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You are a management consultant. At the first meeting with representatives of an electronics factory who are struggling with high absenteeism, you are asked the following question: “Will our employees be more motivated to come to work if we increase their salaries?” Being an expert in organizational behavior and understanding the importance of the contingency approach, you answer the question right away. Which of the following answers have you most likely provided?
o a. “Well, I would suggest that you better look at increasing their job autonomy – it is a common problem with manual jobs!” o
b. “Unless the increase is significant, it won’t translate into lower absenteeism. But one thing is certain – all employees are motivated by bonuses.” OC. “I worked with many companies that had a similar issue. From my experience, the increase in salaries has never worked.” od. “Yes, but you should introduce a piece-rate pay system because it might also increase your production capacities!” • e. “Sorry for not providing a definite response, but I need more information, notably: Are you referring to blue-collar or white-collar employees? And, also, could you give me more details about the work process at the factory?” Jane has recently joined an online class to improve her coding skills. She was very motivated to get a high mark at first, but things changed when she read the course outline. The assignments were complicated and not very well-explained. Also, the marking scheme was very ambiguous and just stated that the highest marks would be given to those students with outstanding performance. Although Jane knew that doing well in the course would give her a significant advantage in landing a job, she’d lost her motivation to try. According to Expectancy theory, the decrease in Jane’s motivation can be attributed to a problem in: O a. inequity O b. role ambiguity O c. effort O d. instrumentality O e. expectancy A family doctor, Julie, has recently started a new job at a private clinic, and she really enjoys it. Specifically, she likes her job conditions (above- average salary, reasonable number of patients per shift), “human” approach of human resources department (possibility to get days off with “no questions asked”, flexibility of pay schedule), constant support of her manager (encouragement to develop additional skills, clear demonstration of being valued), and the fact that doctors were compensated in accordance with a clear salary grid depending on their tenure. Which of the following situations can be most likely explained by the aspects that Julie appreciates about her job? O a. Julie was fighting with her husband over the phone about who should pick up kids after kindergarten. O b. Managers of the clinic made a report on employee absenteeism, and Julie’s rate was one of the highest.
O c. Patients of Julie regularly note her good mood.
d. Other doctors in the clinic notice that she is not very involved in her job.
O e. Julie experiences job-related stress. A manager who comes in under budget one year has her budget cut for the following year. After that, the manager is careful to spend all the money she is allocated and never reports coming in under budget again. The budget cut in this case is an example of:
O a. inattention to goal commitment O b. inequity O c. lack of procedural fairness O d. negative reinforcement e. punishment Which perceptual bias is most closely linked to social identity theory? O a. projection
O b. consistency effect O
c. (reliance on) central traits
O d. stereotyping O e. consensus error
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