Wanda, the owner of Salty Pawz dog treats company, wants to motivate her employees without increasing pay. She is considering non-financial motivators. The document analyzes several motivation theories that could apply:
1. Maslow's hierarchy of needs suggests motivating different needs like social belonging or esteem. Wanda could organize social events or recognize accomplishments.
2. ERG theory similarly groups needs into existence, relatedness, and growth. Frustrating one need may cause employees to focus on another.
3. Equity theory posits employees compare their inputs/outputs to others'. Perceived inequity demotivates. Wanda should ensure new/current employees are treated fairly.
5.3 Leadership and MotivationAnother key aspect of the leading f.docxalinainglis
5.3 Leadership and Motivation
Another key aspect of the leading function is motivating workers. Effective leaders motivate individuals to increase the level, direction, and persistence of effort expended at work. Motivation may be defined as what starts behaviors, what maintains behaviors, and what stops behaviors. Leaders are interested in inspiring employees to engage in various behaviors. Table 5.4 provides some examples.
Table 5.4 Motivated behaviors at work
Start and maintain
Stop
Punctuality (arrive on time)
Unhealthy habits (smoking, drugs)
Attendance (arrive every day)
Unethical activities
Effort/productivity
Conflicts
Cooperativeness
Politics
Share information
Inattentiveness
To achieve these goals, leaders can take lessons from the many types of theories of motivation. Three categories of motivation theories are content theories, process theories, and goal-setting theories.
Content Theories of Motivation
Content theories explain the specific factors that motivate people, most notably in the area of human needs. They help explain what drives human behavior, because people will act to fulfill unsatisfied needs, especially the ones they feel are the most urgent. Three major content theories of motivation include Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, and McClelland's acquired needs theory.
Maslow's Hierarchy of Needs
Abraham Maslow's hierarchy of needs (1954) provides an important foundation of leadership thinking. The model shown in Figure 5.3 employs a satisfaction-progression approach. A person will not progress to the next level of needs until the immediate need has been routinely satisfied.
Lower-order needs include physiological needs, safety needs, and social concerns for belongingness and love. Physiological needs on the job include rest breaks, physical comfort, and reasonable work hours. Safety needs include safe working conditions, job security, base compensation, and benefits. Social needs are met by interactions with friendly coworkers, customers, and a supportive supervisor.
The higher order needs include self-esteem and self-actualization concerns. Self-esteem needs include responsibility for an important job, being promoted, and receiving praise and recognition from the leader. Self-actualization results from creative and challenging work, active participation in decision making, and job autonomy. Self-actualization is realized only if an employee performs tasks and work that express his or her inner self—the person the individual wishes to become.
Maslow's hierarchy has been criticized for several reasons. Commentators suggest that the theory does not explain how strongly a need must be satisfied before progression to the next level can occur. Others suggest that this order of needs is far too rigid and that many people experience them in a far different order. For example, some people's social needs for belongingness and love are far more important than self-actualization. Another pro.
7.1 The Importance of Worker Motivation What motivates people .docxevonnehoggarth79783
7.1 The Importance of Worker Motivation
What motivates people at work? For the past century, I/O psychologists have been trying to answer this elusive question. Think about how you might answer it. Do coworkers motivate you? Rewards? Perhaps the fear of punishment? No matter how you respond, chances are your reasons for doing your job differ from those of your friends, family, and coworkers. Because everyone has different needs, values, emotions, and personality traits, each person will likewise possess a different set of factors that drive his or her motivation. The indeterminate number of variables that influence motivation are what makes studying this topic difficult.
Despite the challenges, researchers have, over time, gained considerable insight into how to improve worker motivation. This chapter is divided into two sections: The first deals with content and process theories of motivation, and the second focuses on ways in which organizations can improve worker motivation. Before discussing the theories, however, let's begin by defining motivation and identifying its basic properties.
What Is Motivation?
