvedpay.

Thistheoryprovidesmanagerswitha
meansforpinpointingdesirableand
undesirableoutcomesassociatedwith
taskperformance.

Equitytheoryisamorestraightforward
andunderstandableexplanationof
employeeattitudesaboutpaythanis
expectancytheory
Proposesthatanindividualsgoalsand
intentionsaretheprimarydeterminantsof
behavior

Goalsettingtheory

Perhapsthemostempiricallysupported
approachtomotivation,goalsetting
continuestoberefinedandstudiedin
laboratoryandfieldsettings

2. Explainwhatisextrinsicandintrinsicreward.
a) Extrinsicreward
Rewardexternaltothejobsuchaspayandpromotion
b) Intrinsicreward
Rewardsthatarepartofthejobitselflikeresponsibilityandchallenge

3. Evaluatethetermofextrinsicrewardsinorganizationalstructure.
a) Financialrewards:Salaryandwages
b) Financialrewards:Fringebenefits
c) Interpersonalrewards
d) Promotions
4. Evaluatethetermofintrinsicrewardsinorganizationalstructure.
a) Completion
b) Achievement
c) Autonomy
d) Personalgrowth
5. Explainaboutfourrewardsapproachinorganizations.
a) Flexiblebenefits
Referredtoascafeteriastyleplans
Allowemployeestochoosebenefitsfromamenuofoptionsthatsuit

them
b) Bankingtimeoff
Thepracticeofgrantingtimeoffforsuchbehaviorsasgood

performanceorattendance.
Abankoftimeoffcreditscouldbebuiltupcontingentonperformance.
c) Skillbasedpay
Employeespaydependsnotonthejob,butonherlevelandnumberof

jobrelatedskills.
Theskillbasedapproachattemptstotakeintoaccountefficiency,orthe
valueaddedbytheworkersperformance
d) Gainsharing
Aformulabasedgroupincentiveplaninwhichemployeesshareinan

organizationsfinancialgainfromitsimprovedperformance

6. Comparefournontraditionalrewardapproachesinanorganization.
Reward
approach

Majorstrength

Majorweakness

Research
support

Flexible
benefits

Becauseemployees
havedifferent
desiresandneeds,
programscanbe

Administrationcan
becomecomplexand
costly.Themore
employeesinvolved,

Limited,because
onlyafew
programshave
been

tailoredtofit
individuals.

themoredifficultitis
toefficientlyoperate
theapproach.

scientifically
examined.

Bankingtime
off

Canbeintegrated
withperformancein
thattimeoffcredits
canbemade
contingenton
performance
achievements.

Organizationneedsa
valid,reliable,and
equitableperformance
appraisalprogram.

Extremely
limited.

Skillbased
pay

Employees

Trainingcoststo
upgradeemployee
skillsarehigherthan
underconventionalpay
systems.Laborcosts
increaseifemployees
learnmanyskills.
Employeesmaytop
out.

Verylimited,
withnodirect
skillbasedversus
conventionalpay
compensation
studiesavailable.

Gainsharing

Canenhance
teamwork.
Employeesfocuson
objectives,learn
moreaboutthe
organization,and
maybemore
productive.

Ifplansfocusonlyon
productivity,employees
mayignoreother
importantobjectives.

Limited,buta
distinctincrease
instudiesis
beingreported.

7. WhatareKohnscriticismsonperformancebasedreward?
a) Rewardsinjurerelationships.
Individualrewardsforperformancecreatejealousies,envy,competition,and
shame.
Thepersonnotrewardedfeelsbad.
Therearealwayscomparisonsofwhateachpersonreceived.
Theresultislessinterpersonalgoodwillandworkingtogether.
b) Rewardsarereallypunishment.
Anindividualwhoisextrinsicallyrewardedisremindedeachtimeheorshe
receivessomethingthatthebossisincontrol.
Pleasingtheboss,beingpoliticallycorrect,andstayinginasubservientrole
areformsofpunishment.

