BUSMHR 3200 EXAM 2 QUESTIONS ANSWERED CORRECTLY LATEST UPDATE 2026

BUSMHR 3200 EXAM 2 QUESTIONS ANSWERED CORRECTLY LATEST UPDATE 2026 Total Rewards - Answers sum of all things in the work experience that affect or are available to an employee - can be tangible or intangible - each person's ideal total set of rewards will be different - main goal is to find the total set of rewards meaningful to the widest group of people motivation - Answers psychological and physiological process that underlie the direction, intensity, and persistence of behavior or thought - direction: goals, what a person is trying to attain - intensity: level of effort put in - persistence: how long Intrinsic Motivation - Answers inspired by the positive internal feelings that are generated by doing well - passion, fulfillment extrinsic motivation - Answers external rewards - rewards, recognition, promotion Fundamental equation regarding performance - Answers Performance = Ability x Motivation x Opportunity Content Theories - Answers emphasize that needs motivate people - Theory X and Theory Y (McGregor) - Maslow's hierarchy of needs - Alderfer's ERG Theory - Acquired Needs Theory (McClelland) - Self-Determination Theory - Motivator-Hygiene Theory (Herzberg) Theory X and Theory Y - Answers X: assumption people dislike work Y: assumption people are self-engaged and committed Maslow's Hierarchy of Needs - Answers Motivation is a function of five basic needs (bottom to top) - physiological: most basic needs; food, air, water - safety: need to be safe from harm - Love/social: desire to love and be loved - Esteem: need for reputation and recognition from others. Need for self-confidence - Self-Actualization: need to become the best one is capable of becoming Alderfer's ERG Theory - Answers Needs for existence (bottom), relatedness, growth (top) McClelland's Theory of Needs - Answers - need for achievement: desire to accomplish something difficult, excel, solve problems, surpass others - need for affiliation: desire to spend time in social relationships and activities, be well liked - need for power: the desire to influence, coach, teach, or encourage others to achieve Self Determination Theory - Answers - need for competence: desire to feel qualified and knowledgeable - need for autonomy: desire to have freedom and control of doing what you want to do and how you will go about it - need for relatedness: desire to be part of a group Herzberg's Motivator-Hygiene Theory - Answers Job satisfaction arises from motivation factors and job dissatisfaction from hygiene factors - motivation factors: achievement, recognition - hygiene factors: company policy, administration Process Theories - Answers Focuses on how situation and person factors affect motivation - Adams' Equity Theory - Elements of Justice Theory - Vroom's Expectancy Theory - Locke and Latham's Theory of Goal Setting Adams' Equity Theory - Answers Explains how people strive for give-and-take relationships - rooted in cognitive dissonance - outputs(what am I getting out of my job)/inputs(what am I putting into my job) - comparison: how does my ratio compare to those of others - Equity is PERCEIVED Negative inequity - Answers fewer rewards compared to contributions (more inputs than outputs) Positive Inequity - Answers too many rewards compared to contributions (more outputs than inputs) The Elements of Justice Theory - Answers - distributive justice - Procedural justice - Interactional justice distributive justice - Answers the perceived fairness of how resources and rewards are allocated procedural justice - Answers the perceived fairness of the processes and procedures used to make allocation decisions interactional justice - Answers the extent to which people feel fairly treated when decisions and procedures are implemented Vroom's Expectancy Theory - Answers people are motivated to behave in ways that produce the desired combinations of outcomes - expectancy x instrumentality x valence = motivation expectancy - Answers the perceived relationship between effort and performance - the more effort you put into a goal, the more likely you are to achieve that goal - ex. signing yourself up for excel classes, practicing on your own time, you will eventually master excel Instrumentality - Answers the perceived relationship between performance and rewards/outcomes - a specific outcome/reward is dependent on a specific level of performance - ex. getting into your dream college is dependent on your GPA and standardized testing Valence - Answers the positive or negative value people place on rewards/outcomes - mirrors our personal preferences - ex. promotions, recognitions, employee appreciation week Locke and Latham's Theory of Goal Setting - Answers -Goals that are specific and difficult lead to higher performance -people must have the ability, resources, and commitment to achieve a goal -Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work -Goal achievement leads to job satisfaction, which in turn motivates employees to set and commit to even higher levels of performance. SMART acronym - Answers specific, measurable, attainable, relevant, time-bound Job design - Answers any set of activities that alter jobs to improve the quality of employee experience and level of productivity - top-down - bottom-up -i-deals top-down approach - Answers managers change employee tasks with the intent of motivation and productivity - historical scientific management - Answers observing workers to find the most efficient way of working job enlargement - Answers puts more variety into a workers job by combining specialized tasks of comparable difficulty - horizontal loading: gives more tasks job rotation - Answers moving employees from one specialized job to another job enrichment - Answers gives workers more control over how they perform their own tasks - considered vertical loading: gives more autonomy - ex. last friday of every month employees are given time to work on their own passion projects Bottom-up approach - Answers employees can redesign their own jobs and boost their own motivation and engagement - recent job crafting - Answers proactively shaping their own work experience task boundaries - Answers shaping the scope, number, and type of tasks - ex. engaging in activities that move a project to completion in a more timely manner relational nature - Answers quality and amount of interactions with others at the job - ex. hospital janitors began to care for and form relationships with patients cognitive crafting - Answers reframing perceptions one's job to increase meaning - ex. nurses take responsibility for even "insignificant tasks" in order to become patient advocates I-deals - Answers employees and managers jointly negotiate the types of tasks