Motivation is one of the most basic and important drivers of human behavior, especially when we work. Traditionally, motivation has been viewed as a goal-oriented process that starts with a need or a deficiency. People have an inherent drive to act or behave in certain ways in order to meet a goal or alleviate a deficiency.
The three basic elements of motivation are intensity, persistence, and direction. Each of these elements is required in order for a person to perform a job well. People most commonly think of intensity, or the amount of effort an individual puts into achieving a goal, when they think about motivation. However, the direction of the effort also matters: Workers must direct their efforts toward behaviors that lead to positive outcomes for the organization. Finally, workers must demonstrate persistence—that is, they must be able to continue working until they achieve the desired outcome. A motivated worker, then, will apply effort (intensity) as long as it takes (persistence) in such a way (direction) as to achieve the desired goal.
7.2 Theories of Motivation
Concepts in Motion:
Maslow's Hierarchy of Needs
In general, the various theories and writings on motivation can be described as focusing on either content or process. Content theories of motivation try to comprehensively identify what motivates people, whereas process theories of motivation attempt to discover how motivators trigger the drives that can lead to behavior. Both types of theories are important and informative for people interested in motivating themselves and others by managing the antecedents and conditions that can facilitate desirable behaviors. To begin, let's look at four content theories: Maslow's hierarchy of needs, Herzberg's twofactor theory, Alderfer's existence-relatedness-growth (ERG) theory, and McClelland's needs theory.
Maslo.
1 This text was adapted by The Saylor Foundation under .docxhoney725342
1
This text was adapted by The Saylor Foundation under a Creative
Commons Attribution-NonCommercial-ShareAlike 3.0 License without
attribution as requested by the work’s original creator or licensee.
http://creativecommons.org/licenses/by-nc-sa/3.0/
http://creativecommons.org/licenses/by-nc-sa/3.0/
2
Chapter 5
Theories of Motivation
L E A R N I N G O B J E C T I V E S
After reading this chapter, you should be able to do the following:
1. Understand the role of motivation in determining employee performance.
2. Classify the basic needs of employees.
3. Describe how fairness perceptions are determined and consequences of these
perceptions.
4. Understand the importance of rewards and punishments.
5. Apply motivation theories to analyze performance problems.
Motivation at Trader Joe’s
People in Hawaiian T-shirts. Delicious fresh fruits and vegetables. A place
where parking is tight and aisles are tiny. A place where you will be unable to
find half the things on your list but will go home satisfied. We are, of course,
talking about Trader Joe’s, a unique grocery store headquartered in California
and located in 22 states. By selling store-brand and gourmet foods at
affordable prices, this chain created a special niche for itself. Yet the helpful
employees who stock the shelves and answer questions are definitely a key
part of what makes this store unique and helps it achieve twice the sales of
traditional supermarkets.
Shopping here is fun, and chatting with employees is a routine part of this
experience. Employees are upbeat and friendly to each other and to
customers. If you look lost, there is the definite offer of help. But somehow the
friendliness does not seem scripted. Instead, if they see you shopping for big
trays of cheese, they might casually inquire if you are having a party and then
point to other selections. If they see you chasing your toddler, they are quick to
3
tie a balloon to his wrist. When you ask them if they have any cumin, they get
down on their knees to check the back of the aisle, with the attitude of helping
a guest that is visiting their home. How does a company make sure its
employees look like they enjoy being there to help others?
One of the keys to this puzzle is pay. Trader Joe’s sells cheap organic food, but
they are not “cheap” when it comes to paying their employees. Employees,
including part-timers, are among the best paid in the retail industry. Full-time
employees earn an average of $40,150 in their first year and also earn average
annual bonuses of $950 with $6,300 in retirement contributions. Store
managers’ average compensation is $132,000. With these generous benefits
and above-market wages and salaries, the company has no difficulty attracting
qualified candidates.
But money only partially explains what energizes Trader Joe’s employees.