c) RewardshaveaSkinnerbias.
B.F.Skinnerisabehavioristwhoconductedmostofhisexperimentson
rodentsandpigeonsandwrotemostofhisbooksaboutpeople.
Easyreinforcementapplicationthatworksonpigeonandrodentdominated
researchisabsurd.
Emotionsinemployeesarepowerful,yettheyareignoredbySkinner.
d) Rewardsignorereason.
Whatmakesincentivepayplansandotherformsofextrinsicrewardsso
appealingisthattheyarequickfixes.
Issuingthesekindsofrewardsdoesnotrequiremanagerstopayanyattention
towhyaparticularbehavioroccurred.
WhywasJohnsbonuslargerthanMarksbonus?Whatwerethebehavioral
differencesbetweenJohnandMark?
e) Rewardsdiscouragerisktaking.
Whenpeoplearedrivenbyrewards,theirfocusbecomenarrower,their
creativitywanes,andtheyarenotinclinedtotakerisks.
Takingrisksmaydistractthemfromreceivingareward.Keepinganarrower,
lessriskyorientationbecomespreferred.
.
Understand
Thestrengthsandweaknessesofusingnontraditionalrewardprogramsinorganizations.
DiscussionandReviewQuestions
1. Feedbackhelpsemployeesformperceptionsoftheirselfefficacyonthejob.Based
onwhatyoulearnedinthischapter,whyisimportantthatemployeesdevelopasense
ofselfefficacy?Explain.
2. Asamanager,whichtypeofreinforcementwouldyoumostlikelyusewithyour
employees:positiveornegativereinforcement?Discusstheprosandconsofeach
approach.
3. Whyisitexceptionallydifficulttodistributerewardsbasedonmerit?
4. Describeasituationyouvepreviouslyencounteredwherereinforcementtheorycould
havebeensuccessfullyapplied.Whattypeofreinforcementschedulewouldyouhave
used?
5. Whatethicalconsiderationsshouldbeconsideredbeforeusingabehavior
modificationprograminaworksetting?

6. Goalsettingisapowerfultoolthatmanagerscanusetodirectemployeebehavior.
However,underwhatconditionscangoalsettingleadtoundesirableemployee
outcomes?
7. Arethereanyintrinsicrewardsforstudents?Discussanythatyoubelieveapplyto
you.
8. Ofthenontraditionalrewardsystemsdescribedinthechapter,whichsysteminyour
opinionwouldbethemostchallengingtosuccessfullyimplementandmaintain?
Explain.
9. WhyisAlfieKohnscritiqueincompleteandnotlikelytoresultintheeliminationof
payforperformancerewardprograms?
10. Whatcanamanagerdotoincreasetheintrinsicmotivationalfactorsassociatedwitha
job?

Chapter7:ManagingWorkplaceStress
Understand
Thedifferencesbetweenstressors,stress,andoutcomes.
Distinguish
Amongfourdifferentcategoriesofstressors.
Explain
Theeffectsofstressonhealth.
Identify
Therelationshipbetweenstressandsocialsupport.
Describe
Theobjectivesofindividualandorganizationalwellnessapproachesforthereductionand
preventionofstress.
DiscussionandReviewQuestions
1. Researchsuggeststhatstressaffectspeopledifferently.Whatarethreereasonswhy

thisistrue?
2. Whyshouldmanagersnotcounselorprovideadvicetoanyemployeesuspectedof
beingdepressed?
3. Whyhavesomeorganizationsacceptedtheresponsibilityforpromotingemployee
wellnessandotherfirmslargelyignoredthenotionofajobcontributingtoanindi
vidualsstress?
4. WhattypesofjobsororganizationsareabetterfitforTypeAindividuals?ForType
Bindividuals?Explain.
5. Whydoserviceorhelpprofessions(e.g.,socialwork,addictioncounseling)resultin
highamountsofburnout?
6. Whattypeofsocialsupportcanamanagerinitiateinaworksettingtohelpmoderate
thestressamongemployees?
7. Whatkindsofthingscanamanagerdotobettermaximizeemployeeenvironment
fit?
8. Whatistherelationshipbetweenstressandpersonality?Whataspectsofpersonality
mighttendtoincreasestress?Decreaseit?
9. Whataresomeofthecostsofunmanaged,chronicstress?
10. Whyisbenchmarkingthewellnessprogramsofotherorganizationsarecommended
practice?

