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Expectancy theoryThe company is offering a trip to Bora Bora to the highest performing customer service representative. Although Ben wouldlove to win the trip, he isn’t motivated to put in his best effort because he doesn’t think that he can outperform his colleagues.You fear that your new employee,Scott, is about to quit because he isn’t performing well in the training program. You heardhim say, “I’ll never learn this stuff—I don’t think I’m cut out for this line of work.”The two-factor theoryYou want to better motivate your workers. You start by identifying things that are causing dissatisfaction among youremployees and fixing them.You want to better motivate your workers. Because your employees perform well and are generally satisfied with their payand benefits, supervisors, and working conditions you decide to start recognizing employees who are doing an exemplaryjob and giving employees more control over how they get their work done.The Porter-Lawler modelYou decide to start offering a greater variety of performance-based rewards (including money, days off, trips, and TVs) foremployees to choose from to make sure that the rewards they are striving for are valuable to them.You decide to start offering a greater variety of performance-based rewards (including money, days off, trips, and TVs) foremployees to choose from to make sure that the rewards they receive are those most valuable to them.Phil is unhappy that he works longer hours than Asa but earns the same salary, and feels that this is unfair. What is Philperceiving?This preview shows page 14 - 16 out of 64 pages.
Expectancy theoryThe company is offering a trip to Bora Bora to the highest performing customer service representative. Although Ben wouldlove to win the trip, he isn’t motivated to put in his best effort because he doesn’t think that he can outperform his colleagues.You fear that your new employee,Scott, is about to quit because he isn’t performing well in the training program. You heardhim say, “I’ll never learn this stuff—I don’t think I’m cut out for this line of work.”The two-factor theoryYou want to better motivate your workers. You start by identifying things that are causing dissatisfaction among youremployees and fixing them.You want to better motivate your workers. Because your employees perform well and are generally satisfied with their payand benefits, supervisors, and working conditions you decide to start recognizing employees who are doing an exemplaryjob and giving employees more control over how they get their work done.The Porter-Lawler modelYou decide to start offering a greater variety of performance-based rewards (including money, days off, trips, and TVs) foremployees to choose from to make sure that the rewards they are striving for are valuable to them.You decide to start offering a greater variety of performance-based rewards (including money, days off, trips, and TVs) foremployees to choose from to make sure that the rewards they receive are those most valuable to them.Phil is unhappy that he works longer hours than Asa but earns the same salary, and feels that this is unfair. What is Philperceiving?
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Perceiving equity means which of the following?
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4. Reinforcement (Connect, Perform)You are the manager of a customer service call center that handles customer inquiries for a large clothing retailer. One ofyour responsibilities is to use different types of reinforcement to motivate employees to engage in certain behaviors whileon the phone with customers. You want your coworker George to stop playing practical jokes on his coworkers, so youdecide to start ignoring the pranks and tell others to ignore them as well. What type of reinforcement did you use?EXTINCTIONFixed-ratioYou want to motivate your packaging employees to immediately start packaging at least 100 products an hour and not makeany errors.Variable-ratioYou want all of the receptionists in the company to answer the phone in the same way, and you want this behavior to continuelong after you discontinue your reward program. You decide to praise your call center representatives after the thirdsuccessful call, then the seventh call after that, and then the fourth call after that.
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Organizational studies and human resource management, Alex, supervisor, Ryan lazy