They work with people who are friendly and upbeat. The envir ...
Motivational Theories and Their Applications in Internet Retailer .docxmoirarandell
Motivational Theories and Their Applications in Internet Retailer Company
Motivational theories deal with the reasons behind the individuals' action in the course of their working activity, as well as with the tools that may be used by management while dealing with workforce. In this article, 2 motivational theories will be discussed: that by A. Maslow (the human needs hierarchy theory) and the one by C. P. Alderfer (an ERG theory).
The motivational theory presented by Maslow (1954/1987) is based on the hierarchy of needs idea, with some needs' categories taking precedence over the others due to their higher relevance to human beings. According to Maslow, 5 levels of human needs exist, with physiological (food, air, rest, sex), safety (security, freedom from threat), social (affection, love), esteem (recognition, status), and self-actualization (personal growth, self-fulfillment) needs constituting a model for their progressive growth. As soon as requirements of the lower level of needs are satisfied, humans begin feeling the necessity to satisfy needs connected with the next higher level (Maslow, 1954/1987). Therefore it is possible to influence human behavior by using the desire to satisfy the next level of needs.
Maslow’s theory of motivation may be criticized from the point of view of its methodological individualism (as only the behavior of disparate individuals, not the groups to which they belong, is analyzed), its lack of interest to processes of human sub-consciousness, and its unempirical character (assumptions of Maslow’s theory have never been tested in laboratory conditions). Nonetheless, it should be noted that Maslow’s focus on self-esteem as a factor of human motivation and subjective issues unique to each individual allows for ad hoc determination of motivation factors, which is indispensable in modern volatile business and work environment.
The second theory of human motivation that is worth mentioning here is the so-called ERG theory introduced by Alderfer (1969). According to Alderfer, 3 levels of human needs that influence behavior of an employee exist: 1. Existence needs; 2. Relatedness needs; and 3) Growth needs (hence ERG). The Existence needs' level encompasses factors covered by Maslow’s physiological and safety needs’ levels, as the needs for personal security, nourishment or sexual intercourse are included there. The needs for personal achievement, recognition within a given social group and/or close relationship with it form the second tier of Alderfer’s motivation level. Finally, the needs for personal growth, self-actualization and/or realization of individual potential are included in the Growth needs category.
The main strengths and weaknesses of Alderfer’s theory are rather similar to those of Maslow’s, except that Alderfer explicitly aimed for the coverage of behavior in large organizations (such as private corporations), rather than for definition of factors of individual motivation. Alderfer focused on th ...
5.3 Leadership and MotivationAnother key aspect of the leading f.docxalinainglis
5.3 Leadership and Motivation
Another key aspect of the leading function is motivating workers. Effective leaders motivate individuals to increase the level, direction, and persistence of effort expended at work. Motivation may be defined as what starts behaviors, what maintains behaviors, and what stops behaviors. Leaders are interested in inspiring employees to engage in various behaviors. Table 5.4 provides some examples.
Table 5.4 Motivated behaviors at work
Start and maintain
Stop
Punctuality (arrive on time)
Unhealthy habits (smoking, drugs)
Attendance (arrive every day)
Unethical activities
Effort/productivity
Conflicts
Cooperativeness
Politics
Share information
Inattentiveness
To achieve these goals, leaders can take lessons from the many types of theories of motivation. Three categories of motivation theories are content theories, process theories, and goal-setting theories.
Content Theories of Motivation
Content theories explain the specific factors that motivate people, most notably in the area of human needs. They help explain what drives human behavior, because people will act to fulfill unsatisfied needs, especially the ones they feel are the most urgent. Three major content theories of motivation include Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, and McClelland's acquired needs theory.
Maslow's Hierarchy of Needs
Abraham Maslow's hierarchy of needs (1954) provides an important foundation of leadership thinking. The model shown in Figure 5.3 employs a satisfaction-progression approach. A person will not progress to the next level of needs until the immediate need has been routinely satisfied.