Chapter8:GroupandTeamBehavior
Define
Thetermsgroupandteam.
Describe
Thedifferenceingroupsandteams.
Discuss
Whypeopleformgroupsandmanagersformteams.
Compare

Thevariousstagesofgroupdevelopment.
Identify
Thecharacteristicsassociatedwithvirtualteams.
DiscussionandReviewQuestions
1. Imagineyouareprojectmanagerofacrucialproductdesignteamprojecttodevelopa
schedulewherebyeachmembertakesaspecificroleinfinishingtherequireddaily
tasks.Howwouldyouaccomplishthedesiredwork?
2. Asamanagerofavirtualteam,whatqualificationsandcharacteristicswouldyou
lookforinpotentialteammemberssothattheteamsworkwouldbeexceptional?
3. Whyaresomegroupandteammemberswillingtosociallyloafonwork
assignments?
4. Thinkofagroupprojectyouwereinvolvedinforaparticularclass.Describehowthe
groupevolvedordidnotevolve.
5. Describeateamofwhichyouare/wereamember.Whattypeofteamwasit,andwhy
wastheteamformed?
6. Regardingtheteamyoudiscussedinquestion5,weretherequirementsforeffective
teamsfulfilled?Whyorwhynot?
7. Giveanexampleofwhenyouhaveexperiencedpersonroleconflict,intrarolecon
flict,andinterroleconflict.
8. Whatistheproblemwithahighdegreeofconformingbehavioramonggroup
members?
9. Therearecriticsofthefivestagegroupdevelopmentmodel.Theirmainpointisthat
thispresentationofagroupsdevelopmentistoostatic.Doyouagreewiththecriti
cism?Whyorwhynot?
10. Youareamanager,andamemberofoneofyourtaskgroupscomestoyouandsays
thathisgroupisengagingingroupthinkandheisbeingpressuredtoconformtotheir
rules.Youcantdisclosethisinformationtoanyone,yetyouwanttodiscouragethis
groupscohesiveness.Whatwouldyoudo?
Chapter11:Leadership:Fundamentals
Define
Thetermleadership.

Describe
WhymanagersappeartoprefertheHerseyBlanchardsituationalleadershiptheory.
Discuss
Whetheremployeescandevelopintoeffectiveleaders.
Compare
Thesituationalfactorsusedindiscussionsofthecontingencyandpathgoalapproaches
toleadership.
Identify
Theassumptionsmadeaboutfollowersofthepathgoalandtheleadermember
exchangetheories.
DiscussionandReviewQuestions
1. Comparethetrait,behavioral,andsituationalapproachestoleadershipintermsof
practicalvaluetoorganizationsseekingtoidentifyanddeveloppresentandfuture
leaders.
2. Inyourexperience,canleadersrelatetofollowersbothasmembersofthegroupand
asindividuals?Whataretheimplicationsforleadershiptheoryandpracticeifyoude
cidethatleadershipisessentiallyaoneononeinteraction?
3. Explainthepathgoaltheoryofleadership.Nowapplythemainideasofthistheory
toadifferentsetting,perhapsthecaseofaparentattemptingtohelpherdaughterim
provehercollegestudyhabitsandgrades.
4. Leadermemberexchangetheorysuggeststhatsubordinateswhoarepartofthelead
ersingroupwillreceivebettertreatmentthanoutgroupmembers.Asamemberof
theoutgroup,whatstepscanyoutaketoincreaseyourchancesofbecominganin
groupmember?
5. Isleadershipacharacteristicapersonisbornwith,orcanitbedevelopedthrough
professionalexperiences,training,andmentoring?Explain.
6. Underwhatcircumstancesareauthoritativeortopdowndirectivesasormore
effectivethanamoreparticipativestyleofleadership?
7. Accordingtothecontingencytheory,analternativetomodifyingthestyleofleader
shipthroughtrainingischangingthefavorablenessofthesituation.Whatismeantby

changingthefavorablenessofthesituation?
8. Thinkaboutacurrentorprevioussupervisorsleadershipstyle.Whichtypeof
supervisorwouldyouprefertoworkfor:onewholeadsbydisplayingconsideration
oronewholeadsbyinitiatingstructure?Discussyourpreference.
9. Inyourexperience,areleadersflexibleenoughtoadaptleadershipstylestothesitua
tionorfollowers?Explain.
10. Woulditbedifficultforamanagertoaccuratelydetermineafollowersreadiness
level?Explain.
Chapter13:WorkDesign
Define
Jobdesign.
Discuss
Howjobdesigncanhelpimprovework/familybalance.
Describe
Alternativejobdesignapproachesthatorganizationsusetoimprovejobperformance.
Discuss
Thevariousfactorsandrelationshipsthatlinkjobdesignandjobperformance.
Understand
Thedifferencesbetweenjobenrichmentandjobenlargementdesignstrategies.
Identify
Specificindividualdifferencesthataccountfordifferentperceptionsofjobcontent.
DiscussionandReviewQuestions
1. Manyjobsaredesignedsothatemployeesarerewardednotonlyfortheirindividual
contributionbutalsofortheirworkingroupsandteams.Doyouthinkthatrewarding
teameffortisjustasmotivationalaswhenanemployeeisrewardedforhisorher
owncontribution?Explain.
2. Explainthedifferencesbetweenjobrotationandjobenrichment.Whichapproachdo
youfeelwouldbemoremotivationalforthemajorityofemployees?

