Question 1 Business Intelligence (BI) company and product name ans)"ORACLE HYPERION SYSTEM" Question 2 URL for the BI product overview page ans)"https://www.oracle.com/applications/performance-management/products/business-planning/hyperion-planning/index.html" Question 3 name of the company (you are the president of this company) that you picked for the Analysis part of your research project – and nothing else. See BI Research Project Guidelines document for more detail. ans) walmart Question 4 Your Company: Enter the URL (home page) for your company - and nothing else. ans)"http://www.walmart.com/" PSY 4680, Industrial Organizational Psychology 1 UNIT IV STUDY GUIDE Performance Management Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to: 1. Differentiate between the major theories of motivation 2. Compare and contrast the different components of equity theory, the two-factor theory, and reinforcement theories of motivation. 3. Discuss the expectancy theory of motivation. 4. Define job satisfaction. 5. Evaluate the major approaches for measuring job satisfaction. 6. Analyze the relationship between job satisfaction and other factors (e.g., job performance, turnover, etc.) 7. Discuss the different types of commitment exhibited in the workplace. 8. Describe and apply job characteristics to the person-job fit. Unit Lesson Employee Motivation, Satisfaction, and Commitment In the previous unit, you learned ways to conduct a performance appraisal, which is a major aspect of employee performance management (Seiden & Sowa, 2011). Often, employee performance depends on the extent to which they are able to perform their job activities well, as well as the degree to which they are willing to put forth the effort to perform well. In this unit, we will discuss ways to increase the latter, by motivating employees and creating the conditions necessary for employees to feel satisfied and committed to their job. We will discuss specific ways to improve and/or maintain employee performance and enhance the well-being of employees through increasing positive work attitudes, such as job satisfaction. I/O psychologists use a variety of methods to do this, such as redesigning jobs, rewarding good performance, and ensuring that employees are treated fairly. Employee Motivation Employee motivation refers to, “an internal state that induces a person to engage in a particular behavior,” (Spector, 2012, 194). When employees are motivated, they make choices to act in a certain way or direction, exerting intense efforts, persistently, over time (Spector, 2012). I/O psychologists recognize and apply a variety of motivation theories relevant to work settings. Organizations and work groups often face challenges with regard to employee motivation. An organization may hire an I/O psychologist as a consultant to assess employee motivation, ...

1. Question 1
Business Intelligence (BI) company and product name
ans)"ORACLE HYPERION SYSTEM"
Question 2
URL for the BI product overview page
ans)"https://www.oracle.com/applications/performance-
management/products/business-planning/hyperion-
planning/index.html"
Question 3
name of the company (you are the president of this company)
that you picked for the Analysis part of your research project –
and nothing else. See BI Research Project Guidelines document
for more detail.
ans) walmart
Question 4

2. Your Company: Enter the URL (home page) for your company -
and nothing else.
ans)"http://www.walmart.com/"
PSY 4680, Industrial Organizational Psychology 1
UNIT IV STUDY GUIDE
Performance Management
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
1. Differentiate between the major theories of motivation
2. Compare and contrast the different components of equity
theory, the
two-factor theory, and reinforcement theories of motivation.
3. Discuss the expectancy theory of motivation.
4. Define job satisfaction.
5. Evaluate the major approaches for measuring job satisfaction.
6. Analyze the relationship between job satisfaction and other
factors (e.g.,
job performance, turnover, etc.)
7. Discuss the different types of commitment exhibited in the

3. workplace.
8. Describe and apply job characteristics to the person-job fit.
Unit Lesson
Employee Motivation, Satisfaction, and Commitment
In the previous unit, you learned ways to conduct a performance
appraisal,
which is a major aspect of employee performance management
(Seiden &
Sowa, 2011). Often, employee performance depends on the
extent to which they
are able to perform their job activities well, as well as the
degree to which they
are willing to put forth the effort to perform well. In this unit,
we will discuss ways
to increase the latter, by motivating employees and creating the
conditions
necessary for employees to feel satisfied and committed to their
job. We will
discuss specific ways to improve and/or maintain employee
performance and
enhance the well-being of employees through increasing
positive work attitudes,
such as job satisfaction. I/O psychologists use a variety of
methods to do this,
such as redesigning jobs, rewarding good performance, and
ensuring that
employees are treated fairly.
Employee Motivation
Employee motivation refers to, “an internal state that induces a
person to