Lower-order needs include physiological needs, safety needs, and social concerns for belongingness and love. Physiological needs on the job include rest breaks, physical comfort, and reasonable work hours. Safety needs include safe working conditions, job security, base compensation, and benefits. Social needs are met by interactions with friendly coworkers, customers, and a supportive supervisor.
The higher order needs include self-esteem and self-actualization concerns. Self-esteem needs include responsibility for an important job, being promoted, and receiving praise and recognition from the leader. Self-actualization results from creative and challenging work, active participation in decision making, and job autonomy. Self-actualization is realized only if an employee performs tasks and work that express his or her inner self—the person the individual wishes to become.
Maslow's hierarchy has been criticized for several reasons. Commentators suggest that the theory does not explain how strongly a need must be satisfied before progression to the next level can occur. Others suggest that this order of needs is far too rigid and that many people experience them in a far different order. For example, some people's social needs for belongingness and love are far more important than self-actualization. Another pro.
7.1 The Importance of Worker Motivation What motivates people .docxevonnehoggarth79783
7.1 The Importance of Worker Motivation
What motivates people at work? For the past century, I/O psychologists have been trying to answer this elusive question. Think about how you might answer it. Do coworkers motivate you? Rewards? Perhaps the fear of punishment? No matter how you respond, chances are your reasons for doing your job differ from those of your friends, family, and coworkers. Because everyone has different needs, values, emotions, and personality traits, each person will likewise possess a different set of factors that drive his or her motivation. The indeterminate number of variables that influence motivation are what makes studying this topic difficult.
Despite the challenges, researchers have, over time, gained considerable insight into how to improve worker motivation. This chapter is divided into two sections: The first deals with content and process theories of motivation, and the second focuses on ways in which organizations can improve worker motivation. Before discussing the theories, however, let's begin by defining motivation and identifying its basic properties.
What Is Motivation?
Motivation is one of the most basic and important drivers of human behavior, especially when we work. Traditionally, motivation has been viewed as a goal-oriented process that starts with a need or a deficiency. People have an inherent drive to act or behave in certain ways in order to meet a goal or alleviate a deficiency.
The three basic elements of motivation are intensity, persistence, and direction. Each of these elements is required in order for a person to perform a job well. People most commonly think of intensity, or the amount of effort an individual puts into achieving a goal, when they think about motivation. However, the direction of the effort also matters: Workers must direct their efforts toward behaviors that lead to positive outcomes for the organization. Finally, workers must demonstrate persistence—that is, they must be able to continue working until they achieve the desired outcome. A motivated worker, then, will apply effort (intensity) as long as it takes (persistence) in such a way (direction) as to achieve the desired goal.
7.2 Theories of Motivation
Concepts in Motion:
Maslow's Hierarchy of Needs
In general, the various theories and writings on motivation can be described as focusing on either content or process. Content theories of motivation try to comprehensively identify what motivates people, whereas process theories of motivation attempt to discover how motivators trigger the drives that can lead to behavior. Both types of theories are important and informative for people interested in motivating themselves and others by managing the antecedents and conditions that can facilitate desirable behaviors. To begin, let's look at four content theories: Maslow's hierarchy of needs, Herzberg's twofactor theory, Alderfer's existence-relatedness-growth (ERG) theory, and McClelland's needs theory.
Maslo.
1 This text was adapted by The Saylor Foundation under .docxhoney725342
1
This text was adapted by The Saylor Foundation under a Creative
Commons Attribution-NonCommercial-ShareAlike 3.0 License without
attribution as requested by the work’s original creator or licensee.
http://creativecommons.org/licenses/by-nc-sa/3.0/
http://creativecommons.org/licenses/by-nc-sa/3.0/
2
Chapter 5
Theories of Motivation
L E A R N I N G O B J E C T I V E S
After reading this chapter, you should be able to do the following:
1. Understand the role of motivation in determining employee performance.
2. Classify the basic needs of employees.
3. Describe how fairness perceptions are determined and consequences of these
perceptions.
