BUSMHR 3200 TEST BANK COMPLETE
SOLVED QUESTIONS EXPERT REVIEW FULL
SOLUTION
●● total rewards
Answer: the sum total of all the things in the work experience that affect
an employee
●● motivation
Answer: psychological (and physiological) processes that underlie the
direction, intensity, & persistence of behavior or thought
●● Fundamental "equation" regarding performance
Answer: P=AxMxO (p=performance, a=ability, m=motivation,
o=opportunity)
●● Why so many theories of motivation?
Answer: people are motivated in different ways ; the same person can be
motivated in different ways at different times ; complex challenge
●● needs
Answer: physiological or psychological deficiencies that arouse & drive
behavior
,●● Maslow's Hierarchy of Needs
Answer: strict hierarchy, can only work on 1 need at a time
(physiological, safety, social/love, esteem, self-actualization)
●● Alderfer's ERG Theory
Answer: not a strict hierarchy (existence, relatedness, growth)
●● McClelland's Need Theory
Answer: Need for Achievement (n-Ach, accomplish something difficult)
; Need for Affiliation (n-Affil, spend time in social relationships &
activities) ; Need for Power (n-Pow, influence, coach, teach, or
encourage others to achieve)
●● Job Design Approaches to Motivation
Answer: job enlargement, enrichment (more responsibilities/promotion),
rotation, crafting, simplification, characteristics
●● Job Characteristics Model (Hackman & Oldham)
Answer: Core Job Characteristics --> Critical Psychological States -->
Outcomes
●● Equity Theory
,Answer: has its roots in cognitive dissonance theory (Festinger) ; is
perceived ; tangible & intangibles are relevant ; the "referent other" can
be another person, another potential job, etc. ; equitable not equal
●● Adams' Equity Theory
Answer: outputs/inputs ; can be equitable or inequitable and can create
dissonance & motivate behavior
●● when equity exists but is not perceived, help others
_____________________
Answer: understand
●● when inequity exists, work to ______________/________________
it
Answer: reduce, eliminate
●● Expectancy Theory (Victor Vroom)
Answer: (Tier 1) Effort --> Performance ---> Outcomes/Rewards ; (Tier
2) (ExP) Expectancy --> (PxO) Instrumentality --> Valence/Value of
Outcome/Reward ; (Tier 3) Motivation
●● ___________ should be difficult & ambitious but achievable
Answer: goals
, ●● quantify goals with the SMART acronym
Answer: Specific, Measurable, Achievable, Relevant, Time-based
●● distributive justice
Answer: the perceived fairness of how resources & rewards are
distributed (decision itself)
●● procedural justice
Answer: the perceived fairness of the processes & procedures used to
make allocated decisions
●● interactional justice
Answer: the extent to which people feel fairly treated when decisions &
procedures are implemented
●● job satisfaction
Answer: an affective or emotional response to one's job
●● _____________________ assumes satisfaction plus a level of
excitement & enthusiasm about the work, energy/enthusiasm for the
organization, & passion for what one does
Answer: engagement (employee engagement)
SOLVED QUESTIONS EXPERT REVIEW FULL
SOLUTION
●● total rewards
Answer: the sum total of all the things in the work experience that affect
an employee
●● motivation
Answer: psychological (and physiological) processes that underlie the
direction, intensity, & persistence of behavior or thought
●● Fundamental "equation" regarding performance
Answer: P=AxMxO (p=performance, a=ability, m=motivation,
o=opportunity)
●● Why so many theories of motivation?
Answer: people are motivated in different ways ; the same person can be
motivated in different ways at different times ; complex challenge
●● needs
Answer: physiological or psychological deficiencies that arouse & drive
behavior
,●● Maslow's Hierarchy of Needs
Answer: strict hierarchy, can only work on 1 need at a time
(physiological, safety, social/love, esteem, self-actualization)
●● Alderfer's ERG Theory
Answer: not a strict hierarchy (existence, relatedness, growth)
●● McClelland's Need Theory
Answer: Need for Achievement (n-Ach, accomplish something difficult)
; Need for Affiliation (n-Affil, spend time in social relationships &
activities) ; Need for Power (n-Pow, influence, coach, teach, or
encourage others to achieve)
●● Job Design Approaches to Motivation
Answer: job enlargement, enrichment (more responsibilities/promotion),
rotation, crafting, simplification, characteristics
●● Job Characteristics Model (Hackman & Oldham)
Answer: Core Job Characteristics --> Critical Psychological States -->
Outcomes
●● Equity Theory
,Answer: has its roots in cognitive dissonance theory (Festinger) ; is
perceived ; tangible & intangibles are relevant ; the "referent other" can
be another person, another potential job, etc. ; equitable not equal
●● Adams' Equity Theory
Answer: outputs/inputs ; can be equitable or inequitable and can create
dissonance & motivate behavior
●● when equity exists but is not perceived, help others
_____________________
Answer: understand
●● when inequity exists, work to ______________/________________
it
Answer: reduce, eliminate
●● Expectancy Theory (Victor Vroom)
Answer: (Tier 1) Effort --> Performance ---> Outcomes/Rewards ; (Tier
2) (ExP) Expectancy --> (PxO) Instrumentality --> Valence/Value of
Outcome/Reward ; (Tier 3) Motivation
●● ___________ should be difficult & ambitious but achievable
Answer: goals
, ●● quantify goals with the SMART acronym
Answer: Specific, Measurable, Achievable, Relevant, Time-based
●● distributive justice
Answer: the perceived fairness of how resources & rewards are
distributed (decision itself)
●● procedural justice
Answer: the perceived fairness of the processes & procedures used to
make allocated decisions
●● interactional justice
Answer: the extent to which people feel fairly treated when decisions &
procedures are implemented
●● job satisfaction
Answer: an affective or emotional response to one's job
●● _____________________ assumes satisfaction plus a level of
excitement & enthusiasm about the work, energy/enthusiasm for the
organization, & passion for what one does
Answer: engagement (employee engagement)
