Deck 3: A Behavioural Framework for Compensation

Question 1

Classical management strategies generally require a reward system that focuses on task behaviour.

Answer 1

True

Question 2

The first step in designing a reward system that will produce the behaviour the organization needs is to develop rewards that address salient employee needs.

Answer 2

False

Question 3

The key employee attitudes are flexibility,citizenship,and individual goal commitment.

Answer 3

False

Question 4

When a potential employee joins an organization,there is often an implied contract between the employee and the organization,based on expectations of rewards and contributions.Which of the following best describes this contract?

A) provincial labour code
B) deprivation contract
C) psychological contract
D) perceived equity

Question 5

In an effort to improve the relationships with employees,management at ABC recently implemented policies to make their pay more consistent across jobs that were similar.What would this change help with?

A) improving the psychological contract
B) improving perceptions of procedural justice
C) improving perceptions of distributive justice
D) decreasing perceptions of relative deprivation

Question 6

Which term is used to describe the degree of urgency an individual attaches to the satisfaction of a particular need?

A) hierarchy of needs
B) need deprivation
C) needs analysis
D) need salience

Question 7

Equity theory partially explains the basic notion of perceived inequity between one's view of his or her contribution and the contribution of others in similar contexts.

Question 8

You think your salary is unfair compared to others in your department,and you threaten to quit your job.Which theory best explains your actions?

A) psychological contract
B) expectancy theory
C) procedural justice
D) equity theory

Question 9

Which of the following would be an example of distributive justice?

A) Based on your performance,you believe you were given the pay raise you deserved.
B) You have the opportunity to appeal your pay raise.
C) Your managers openly share the reward decision-making process with all employees.
D) Reward decisions are based on job-related performance and free of bias.

Question 10

Ashton is committed to his organization out of a sense of belongingness and loyalty.What type of commitment is Ashton displaying?

A) affective
B) continuance
C) task
D) moral

Question 11

Reward dissatisfaction can result from perceived inequity.

Question 12

Job satisfaction is a key employee behaviour.

Question 13

Which scenario best describes the notion of expectancy,according to the expectancy theory of motivation?

A) Paul believes he can complete the project in five days.
B) Paul is under the impression that even if he finishes the project in five days,the company will not provide him with the promised promotion.
C) Paul does not value the promised promotion.
D) Paul would like to be recognized as a valued employee by being given a large pay increase.

Question 14

The principal source of citizenship behaviour is organizational identification.

Question 15

Which short scenario best describes organizational citizenship behaviour?

A) Joe,a shop mechanic,approaches management with an initiative that will improve customer service.
B) Duane,a faculty member,starts and finishes his lectures on time as per his syllabus.
C) Mary,a university graduate,was so impressed with company ABC that she decided to join the company.Ten years later she was still working for ABC.
D) Carlos "volunteers" for special community events on behalf of his company only when he is paid overtime.

Question 16

A sales organization rewards employees for the number of client contacts made via telephone.A review of client contact quality determines that most of these contacts will never convert into sales.As it relates to reward problems,this exemplifies a lack of congruency between rewards and behaviour.

Question 17

Distributive justice refers to the fairness of the process in giving rewards.

Question 18

You are extremely happy with your job and would not hesitate to recommend your company as a good place to work.Which key employee attitude are you expressing?

A) organizational identification
B) motivation
C) job satisfaction
D) commitment

Question 19

You are the human resource manager for a non-profit organization focusing on cleaning local parks.The vast majority of staff are volunteers from the local community.You are so pleased with their commitment that you approach a consultant looking for advice on what kinds of additional rewards you should provide.Which of the following would be an appropriate recommendation,according to the attribution theory of motivation?

A) Offer to pay the attendance fee to any volunteer willing to attend a conference dealing with the value of green space in cities.
B) Offer to pay $100.00 per month if volunteers show up for all their shifts.
C) Offer to pay volunteers $.50 for every pound of garbage collected from local parks.
D) Offer to pay a nominal fee for members that find other volunteers willing to join the organization.

Question 20

The three key employee behaviours that may be desired by employers are membership,task,and citizenship.

Question 21

You have been asked to explain to a client the notion of work motivation.Which of the following would best characterize an employee's work motivation?

A) someone that is happy with his job
B) someone that puts forward great effort to perform a task well
C) someone that shares the organization's goals and aspirations
D) someone that is happy and satisfied with the job content and his/her performance

Question 22

According to reinforcement theory,what happens when organization-controlled rewards stop?

A) Employees are motivated to work on their own.
B) Intrinsic motivation disappears.
C) Desired behaviours eventually disappear.
D) There is no change in behaviour.

Question 23

Which scenario is reflective of an organization displaying procedural justice in their reward system?

A) Pay is not similar for employees performing at the same general level.
B) Pay is attached to increases in consumer price indexes regardless of actual performance.
C) Employees are able to appeal pay increase decisions using a transparent appeal process.
D) Employees are not able to articulate when and how pay increases are provided.

Question 24

Economic theory of motivation is closely aligned with which management strategy?