4. Understand the importance of rewards and punishments.
5. Apply motivation theories to analyze performance problems.
Motivation at Trader Joe’s
People in Hawaiian T-shirts. Delicious fresh fruits and vegetables. A place
where parking is tight and aisles are tiny. A place where you will be unable to
find half the things on your list but will go home satisfied. We are, of course,
talking about Trader Joe’s, a unique grocery store headquartered in California
and located in 22 states. By selling store-brand and gourmet foods at
affordable prices, this chain created a special niche for itself. Yet the helpful
employees who stock the shelves and answer questions are definitely a key
part of what makes this store unique and helps it achieve twice the sales of
traditional supermarkets.
Shopping here is fun, and chatting with employees is a routine part of this
experience. Employees are upbeat and friendly to each other and to
customers. If you look lost, there is the definite offer of help. But somehow the
friendliness does not seem scripted. Instead, if they see you shopping for big
trays of cheese, they might casually inquire if you are having a party and then
point to other selections. If they see you chasing your toddler, they are quick to
3
tie a balloon to his wrist. When you ask them if they have any cumin, they get
down on their knees to check the back of the aisle, with the attitude of helping
a guest that is visiting their home. How does a company make sure its
employees look like they enjoy being there to help others?
One of the keys to this puzzle is pay. Trader Joe’s sells cheap organic food, but
they are not “cheap” when it comes to paying their employees. Employees,
including part-timers, are among the best paid in the retail industry. Full-time
employees earn an average of $40,150 in their first year and also earn average
annual bonuses of $950 with $6,300 in retirement contributions. Store
managers’ average compensation is $132,000. With these generous benefits
and above-market wages and salaries, the company has no difficulty attracting
qualified candidates.
But money only partially explains what energizes Trader Joe’s employees.
They work with people who are friendly and upbeat. The envir ...
Motivational Theories and Their Applications in Internet Retailer .docxmoirarandell
Motivational Theories and Their Applications in Internet Retailer Company
Motivational theories deal with the reasons behind the individuals' action in the course of their working activity, as well as with the tools that may be used by management while dealing with workforce. In this article, 2 motivational theories will be discussed: that by A. Maslow (the human needs hierarchy theory) and the one by C. P. Alderfer (an ERG theory).
The motivational theory presented by Maslow (1954/1987) is based on the hierarchy of needs idea, with some needs' categories taking precedence over the others due to their higher relevance to human beings. According to Maslow, 5 levels of human needs exist, with physiological (food, air, rest, sex), safety (security, freedom from threat), social (affection, love), esteem (recognition, status), and self-actualization (personal growth, self-fulfillment) needs constituting a model for their progressive growth. As soon as requirements of the lower level of needs are satisfied, humans begin feeling the necessity to satisfy needs connected with the next higher level (Maslow, 1954/1987). Therefore it is possible to influence human behavior by using the desire to satisfy the next level of needs.
Maslow’s theory of motivation may be criticized from the point of view of its methodological individualism (as only the behavior of disparate individuals, not the groups to which they belong, is analyzed), its lack of interest to processes of human sub-consciousness, and its unempirical character (assumptions of Maslow’s theory have never been tested in laboratory conditions). Nonetheless, it should be noted that Maslow’s focus on self-esteem as a factor of human motivation and subjective issues unique to each individual allows for ad hoc determination of motivation factors, which is indispensable in modern volatile business and work environment.