3. Underwhatconditionscouldyouseeyourselfenteringintoajobsharingarrangement
withacoworker?Pleasedescribe.
4. Asacurrentorfuturemanager,assumethatyourcompanycouldofferonlyoneofthe
followingjobdesignapproaches:jobsharing,flextime,ortelecommuting.Whichone
wouldyouchoosetoofferyouremployeesasawaytohelpthembalancetheirwork
andpersonallives?Justifyyourchoice.
5. Whatcharacteristicsofjobscantbeenriched?Doyoubelievethatmanagement
shouldeverconsideranyjobtobeincapableofenrichment?
6. Explaintherelationshipsbetweenfeedbackasajobcontentfactorandpersonalgoal
setting.Ispersonalgoalsettingpossiblewithoutfeedback?Explain.
7. Thischapterhasdescribedjobdesignsinvariousserviceandmanufacturing
organizations.Inwhichtypeoforganizationisjobenrichmentlikelytobemore
effectiveasastrategyofincreasingmotivationandperformance?Explain.
8. WhatdoyouthinkofcompaniessuchasMotorolaandHewlettPackardthatestablish
jobdesignpoliciestohelpemployeesbalancetheirworkandlifecommitments?Do
youthinksuchpolicieswillhelpthesefirmsattractandretainmoreemployees?
Explain.
9. Thinkaboutyourcurrentorganizationoroneforwhichyouworkedinthepast.To
whatextentwouldaROWE(ResultsOnlyWorkEnvironment)fittheorganizational
culture?Explain.
10. Asyouunderstandtheideaandpracticeoftotalqualitymanagement,doyoubelieve
thatitsthewaveofthefutureinAmericanorganizations?Explain.
Chapter15:ManagingCommunication
Define
Thetermcommunication.
Describe
Themajorelementsintheprocessofcommunication.
Discuss
Hownonverbalcuesinfluencecommunicationeffectiveness.
Understand
Theintersectionbetweencommunicationandtechnology.

Identify
Themajorbarrierstoeffectivecommunicationandthemeanstoovercomethesebarriers.
DiscussionandReviewQuestions
1. Assumethatyouareabouttoaskyoursupervisorforaraise.Whichcommunication
mediumorchannelwouldyouuse?Whatstepswouldyoutaketodecreasethe
amountofnoisethatcandecreasetheeffectivenessofyourmessage?
2. Withtheincreaseofdiversityintheworkplace,discusstheadditionalissuesneeding
tobeaddressedthatmaybepresentintodaysorganizationsinrelationto(a)the
communicationprocessand(b)thesendingandreceivingofnonverbalmessages.
3. Assumeyouareabouttomeetandnegotiatewithanindividualfromalowcontext
culture.Doyouthinkthepersonwillknowagreatdealaboutyoubeforeyoumeet
withhimorher?Explain.
4. Thinkbacktothelasttimethatyouheardarumoraboutsomeoneatworkorschool.
Whatwasthecontentoftherumor?Diditturnouttobeaccurate?Explain.
5. Towhatdegreedoyouuseupwardcommunicationeffectivelywithyoursupervisor
orprofessorsatschool?Giveaspecificexampleofwhenyouusedthistypeof
communicationanddescribetheoutcomeoftheinteraction.
6. Thinkbacktoatimewhenyouknewamanager,coach,orteacher/professorwhowas
anexceptionallygoodcommunicator.Whywasthispersonsoeffectiveat
communication?Describe.
7. Manyindividualscarryavarietyofpersonalcommunicationdeviceswiththemwher
evertheygo(e.g.,asmartphone).Assumingtheseindividualsleavetheirdevices
turnedon24/7,doyouseeanydisadvantagesassociatedwiththiscontinuousaccessi
bility?Anyadvantages?Describe.
8. Describeasituationinwhichyouvebeenthereceiverinaonewaycommunication
process.Givesomereasonscertainindividualsmightnotlikeit.Whymightsome
peoplepreferit?
9. Inyouropinion,whichbarriertocommunicationisthemostfrustrating?Whatcan
youdotodealwithitinaneffectivemanner?
10. Discusswhyorganizationaldesignandcommunicationflowaresocloselyrelated.