4. engage in a particular behavior,” (Spector, 2012, 194). When
employees are
motivated, they make choices to act in a certain way or
direction, exerting
intense efforts, persistently, over time (Spector, 2012). I/O
psychologists
recognize and apply a variety of motivation theories relevant to
work settings.
Organizations and work groups often face challenges with
regard to employee
motivation. An organization may hire an I/O psychologist as a
consultant to
assess employee motivation, satisfaction, and other attitudes
and to intervene in
order to improve these. The consultant would refer to research
and theories of
motivation to help diagnose and address the situation. Let’s
review a few of the
major theories of work motivation.
Need theories are based on the notion that human beings are
driven to satisfy
certain desires, with some of these being essential, such as the
need to eat.
According to these theories, employees are most likely to
behave in ways that
Reading
Assignment
Chapter 8:
Theories of Employee
Motivation
Chapter 9:
Feelings About Work: Job

5. Attitudes and Emotions
PSY 4680, Industrial Organizational Psychology 2
will allow them to fulfill their needs. Some theories, such as
Maslow’s Hierarchy
of Needs, suggest that these needs are universal. It suggests that
everyone has
basic needs, including physiological, safety, love, esteem, and
self-actualization
needs. According to the theory, we are motivated to fulfill these
needs in a
certain order, beginning with physiological needs, and we will
be distracted by
these needs and unable to focus fully on fulfilling higher order
needs until lower
order needs are met. This theory is often applied in the
workplace. For example,
an implication of this theory is that managers should ensure that
employees are
provided adequate access to nutritious meals and time to eat at
regular intervals
to reduce distractions of physiological needs. Another example
would be
ensuring that employees are able to work free from threats of
harassment or
bullying in the workplace. There are a variety of need-based
theories of
motivation which have implications for the workplace, and I/O

6. psychologists can
use to increase employee motivation.
Reinforcement theories of motivation suggest that employees
are motivated to
behave in certain ways depending on the rewards and/or
consequences
associated with different choices of behavior. Much research
has explored the
effects of different types of reward systems. For example,
incentive systems
reward employees differently depending on their performance
(e.g., a car
salesperson may receive a small base pay and make most of
their money when
they actually sell a car). These systems can be effective,
although it may be
much more difficult to apply an incentive system to other types
of jobs (e.g., a
school bus driver). The rewards can also be based on attendance
and other
factors (Spector, 2012).
Studies show that, while pay and benefits are not the only
important factors
involved in employee motivation, they do make a difference.
For example, one
study suggests that employees are more motivated to stay with
the organization
if they are receiving benefits such as pensions and health care
benefits.
Organizations should strive to ensure that they are paying
employees
comparable to others in their industry (Towers Watson, 2010).
Expectancy Theory

7. By this theory, motivation is explained as a function of three
factors, referred to
as expectancy, valence, and instrumentality. Expectancy refers
to the degree to
which the employees believe they have the ability to do the
behavior or perform
the task. The more they believe in their ability to do the job, the
more motivated
they will be to put forth the effort needed to do well. Valence
refers to the extent
to which the employee values the reward. The more employees
value or like the
reward, the more motivated they will be to put forth the effort
needed to do well.
Instrumentality refers to the degree to which employees believe
that if they
perform well, they will actually get the reward (e.g., is there
competition for the
reward?). If employees believe that if they perform well, they
will automatically
get the reward, they will be more motivated to put forth the
effort needed.
These are just a few of the theories that I/O psychologists use to
understand
employee motivation; there are many others, such as self-
determination
theories, goal-setting theories, and justice theories. Emerging
areas of
motivation research are even looking at the use of internal
marketing
approaches to increase employee motivation. For example,
Cardy and Lengnick-
Hall (2011) suggest approaching employees as you would
customers,