The second theory of human motivation that is worth mentioning here is the so-called ERG theory introduced by Alderfer (1969). According to Alderfer, 3 levels of human needs that influence behavior of an employee exist: 1. Existence needs; 2. Relatedness needs; and 3) Growth needs (hence ERG). The Existence needs' level encompasses factors covered by Maslow’s physiological and safety needs’ levels, as the needs for personal security, nourishment or sexual intercourse are included there. The needs for personal achievement, recognition within a given social group and/or close relationship with it form the second tier of Alderfer’s motivation level. Finally, the needs for personal growth, self-actualization and/or realization of individual potential are included in the Growth needs category.
The main strengths and weaknesses of Alderfer’s theory are rather similar to those of Maslow’s, except that Alderfer explicitly aimed for the coverage of behavior in large organizations (such as private corporations), rather than for definition of factors of individual motivation. Alderfer focused on th ...
A minimum of 150 words each question and References Response (#1 –.docxblondellchancy
A minimum of 150 words each question and References Response (#1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1. I don't find the motivational theory argument to be contradicting when recognizing individual differences and when it comes to also paying attention to members of diverse groups. The reason being every individual has a skill set that they can bring to an organization. I have seen this in many of the different places I have worked over the years. There are individuals that can handle interacting with others (customers, coworkers), then there are individuals who are able to perform task around the workplace (speed, precision, quality). This not only has the individual stand out from the rest, but they also give coworkers the chance to experience and get better in that area too. Two theories that come to mind is Maslow's Hierarchy Theory (content) and Herzberg's Two-Factor Theory (process). Maslow's theory is what motivates people and breaks it into difference categories. “In the workplace these translate into things that make a job appealing. For example, most people want a safe working environment, to feel appreciated, recognition for hard work and a chance to move up the ladder of success” (Reference, 2019). This can cover apply to everyone in a diverse workplace. Then there is Herzberg’s theory which is based off someone’s behavior. This implies in understanding each individual motivation and what outcome it will have.
2. Though motivational theory promotes the idea of individual differences, we must also recognize these differences within diverse groups as well. Thus, a content theory such as the hierarchy of needs, by Abraham Maslow focuses on five specific elements that ultimately promote motivation within a person (Schermerhorn & Uhl-Bien, 2014). Additionally, this theory focuses on the basic of human needs and the underlying factors that cause motivation. In the same regard, applying this theory may work with some individuals, but not all. Further, some diverse workgroups may be more motivated by a process theory, such as equity theory, which was brought upon by J. Stacy Adams, which focuses on any form of perceived inequity, that ultimately spawns motivation (Schermerhorn & Uhl-Bien, 2014). It is with this theory that equity comparison among people, ultimately spawn motivation. This can be seen with those who feel as though they have been given less than others which creates negative inequity, and those who feel they received more than others, which is known as positive equity. When gaining knowledge as to how to navigate specific atmospheres within a workplace setting, it is essential to recognize the differences among a group of people, and what truly motivates them based upon their diversity. Thus, I do not believe that it is a contradiction to foc ...
This is all about Motivation and motivation theory. if u further need any help you can contact with me on the following email address kcb.brurcse42@gmail,com .
number 1answer this in a paragraphShare the findings of your DiS.docxabhi353063
number 1
answer this in a paragraph
Share the findings of your DiSC assessment. How can you integrate and relate to individuals with different personality and leadership styles? Include some specific examples.
number 2
reply to this persons post
Having not taken a test like this in quite some time, I was anxious to see how the 10 years in a management role may have affected my results.
The assessment showed I have a blend of both Dominant and Inspiring traits. My Dominant traits are probably a little stronger than my Inspiring traits. Some words that describe me are: Directive, Decisive, Driven and Interactive. I am task-oriented, and probably get a great deal done. I probably like problem solving and getting results. I am comfortable interacting with others to make things happen.
These results describe me to a T. In my former role, I managed a group of 12 people who supported the efforts of a National Accounts sales team for a large packaging company. We supported a sales portfolio of almost $2billion and dealt with multiple priorities and deadlines almost daily.
