Exam III Study Guide
Professor Rodgers
Below are key definitions (terms) & concepts from the assigned readings and lecture slides. You
should be familiar with them for Exam 3. The key definitions / concepts are not intended to be
an all inclusive list of what will be on the exam.
I also included the pages of the chapters that will be covered on the exam. I will not ask
questions from chapter pages that do not fall in the ranges listed below.
I will not ask questions from the “Skills & Best Practices” & “Hands On Exercises” sections in the
OB textbook. I will not ask questions from the “HR How To”, “HRM Social”, “Did You Know”,
“Best Practices” & “HR Oops” sections of the HR textbook.
Make sure you download the post-lecture slides from Carmen
On page 3 of this study guide I have provided some example questions.
Remember the likely sources of exam material:
Material Found in Book & Slides (found both places) – MOST LIKELY
Material Found Only In Slides (I have placed an ASTERISK on slides with non-book
content that is exam material)
Material Found Only In Book (e.g. definitions, frameworks,…)
Motivation 1: K&F Chapter 6:
Definitions (key terms): core job characteristics, hygiene factors, intrinsic motivation, job design,
job enlargement, job enrichment, job rotation, job satisfaction, motivation, motivators, need for
achievement, need for affiliation, need for power, needs, PE Fit
Reading: p.146-159; p.161(halfway)-166
Key concepts
-Motivation-represents those psychological processes that cause the arousal, direction and
persistence of voluntary actions that are goal directed
-Needs: physiological or psychological deficiencies that arouse behavior
-key personal factor that influences motivation
Maslow’s hierarchy-used to explain entire spectrum of human behavior
-motivation is a function of 5 basic needs: physiological, safety, love, esteem, and self-
actualization
-once a need is satisfied it activates the next higher need in the hierarchy
McClelland’s Need Theory
(1)-need for achievement: to accomplish something difficult
-achievement-motivated people: prefer working on tasks of moderate difficulty, prefer situations in
which performance is due to their efforts rather than other factors, and they desire more feedback
on their successes and failures than do low achievers
(2)-need for affiliation: people prefer to spend more time maintaining social relationships, joining
groups, and wanting to be loved (not effective managers or leaders)
(3)-need for power: reflects an individual’s desire to influence, coach, teach or encourage others
to achieve
Job enlargement, Job rotation, Job enrichment
-job design: refers to any set of activities that involves the alteration of specific jobs or
interdependent systems of jobs with the intent of improving the quality of employee job
experience and their on-the-job productivity (3 approaches: bottom-up, top-down, and
idiosyncratic deals)
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, -idiosyncratic deal: envisions job design as a process in which employees and individual
managers jointly negotiate the types of tasks employees complete at work
-scientific management: conducts a business or affairs by standards established by facts or truths
gained through systematic observation, experiment, or reasoning
-job enlargement: involves putting more variety into a worker’s job by combining specialized tasks
of comparable difficulty (horizontally loading the job: giving employees additional tasks of similar
difficulty)
-job rotation: calls for moving employees from one specialized job to another
-job enrichment: entails modifying a job such that an employee has the opportunity to experience
achievement, recognition, stimulating work, responsibility and advancement (vertical loading:
giving workers more autonomy and responsibility)
-practical application of Frederick Herzberg’s motivator-hygiene theory of job satisfaction
Herzberg’s Motivator Hygiene model-interviewed 203 accountants and engineers to determine
factors responsible for job satisfaction and dissatisfaction
-found job satisfaction more frequently associated with achievement, recognition,
characteristics of the work, responsibility, and advancement
-known as motivators because each was associated with strong effort and good
performance
-managers can motivate individuals by incorporating motivators into an individual’s job
-found job dissatisfaction associated primarily with factors in the work context or
environment
-known as hygiene factors
-job satisfaction is not the opposite of dissatisfaction
Job Characteristics Model (core job characteristics, critical psychological states, outcomes)