8. recognizing that employees are likely comparing their
organization’s “brand” as
an employer to that of competitors. The researchers suggest
that, just as
customers may become attached to brands such as Coca-Cola,
they may be
more motivated to stay with an organization that espouses
certain values that
PSY 4680, Industrial Organizational Psychology 3
are consistent with their own. Therefore, it is important for
organizations and
managers to understand their employees and to develop a work
culture that
reflects these values. They also suggest that employees are
looking for a good
deal. They want to know that they are getting a good bargain
(e.g., pay for what
they contribute to the organization) from their current employer,
compared to the
deal that they could get working for other employers. These
research findings
can be applied to create interventions and to set strategies for
organizations to
improve employee motivation.
Job Satisfaction and Commitment
Job satisfaction refers to, “the extent to which people like their
jobs,” (Spector,
2012, p. 216). It is related to organizational commitment, which

9. refers to, “the
attachment of the individual to the organization,” (Spector,
2012, p. 235). Both
job satisfaction and organizational commitment are predictors
of job
performance, among many other positive outcomes (Spector,
2012). Research
shows that there are strategies organizations can take to
increase employee
satisfaction and commitment. For example, Cardy and
Lengnick-Hall (2011)
suggest that organizations are more likely to retain employees
when they offer
certain services (e.g., career planning resources), provide room
for
advancement, and reward employees for staying with the
organization. There
are a variety of other approaches that organizations can take to
increase positive
employee attitudes.
Flexible Work Arrangements
Many organizations are using flexible working arrangements to
increase
employee job satisfaction and to retain good employees. Grobler
and Bruyn
(2011) suggest that these practices can help organizations retain
employees,
reduce employee absences and tardiness, while increasing
employee job
satisfaction, commitment, and morale. Specific examples of
these practices
include offering the option for employees to work part-time,
allowing two
employees to share one job, offering telework options, allowing

10. employees to
work their typical weekly hours within a shorter time frame
(e.g., working 10
hours a day for four days each week), and allowing employees
to dress casually.
Job rotation
Another strategy that organizations use to increase positive
employee attitudes
is job rotation. This involves rotating employees through
different jobs, as
opposed to keeping the same employees working in the same
position
permanently. For example, a manager may work with the
marketing department
on a project lasting six months, followed by six months working
in sales, etc.
This can prevent boredom, and it is particularly helpful when
employees plateau,
or reach the highest level within their current job (McCleese &
Eby, 2006)
Career Development
When organizations provide employees with opportunities to
develop their skills,
in ways that are both aligned with the needs of the organization
and with the
career goals of the employee, they are likely to increase
satisfaction and
commitment. For example, Schnake, Williams, and
Fredenberger (2007)
suggest offering resources and tools for employees to engage in
career
development. Organizations can offer workshops for employees

11. to engage in
career development, provide examples of different career paths
within the
organization, as well as provide mentoring opportunities.
PSY 4680, Industrial Organizational Psychology 4
These are just a few examples of the ways in which
organizations can increase
employee satisfaction and commitment. Employee attitudes,
such as job
satisfaction, are a central focus in I/O psychology. Employee
attitudes are
associated with a variety of other outcomes, and there is
evidence suggesting
that interventions to enhance these attitudes are effective.
Research also
suggests that ensuring that employees are a good match for the
position,
“person-job fit,” can help to facilitate job satisfaction (Spector,
2012).
References
Cardy, R. L., & Lengnick-Hall, M. L. (2011). Will they stay or
will they go?