employees complete at work - emerging Hackman and Oldham's Job characteristic Model - Answers - skill variety - task identity - task significance - autonomy - feedback Skill variety - Answers extent to which a job requires an individual to perform a variety of tasks that a require a variety of skills and abilities task identity - Answers extent to which a job requires an individual to perform a whole or completely identifiable work - task identity is high when the person works on a project from start to finish and can see the result task significance - Answers extent to which the job effects the lives of people within or outside the organization autonomy - Answers extent to which the job enables the individual to experience freedom and independence in both scheduling and determining the procedures to complete the job feedback - Answers extent to which an individual receives direct and clear information about how effectively he or she is performing Moderator - Answers a variable that changes the relationship between two other variables - knowledge and skill - growth need strength - context satisfaction Job satisfaction - Answers an emotional response to one's job - moderately correlated with most work outcomes - satisfied employees may not necessarily be high performing, innovative, enthusiastic, etc. Employee engagement - Answers assumes satisfaction plus strongly correlated with productivity, energy, and enthusiasm for the job and company How is employee engagement measured? - Answers - Say: employees speak positively about the company - Stay: employees desire to continue to work for company - Serve: employees exert extra effort and are dedicated to contribute to the company's success. Ways to reduce inequity - Answers -you could ask for a raise -you could reduce your inputs -you could somehow get "beth's" input raised -you could (somehow) get Beth's outcomes lowered -you could realize that there are intangibles that might alter this too Compensation - Answers the rewards, usually monetary in nature, that reinforce behavior, organizational membership, performance, and retention - directly relates to an organization's ability to attract, select, and hire the best possible employees - strongly related to motivation, engagement, and retention Incentive Pay - Answers performance related pay. specifically designed to energize, direct, or maintain employee behavior Piecework rate - Answers a wage based on the amount of each unit produced - ex. $0.80 paid per unit completed Straight piecework rate - Answers employer pays the same rate per piece, regardless of the amount completed - ex. 12 units completed, so $9.60 paid for the hour, even though $8 is usually paid for the hour Differential piece rate (or rising and falling differentials) - Answers piece rate depends on the amount produced. - if the worker produces more than the standard output, the piece rate is higher - if the worker produces less than the standard output, the piece rate is lower - ex. $1 per piece exceeding 12 components per hour, $0.80 per piece for up to 12 components per hour Standard hour plan - Answers pays workers extra for the work done is less than the present standard time - ex. a mechanic finishes a job in an hour and a half, the standard time being 2 hours. the mechanic still receives 2 hours worth of pay for the one and a half hours. Merit Pay - Answers a system linking pay increases to ratings on performance Merit increase grid - Answers combines performance rating with employee's position in pay range to determine size and frequency of pay increase - ex. biggest pay increases to best performers who's average pay is relatively low for their job performance bonuses - Answers not rolled into base pay - employee must re-earn them during each performance period commissions - Answers pay calculated as a percentage of sales - salesperson may earn 6% of the price of the furniture they sold straight commission plan - Answers earn only commissions gainsharing - Answers increases in productivity are measured and a portion of each gain is distributed among employees. ex. $30,000 productivity gain, $15,000 belongs to company share while other $15,000 is distributed among employees group bonuses - Answers rewards the members of a certain group for attaining a specific goal team bonuses - Answers rewards members of a certain group for a attaining a broader range of goals -ex. cost savings, meeting deadlines profit sharing - Answers payments are a percentage of the organization's profits, do not become part of an employee's base salary - encourages employees to think like owners - ex. GM divides a percentage of the company's profits among the workers according to how many hours they worked during the year Stock Options - Answers the right to buy a certain number of shares of stock at a specified price - purchasing the stock is called "exercising the option" - ex. specified price per stock is $10. 5 years later, stock is worth $25 dollars. the employees can exercise their option and buy the stock still at $10 - do not want to exercise the option when stock price is below the specified price - typically at higher levels Employee Stock Ownership Plans - Answers organization distributes shares of stock to its employees by placing the stock into a trust managed on the employees behalf - employees receive regular reports on the value of the stock - when they leave the organization, they may sell the stock - encourages employees to focus on the success of the stock so that they get the greatest return of the stock - can carry significant risk if the company is not performing well balanced scorecard - Answers combination of pay programs to balance the disadvantages and advantages of different types - needs to be reviewed each year to ensure it is competitive and driving wanted behaviors exempt jobs - Answers exempted from the Fair Labor Standards Act - 40 hours a week wouldn't be considered overtime non-exempt jobs - Answers non exempted from the Fair Labor Standards Act - 40 hours a week would be considered overtime benchmarking - Answers compares a company's pay practices to those of similar organizations total compensation vs total rewards - Answers total compensation relates to all things of monetary value - total rewards relates to all benefits, monetary and non monetary (work culture, retirement plans, development opportunities) Pay Levels/Grades - Answers represent specific salary amounts or ranges that correspond to certain job grades or positions within an organization Pay bands - Answers broader salary ranges that define the minimum and maximum pay for a particular role or group of roles, typically allowing for more flexibility within a range. Legally required benefits - Answers - social security