(1)-core job characteristics: common characteristics found to a varying degree in all jobs
-skill variety (extent to which job requires individual to perform variety of tasks
using different skills), task identity (high when a person works on a product or project from
beginning to end and sees tangible result), and task significance (extent to which job affects lives
of other people)
-experienced responsibility is elicited by autonomy (extent to which job enables individual
to experience freedom, independence, and discretion in scheduling and determining the
procedures used in completing the job)
-knowledge of results fostered by feedback (extent to which individual receives direct and
clear information about how effectively he or she is performing the job)
-job crafting: physical and cognitive changes individuals make in the task or relational
boundaries of their work
Cultivating Employee Engagement
-employee engagement: harnessing of organization members; selves to their work roles;
in engagement, people employ and express themselves physically, cognitively, and emotionally
during role performance
-contains 4 components: feelings of urgency, feelings of being focused, feelings of
intensity, and feelings of enthusiasm
-personal characteristics found to influence: positive personalities, proactive personality,
conscientiousness, person-environment fit (PE Fit-the compatibility between an individual and a
work environment that occurs when their characteristics are well matched) and being present or
mindful
-contextual factors: organizational culture, sense of meaningfulness, sense of choice,
sense of competence and sense of progress
Causes of job satisfaction
-when personal characteristics and values match or fit the job requirements,
organizational values, and values of the workgroup
-job satisfaction: affective or emotional response toward various facets of one’s job
-5 predominant models specify its causes:
(1) Need Fulfillment (satisfaction determined by extent to which characteristics of
a job allow an individual to fulfill his or her needs)
(2) Discrepancies (satisfaction is a result of met expectations: difference between
This study source was downloaded by 100000883084650 from CourseHero.com on 03-25-2024 15:29:11 GMT -05:00
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Professor Rodgers
Below are key definitions (terms) & concepts from the assigned readings and lecture slides. You
should be familiar with them for Exam 3. The key definitions / concepts are not intended to be
an all inclusive list of what will be on the exam.
I also included the pages of the chapters that will be covered on the exam. I will not ask
questions from chapter pages that do not fall in the ranges listed below.
I will not ask questions from the “Skills & Best Practices” & “Hands On Exercises” sections in the
OB textbook. I will not ask questions from the “HR How To”, “HRM Social”, “Did You Know”,
“Best Practices” & “HR Oops” sections of the HR textbook.
Make sure you download the post-lecture slides from Carmen
On page 3 of this study guide I have provided some example questions.
Remember the likely sources of exam material:
Material Found in Book & Slides (found both places) – MOST LIKELY
Material Found Only In Slides (I have placed an ASTERISK on slides with non-book
content that is exam material)
Material Found Only In Book (e.g. definitions, frameworks,…)
Motivation 1: K&F Chapter 6:
Definitions (key terms): core job characteristics, hygiene factors, intrinsic motivation, job design,
job enlargement, job enrichment, job rotation, job satisfaction, motivation, motivators, need for
achievement, need for affiliation, need for power, needs, PE Fit
Reading: p.146-159; p.161(halfway)-166
Key concepts
-Motivation-represents those psychological processes that cause the arousal, direction and
persistence of voluntary actions that are goal directed
-Needs: physiological or psychological deficiencies that arouse behavior
-key personal factor that influences motivation
Maslow’s hierarchy-used to explain entire spectrum of human behavior
-motivation is a function of 5 basic needs: physiological, safety, love, esteem, and self-
actualization
-once a need is satisfied it activates the next higher need in the hierarchy
McClelland’s Need Theory
(1)-need for achievement: to accomplish something difficult
-achievement-motivated people: prefer working on tasks of moderate difficulty, prefer situations in
which performance is due to their efforts rather than other factors, and they desire more feedback
on their successes and failures than do low achievers
(2)-need for affiliation: people prefer to spend more time maintaining social relationships, joining