A) differentiation management strategy
B) high-involvement management strategy
C) human relations management strategy
D) classical management strategy

Question 25

Which of the following refers to content theories of motivation?

A) theories based on reinforcement theories
B) theories that focus on managerial strategies
C) theories that focus on understanding the means by which people make choices
D) theories that focus on human needs

Question 26

You operate an inbound call centre serving the various needs of your customers.Over the last several months,you notice that customers are waiting on hold for several minutes before being served.To motivate operators,you introduce an incentive program that rewards those operators that answer over 200 calls per 8-hour shift.Shortly thereafter,wait times drop but service complaints escalate.What kind of reward problem does this vignette describe?

A) failure to produce desired behaviour
B) production of desired behaviour and undesirable consequences
C) production of reward dissatisfaction
D) unfair compensation practices

Question 27

Which theory is most applicable in explaining why a hockey player who earns $10 million per year is dissatisfied with his pay?

A) equity
B) relative deprivation
C) psychological contract
D) reinforcement

Question 28

An employee survey at a particular company indicated very strong employee job satisfaction levels.Management was elated with the outcome of the survey.What is a likely consequence of having satisfied employees?

A) decreased grievances
B) employees who are more innovative
C) employees who are more cooperative
D) improved interdepartmental integration and communication

Question 29

In what way is there congruency between Maslow's theory and Herzberg's theory?

A) The higher-order needs correspond to motivators,and lower-order needs correspond to the hygienes factors.
B) Both Maslow and Herzberg assume that a satisfied need no longer motivates.
C) Both Maslow's and Herzberg's theories could be classified as "process theories."
D) Both Maslow and Herzberg explicitly describe the distinction between job satisfaction and work motivation.

Question 30

According to expectancy theory,which of the following would be an example of negative instrumentality?

A) You believe that no matter how hard you work your performance will not be recognized.
B) You do not have confidence in your ability to perform the required task.
C) You do not value the reward.
D) You are not motivated to exert any effort.

Question 31

Organizational justice has two key dimensions.Which pair of variables best captures these two dimensions?

A) distributive and integrative justice
B) distributive and procedural justice
C) psychological and tenure-based justice
D) psychological and task justice

Question 32

Zara would typically go "well beyond the call of duty" in the workplace to help her organization achieve its goals.What is Zara displaying?

A) membership behaviour
B) organizational citizenship behaviour
C) task behaviour
D) proactive behaviour

Question 33

A particular employee becomes dissatisfied with a decision by an organization to decrease pay.Which of the following could be considered an attempt by the employee to increase rewards?

A) taking longer coffee breaks
B) increased absenteeism
C) padding their expense accounts
D) seeking a less demanding job in a different company

Question 34

Terry was generously rewarded by his parents when he received excellent grades.His parents are hoping that the rewards will help Terry get similar grades in the future.Which theory helps to explain this scenario?

A) Maslow's theory
B) Herzberg's theory
C) expectancy theory
D) reinforcement theory

Question 35

Which of the following is NOT a key employee attitude?

A) job satisfaction
B) work motivation
C) organizational identification
D) organizational citizenship

Question 36

At a unionized firm,workers went on strike even after management offered them a two percent increase in pay.The union representing the workers said that the proposed increase did not match the workers' contributions to the firm.What type of reward problem is evident in this situation?

A) failure to produce the desired behaviour
B) production of the desired behaviour and undesirable consequences
C) production of reward dissatisfaction
D) lack of task behaviour

Question 37

Which term refers to the individual's perception of how likely it is that the effort they give will lead to the successful performance of the desired behaviour?

A) valence
B) expectancy
C) instrumentality
D) salience

Question 38

Which of the following is associated with job satisfaction?

A) increased job effort
B) lower employee turnover
C) higher training costs
D) job security

Question 39

Your employer has not kept his promises in relation to pay,benefits,and ongoing training and development opportunities.Which of the following best describes your situation?

A) unethical behaviour
B) lack of organizational justice
C) perceived inequity
D) violation of the psychological contract

Question 40

What is the definition of membership behaviour?

A) paying ones dues on time
B) being polite with others
C) a decision to join and stay with a firm
D) the attitude one holds toward one's job and the workplace

Question 41

Identify the three key job attitudes and explain their roles in determining employee behaviour.

Question 42

A particular employee is provided with a very aggressive sales goal for next year.Management proposes that if sales double,the employee will receive a 50 percent increase to his/her base pay in addition to his/her sales-based commissions.This represents a substantial increase in compensation,and management is confident the employee will be motivated to increase task behaviour.
Two months into the program,management notices the employee is actually less motivated.
Using expectancy theory,explain possible rationales that may justify the decreased level in motivation and associated task behaviour.(You may make any additional assumptions)

Question 43

From an employee behavioural perspective,what steps need to be followed to design an effective reward system?

Question 44

Summarize the consequences of each job attitude.

Question 45

Briefly explain the difference between content theories of motivation and process theories of motivation,and provide examples of each.

Question 46

Briefly explain the purpose of the behavioural framework for compensation.