12. Exploring a customer oriented approach to employee retention.
Journal
Of Business & Psychology, 26(2), 213-217.
Grobler, P. A., & de Bruyn, A. J. (2011). Flexible Work
Practices (FWP) -- An
effective instrument in the retention of talent: A survey of
selected JSE-
listed companies. South African Journal Of Business
Management,
42(4), 63-78.
McCleese, C. S., & Eby, L. T. (2006). Reactions to job content
plateaus:
examining role ambiguit and hierarchical plateaus as
moderators.
Career Development Quarterly, 55(1), 64-76.
Schnake, M. E., Williams, R. J., & Fredenberger, W. (2007).
Relationships
between frequency of use of career management practices and
employee attitudes, intention to turnover, and job search
behaviour.
Journal Of Organizational Culture, Communications & Conflict,
11(1),
53-64.
Seiden, S., & Sowa, J. E. (2011). Performance management and
appraisal in

13. human service organizations: management and staff
perspectives.
Public Personnel Management, 40(3), 251-264.
Spector, P. E. (2012). Industrial and organizational behavior:
Research and
practice (6th ed.). Hoboken, NJ: John Wiley & Sons, Inc.
Towers Watson (2010). Retirement Attitudes. Retrieved from
http://www.towerswatson.com/assets/pdf/2717/Towers-Watson-
Retirement-Pt3-Attitudes.pdf
BI Research Project
DuPont
Overview: For more than 200 years, DuPont has brought world-
class science and engineering to the global marketplace through
innovative products, materials and services. DuPont’s market-
driven innovation introduces thousands of new products and
patent applications every year, serving markets as diverse as
agriculture, nutrition, electronics and communications, safety
and protection, home and construction, transportation and
apparel.
Operations & Services: Based in Wilmington, DE. DuPont has
operations in industries such as agriculture, automotive,
building & construction, chemicals, electronics, energy, food,
healthcare, marine, mining, packaging, plastics, and safety.

14. SiSense Overview
Company Overview:
Sisense was founded in 2004 in Tel Aviv by Elad Israeli, Eldad
Farkash, Aviad Harell, Guy Boyangu and Adi Azaria. The
company worked in stealth mode on research and development
until 2010, when initial investors, including Genesis Partners,
Opus Capital and Eli Farkash, provided $4 million in Series A
financing.
Amit Bendov was appointed CEO in July 2012.
n April 2013, Sisense announced a $10 million series B funding
round led by Battery Ventures, with participation from Genesis
Partners and Opus Capital.
In June 2014, new investor Draper Fisher Jurvetson Growth
(DFJ Growth) led a $30 million series C funding round with
participation from existing investors Battery Ventures, Genesis
Partners and Opus Capital.
In 2015, Amir Orad was appointed CEO.
The company's software is used by companies in 49 countries.
Customers include Target, Wix, and Samsung.
SiSense has offices in New York City and Tel Aviv
SiSense Product
Sisense offers a better, faster way to deliver actionable business

15. intelligence to managers in consumer products organizations.
When the management team of a consumer products
organization has access to flexible, granular analysis based on
data combined from disparate systems and data sources, new
levels of strategic thinking and decisions are achieved. Benefits
include the ability to:
Attract more customers
Increase customer loyalty
Increase market share
Optimize profit margins
Improve operational efficiency
Reduce inventory levels
Ensure and document regulatory compliance
Conventional BI and reporting systems take too long to
implement and are too inflexible to provide the kind of real-
time, drill-down, ask-any-question data analysis which
managers need to change the rules of the consumer products
analytics game.
Sisense offers an entirely new way to deliver fresh, actionable
intelligence to managers in organizations of consumer products.
No other BI solution in the world lets non-techies take large
amounts of scattered data and create beautiful BI dashboards as
quickly or as easily. That’s why Sisense is called the “Robin
Hood of the BI world” – they bring data justice to everyone, not
just the technical experts or big companies with endless
resources. The powerful technology we use to design our BI
software so users don’t need to write complicated code or rely
on IT , so anyone can build a dashboard from multiple large
data sets, using any device. Unlike other BI vendors, Sisense is
a business intelligence data visualization software and no
additional or third-party software is required.
Benefits & Features:

