Deck 2: Engaging and Motivating Employees and Managing Organisational Change

Question 1

Which of the following is not an example of a content theory?

A) Maslow's hierarchy of needs theory
B) Adams' equity theory
C) Alderfer's existence, relatedness, growth theory
D) Herzberg's two factor theory

Answer 1

C

Question 2

Lewin's (1951) change model describes resistance as:

A) the balance between resourcing cost and anticipated outcome
B) the balance between employee past experience and future expectations
C) the balance between restraining forces and driving forces
D) the balance between closed and open communication in the workplace

Answer 2

C

Question 3

'Hard HRM' practices draw on McGregor's Theory X management assumptions about employees at work.

Answer 3

True

Question 4

You are a human resource manager working in an organisation.The external environment of this organisation is changing and the business is turbulent and insecure.How has motivation changed over time and how would you motivate people in this organisation?

Question 5

According to Hay & Härtel (2000), change programs mostly fail during which stage?

A) implementation phase
B) planning phase
C) consultation phase
D) negotiation phase

Question 6

An organisation planned to lay off over 1000 workers and change the organisational structure so that there were fewer hierarchical levels.Using the SHRM Application Tool, what is one success criteria the organisation should identify?

A) change the management style to develop respect for and trust from employees
B) ask employees what motivates them to work
C) identify employees' thoughts, fears and concerns relating to the redundancies
D) identify and address areas where employees perceive discrimination

Question 7

A situation where employees respond positively if they perceive the situation is fair and negatively if they perceive it as unfair is called organisational justice.

Question 8

Which of the following theories argues that an employee will be motivated by a belief that their effort will result in a desired level of performance and will be linked to reward?

A) Adam's equity theory
B) Locke's goal setting theory
C) Vroom's expectancy theory
D) Reinforcement theory

Question 9

Alderfelder's Existence Relatedness Growth (ERG) theory argues that all three elements must be addressed simultaneously.

Question 10

In today's environment of constant change, psychological contracts are less predictable.For example, organisations can no longer offer job security, resulting in employees feeling stressed, anxious, and displaying counterproductive work behaviours.This is evidence that organisations are placing less strategic value on which contract?

A) the reward contract
B) the relational contract
C) the transactional contract
D) the ideologically infused contract

Question 11

Research into the area of emotional intelligence suggests that it includes:

A) the ability to perceive and experience emotions which then guide emotional responses and promote intellectual growth
B) it is applied at the intrapersonal, the interpersonal and the organisational level
C) it plays a significant role in life satisfaction, self-esteem, individual success and wellbeing, trust, cooperative identity and efficacy
D) all of the above

Question 12

When management uses employees only for the benefit of the business without giving them consideration and respect, which management ethical theory is reflected?

A) utilitarian
B) stakeholder
C) normative
D) deontological

Question 13

Adam's equity theory (1963) proposes that employees will compare the effort they put into their jobs and the rewards they receive to the inputs and outcomes of relevant others.The assessment of this fairness is especially relevant during:

A) recruitment and selection activities
B) performance appraisal and remuneration activities
C) occupational health and safety activities
D) both a and b

Question 14

According to Herzberg, when organisational managers develop tasks that are meaningful, interesting and challenging, depending on the needs, wants and interests of employees they will:

A) motivate employees
B) eliminate dissatisfaction
C) promote employee growth and development
D) both a and c

Question 15

Which of the following is not a phase of radical change?

A) planning
B) enabling
C) leading
D) maintaining

Question 16

An organisation's level of 'emotional awareness' can be enhanced by:

A) rewarding staff who can keep their emotions to themselves
B) ensuring that managers do not reveal their feelings to staff
C) developing a culture that quickly punishes negative employee emotions
D) developing a culture that builds constructive responses to displays of both positive and negative emotion

Question 17

McGregor's Theory X and Theory Y depict employees as holding a dislike of work and responsibility and needing close supervision, or seeking responsibility and satisfaction in their work tasks.An organisation using hard SHRM would focus on the relational aspects of the psychological contract.

Question 18

When a person views work as central to their life, it forms part of their personality.

Question 19

Managers are the sole determinant of employee motivation.

Question 20

Vroom's (1964) expectancy theory suggests the formula for motivation is:

A) Motivation = Diversity × Empathy × Determination
B) Motivation = Information × Coaching × Experience
C) Motivation = Experience × Instruction × Variety
D) Motivation = Expectancy × Instrumentality × Valence

Question 21

Mudrack (1997) suggests 'the degree to which individuals place work at or near the center of their lives' influences their attitude to work.Explore this quote in terms of the Protestant work ethic.

Question 22

Explain what HRM ethics and organisational justice are, and how employees' perceptions of an organisation's ethics and organisational justice affect their motivation at work.

Question 23

Maslow's (1954) hierarchy of needs theory; Alderfer's (1969) existence, relatedness, growth theory; Herzberg's (1968) two factor theory; and McClelland's (1955) acquired needs theory all propose that people's desires to fulfil their needs and wants direct their behaviour.What are the similarities and differences between these theories?

Question 24

What is the difference between 'focal' and 'discretionary' motivational behaviours?

Question 25

What is the link between Locke's (1968) goal setting theory and performance appraisals in organisations?