Exam 12: Section 1: Managing Individuals and a Diverse Work Force

According to industrial psychology, job performance is an additive function of motivation, ability, and situational constraints.

Distinguish between extrinsic and intrinsic rewards. Which are most important to workers in general?

Users of credit and debit cards that earn the owners money or rewards towards future purchases, is an example of _______.

A___________ is a target, objective, or result.

According to Alderfer's ERG theory, the lowest-order need is____________ .

According to the model of need satisfaction, an unsatisfied need produces____________ .

According to expectancy theory, in order for people to be highly motivated, ___________must be high.

A manager who wants to use reinforcement theory to motivate workers should first___________ .

The city of Cairo has the world's greatest collection of Islamic buildings and statues. It would seem an ideal location for Muslim tourists, but unfortunately preservation activities have been inadequate and often more destructive than constructive. Imagine the Egyptian government is instituting a marketing campaign to motivate tourists to spend their vacation dollars in Cairo. The buildings and statues in the city would have a(n)___________ to Muslim tourists who wanted to learn more about their heritage.

Although both Title IX of the 1972 Education Amendments and the advent of professional women's sporting leagues have led to dramatic increases in opportunities for women in sports at high school, collegiate, and professional levels, significant discrepancies still exist between men's and women's sports. According to equity theory, female athletes should feel that male athletes are being____________ .

Wegmans Wegmans, a supermarket chained based in the northeast United States, has been in business since 1915. Its founder believes that if the company could survive the Great Depression, it can survive the intense competition of today's grocery industry, fueled, of course, by Wal­Mart. The grocery business has margins between 2 and 4 percent. Plus, because of low pay, long hours, and, frankly, a mundane industry that doesn't attract and keep top­ notch talent, employee turnover averages 100 percent per year. In fact, turnover costs are so high and profit margins are so low (because of intense competition) that over the last 13 years, 13,500 individual grocery stores, 17 percent in all, have closed because they weren't profitable. Wegmans plans to beat those odds by differentiating itself through service. Providing great service requires a highly educated, motivated work force, and accomplishing that won't be easy. The first step in Wegmans' plan to recruit a highly motivated work force is to offer workers excellent medical, dental, and life insurance as well as long-term disability coverage. Everyone who makes less than $55,000 a year receives complete medical insurance and a 401(k) retirement plan in which every employee dollar is matched by 50 cents from Wegmans. In addition to benefits for full-time workers, part-time workers such as cashiers and baggers, most of whom are high-school students, can earn a scholarship bonus (for good grades) of $6,000 over their four years of high school. In fact, Wegmans has given 17,500 full- and part-time employees $54 million for college scholarships over the last 20 years. Wegmans also pays some of the highest salaries in the grocery industry, which, combined with the company's benefits package, keeps Wegmans' turnover rate at an astronomically low 6%! Wegmans also invests in its employees through training. Employees must pass 30- to 55-hour long training classes before they can work in the meat or fish departments. And some are sent to Italy to learn about cheeses or to France to work in patisseries (pasty shops). Produce employees might be sent to California to learn from strawberry growers. At Wegmans, the motto is "Employees first, customers second." But because Wegmans' employees are so satisfied with their work and because the company invests so heavily in them, they are glad to deliver what Wegmans calls "telepathic levels of customer service." In pursuit of "telepathic" customer service, employees are allowed, even encouraged, to do anything they need to do to satisfy customers - and that's without getting approval from their managers. In fact, Wegman chefs have gone to customers' homes to fix incorrect food orders. When a customer purchased a Thanksgiving turkey too large for her oven, a Wegmans' employee cooked it for her in the large ovens at the store. Bill Gamer, a part­time employee in a meat department, said, "They let me do whatever comes into my head, which is kind of scary sometimes." Jack DePeters, head of company operations concurs, saying, "We're a $3 billion company run by 16­year­old cashiers." -Refer to Wegmans. Because the company invests so heavily in employee training and then empowers employees to make decisions, Wegmans' managers increase employee________ .

Which of the following statements about goal-setting theory is true?

Wegmans Wegmans, a supermarket chained based in the northeast United States, has been in business since 1915. Its founder believes that if the company could survive the Great Depression, it can survive the intense competition of today's grocery industry, fueled, of course, by Wal­Mart. The grocery business has margins between 2 and 4 percent. Plus, because of low pay, long hours, and, frankly, a mundane industry that doesn't attract and keep top­ notch talent, employee turnover averages 100 percent per year. In fact, turnover costs are so high and profit margins are so low (because of intense competition) that over the last 13 years, 13,500 individual grocery stores, 17 percent in all, have closed because they weren't profitable. Wegmans plans to beat those odds by differentiating itself through service. Providing great service requires a highly educated, motivated work force, and accomplishing that won't be easy. The first step in Wegmans' plan to recruit a highly motivated work force is to offer workers excellent medical, dental, and life insurance as well as long-term disability coverage. Everyone who makes less than $55,000 a year receives complete medical insurance and a 401(k) retirement plan in which every employee dollar is matched by 50 cents from Wegmans. In addition to benefits for full-time workers, part-time workers such as cashiers and baggers, most of whom are high-school students, can earn a scholarship bonus (for good grades) of $6,000 over their four years of high school. In fact, Wegmans has given 17,500 full- and part-time employees $54 million for college scholarships over the last 20 years. Wegmans also pays some of the highest salaries in the grocery industry, which, combined with the company's benefits package, keeps Wegmans' turnover rate at an astronomically low 6%! Wegmans also invests in its employees through training. Employees must pass 30- to 55-hour long training classes before they can work in the meat or fish departments. And some are sent to Italy to learn about cheeses or to France to work in patisseries (pasty shops). Produce employees might be sent to California to learn from strawberry growers. At Wegmans, the motto is "Employees first, customers second." But because Wegmans' employees are so satisfied with their work and because the company invests so heavily in them, they are glad to deliver what Wegmans calls "telepathic levels of customer service." In pursuit of "telepathic" customer service, employees are allowed, even encouraged, to do anything they need to do to satisfy customers - and that's without getting approval from their managers. In fact, Wegman chefs have gone to customers' homes to fix incorrect food orders. When a customer purchased a Thanksgiving turkey too large for her oven, a Wegmans' employee cooked it for her in the large ovens at the store. Bill Gamer, a part­time employee in a meat department, said, "They let me do whatever comes into my head, which is kind of scary sometimes." Jack DePeters, head of company operations concurs, saying, "We're a $3 billion company run by 16­year­old cashiers." -Refer to Wegmans. The goal at Wegmans is to create "telepathic customer service." Employees are allowed, even encouraged, to do anything they need to do to satisfy customers In fact, chefs at Wegmans have gone to customers' homes to fix incorrect food orders. In terms of goal­setting theory, these chefs had exceptional________ .

For the goal-setting theory to work, goals must __________.

Distributive justice refers to the perceived fairness of the process used to make reward allocation decisions.

The___________ states that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they are offered attractive rewards.

Briefly identify the two types of inequity. What are the accompanying psychological reactions of the person perceiving each type of inequity?

For workers who feel underpaid, creating a union at their place of employment to attain higher wages can be a mechanism for restoring equity by___________ .

Define expectancy theory. Identify the theory's three key concepts.

McClellend's Learned Needs Theory identifies three needs. They are the needs for____________ .