groups, and wanting to be loved (not effective managers or leaders)
(3)-need for power: reflects an individual’s desire to influence, coach, teach or encourage others
to achieve
Job enlargement, Job rotation, Job enrichment
-job design: refers to any set of activities that involves the alteration of specific jobs or
interdependent systems of jobs with the intent of improving the quality of employee job
experience and their on-the-job productivity (3 approaches: bottom-up, top-down, and
idiosyncratic deals)
This study source was downloaded by 100000883084650 from CourseHero.com on 03-25-2024 15:29:11 GMT -05:00
1
https://www.coursehero.com/file/9952702/Exam-3-Study-Guide-Spring-2014/
, -idiosyncratic deal: envisions job design as a process in which employees and individual
managers jointly negotiate the types of tasks employees complete at work
-scientific management: conducts a business or affairs by standards established by facts or truths
gained through systematic observation, experiment, or reasoning
-job enlargement: involves putting more variety into a worker’s job by combining specialized tasks
of comparable difficulty (horizontally loading the job: giving employees additional tasks of similar
difficulty)
-job rotation: calls for moving employees from one specialized job to another
-job enrichment: entails modifying a job such that an employee has the opportunity to experience
achievement, recognition, stimulating work, responsibility and advancement (vertical loading:
giving workers more autonomy and responsibility)
-practical application of Frederick Herzberg’s motivator-hygiene theory of job satisfaction
Herzberg’s Motivator Hygiene model-interviewed 203 accountants and engineers to determine
factors responsible for job satisfaction and dissatisfaction
-found job satisfaction more frequently associated with achievement, recognition,
characteristics of the work, responsibility, and advancement
-known as motivators because each was associated with strong effort and good
performance
-managers can motivate individuals by incorporating motivators into an individual’s job
-found job dissatisfaction associated primarily with factors in the work context or
environment
-known as hygiene factors
-job satisfaction is not the opposite of dissatisfaction
Job Characteristics Model (core job characteristics, critical psychological states, outcomes)
(1)-core job characteristics: common characteristics found to a varying degree in all jobs
-skill variety (extent to which job requires individual to perform variety of tasks
using different skills), task identity (high when a person works on a product or project from
beginning to end and sees tangible result), and task significance (extent to which job affects lives
of other people)
-experienced responsibility is elicited by autonomy (extent to which job enables individual
to experience freedom, independence, and discretion in scheduling and determining the
procedures used in completing the job)
-knowledge of results fostered by feedback (extent to which individual receives direct and
clear information about how effectively he or she is performing the job)
-job crafting: physical and cognitive changes individuals make in the task or relational
boundaries of their work
Cultivating Employee Engagement
-employee engagement: harnessing of organization members; selves to their work roles;
in engagement, people employ and express themselves physically, cognitively, and emotionally
during role performance
-contains 4 components: feelings of urgency, feelings of being focused, feelings of
intensity, and feelings of enthusiasm
-personal characteristics found to influence: positive personalities, proactive personality,
conscientiousness, person-environment fit (PE Fit-the compatibility between an individual and a
work environment that occurs when their characteristics are well matched) and being present or
mindful
-contextual factors: organizational culture, sense of meaningfulness, sense of choice,
sense of competence and sense of progress
Causes of job satisfaction
-when personal characteristics and values match or fit the job requirements,
organizational values, and values of the workgroup
-job satisfaction: affective or emotional response toward various facets of one’s job
-5 predominant models specify its causes:
(1) Need Fulfillment (satisfaction determined by extent to which characteristics of
a job allow an individual to fulfill his or her needs)
(2) Discrepancies (satisfaction is a result of met expectations: difference between
This study source was downloaded by 100000883084650 from CourseHero.com on 03-25-2024 15:29:11 GMT -05:00
2
https://www.coursehero.com/file/9952702/Exam-3-Study-Guide-Spring-2014/