16. Join data from multiple sources
Analyze with data visualizations
Share interactive dashboards
Wix Case Study
Overview:
Wix.com (Nasdaq:WIX) is a leading cloud-based web
development platform with over 42 million registered users
worldwide, as of December 31, 2013. Wix was founded on the
belief that the Internet should be accessible to everyone to
develop, create and contribute. Through free and premium
subscriptions, Wix empowers millions of businesses,
organizations, professionals and individuals to take their
businesses, brands and workflow online. The Wix Editor and
highly curated App Market enable users to build and manage a
fully integrated and dynamic online presence. Wix has helped
users to build more than 42 million websites to date, and it’s
not surprising that the company needed an analytics and
reporting solution that could manage high-volume data quickly.
Tracking conversions, marketing campaign efficacy, and user
behavior was an important part of Wix’ plan to stay on top.
Challenge:
Wix grew from a small start-up to a formidable company with
millions of users, thousands of Website templates, and fee-
based premium packages. Interpreting user data correctly was
an integral part of the plan to remain competitive and the team
at Wix identified a set of key requirements they expected from
their BI tool:
Derive insight based on behavioral data from numerous sources
Ability to differentiate between free and paid users and chart
activity across the site
React quickly to changes
Ability to generate reports on the fly to track the success of

17. marketing campaigns or changes in product user behavior
A tool that non-IT employees and management professionals
could use for ongoing operational analysis
Solution
:
Before Wix began using Sisense, the company’s approach to
organizing high-quality data that could be both analyzed and
shared across the company was extremely time consuming and
labor-intensive. Data was largely managed via scripting, and
reports were difficult to explore and change. After testing
software from a number of leading BI vendors, Wix chose
Sisense. Sisense was the most flexible of the solutions Wix
tried, with easy-to-build dashboards that allowed for customized
reporting. Fast data handling mattered as well, since millions of
Wix users around the world generated an especially high-
volume data stream. Sisense delivered on this front as well,
thanks to a columnar database schema and in-memory
technology. Implementation of the new Sisense software was
managed by the senior business intelligence analyst at Wix
without outside help or massive hardware purchases. Users
found it simple to upload/connect any kind of data, including
MS-SQL, Oracle and MySQL databases, Excel and CSV files,

18. and direct API access to Google Adwords and Google Analytics
data. On the server side, ElastiCube builds were fast, and the
ability to perform ETL within the ElastiCube gave the Wix
business intelligence team extensive flexibility.
Magellan Vacations Case Study
Overview
In 2000, a travel professional realized that there was a huge
niche market for travel: luxury hotel bookings focusing strictly
on four- and five-star properties. Magellan Vacations was born.
The company caters to discerning travelers looking for
personalized recommendations about the location, view, and
overall comfort of each hotel room.
Instead of booking a room online, Magellan Vacations
customers converse with carefully-trained booking agents.
These agents have stayed in the luxurious hotels they book for
clients in core destinations like Los Angeles, Miami, and New
York City. Magellan Vacations agents work hard to deliver a
luxury hotel experience that begins with the phone call. The
company employs over 75 people, including booking agents, a
marketing department, and IT staff.
Challenge

19. Because Magellan Vacations clients speak to agents by phone,
the company needs to track typical sales metrics, like closing
rates, commissions, and bookings by destination. When Andrew
Vignuzzi, COO came on board Magellan Vacations, the
company was already testing a leading in-memory technology –
but the software’s performance was sub-par. It required
specialist IT resources to work with the tool proprietary scripts
and consultants to work with and modify the application. Put
simply, this tool wasn’t living up to our needs.
Vignuzzi wanted everyone in the company to be able to work
quickly with data and Magellan needed a solution that had three
main requirements:
1Near real-time feedback for agents on sales closings,
destination performance, and other metrics that would help them
better serve customers;
2A dashboard and report-building mechanism that was simple
enough for non-technical users to be able to create their own
reports and drill down into data
3Agile and scalable dashboards that don’t require major
infrastructure upgrades, and won’t slow existing infrastructure
as reports are generated.