I come from a very small town mid-westerner background (high school graduating class of 98 -- that's people, not the year), so I can communicate with people from all walks of life. I was the only person in the office who knew the cleaning crew by name, yet the CEO knew mine. My dad was an iron worker and my mom a homemaker, but they owned several small businesses when I was growing up, so I guess I get my business sense from being raised in that type of environment.
I'm intrigued by what makes people "tick" and I think that helps me interact with people with other leadership styles. My style is very direct (obviously), but I have had the most success leading and managing people because I treat people how I want to be treated and I don't expect anyone to do anything I wouldn't do.
My leadership style served me well for 10 years after which time the company I worked for was bought by another company. The new company had different business philosophies, which included all employees being in Atlanta, with less experience, working for less money, so my department and I were laid off.
I am employed again, but not in a management role, and I struggle with the management and leaders as their style is quite different from mine and my prior boss. I have never encountered so many people who are miserable at their job, so I'm anxious to see what I can learn from this course.............jane
number 3
answer in a paragraph
Define the term "dominant culture", and in your own words give an example of an aspect of dominant culture in current American society. How does this feature of dominant culture function within our society? How did it function during the postwar era in the United States? What are some of the values or mores present within this aspect of dominant culture?
number 4
reply to post
I view dominant culture as being the "popular" thoughts of usually the majo.
number 1complete the attached test called the urbulence Tole.docxabhi353063
number 1
complete the attached test
called the
urbulence Tolerance Test
, and then answer the question:
What are the implications of your 'change tolerance' for you as a leader? As a follower? How does one become more comfortable with change?
number 2 reply to this based on the above question
On the test, I received a 1.54, which apparently seemed to be the average for the MBA students. I feel that I am actually quite tolerant to change in my current position as a manager. I have to be open to changes on a daily basis because it is a way of life in the corporate environment. As Yukl states, "Relevant competencies identified in more recent research include emotional intelligence, social intelligence, systems thinking, and the ability to learn and adapt to change" (2006, pg. 209). It's important to be able to handle change with acceptance and grace, and try to stay positive. That is how I stay comfortable with change in as a leader and follower, look at it in a way that is positive and feel that I will only grow and learn from the situation. If there were no changes, life would be boring. :) Each day is a new adventure so try to see everything as a good thing even if it seems a bit scary.
Yukl, Gary. (2006). Leadership in Organizations (6th ed.). Upper Saddle River, New Jersey : Pearson
number 3
How did the media portray the Vietnam War during the 1970's? How did this affect popular youth culture?
number 4
repy to this based on the above question
The television news industry is a business with a profit motive before it is a public service; consequently, producers and reporters attempt to make the news more entertaining by airing stories that involve conflict, human impact, or morality. Television news did not find material that was dramatic enough until the number of American troops was raised to 175, 000 in July 1965 (Hallin, 1986, p.115). Combat, interviews with American soldiers, and helicopter scenes all provided the television news industry with the drama that it required. The networks set up permanent bureaus in Saigon and sent hundreds of correspondents there throughout the war. From 1965 through the Tet Offensive in 1968, 86 percent of the CBS and NBC nightly news programs covered the war, focusing mostly on ground and air combat (Bonior, Champlin, Kolly, 1984, p.4). This coverage was generally very supportive of U.S involvement in the war and of the soldier himself until 1967. The media labeled the conflict as a "good guys shooting Reds" story so that it could fit into the ongoing saga of the Cold War (Wyatt, 1995, p.81).
In the wake of such death and destruction, it isn’t surprising that peace, love and sexual freedom became the mantra of a new generation. The youth movement challenged authority on all fronts, and authority frequently fought back. As the Sixties unfolded, no institution remained untouched, no belief unchallenged. It was a climatic decade. A dashing young president was shot only two brief years a.
More Related Content
Similar to THIS HAS TO BE DONE IN 5 HOURS IF YOU HANDSHAKE MUST BE DONE IN .docx
A minimum of 150 words each question and References Response (#1 –.docxblondellchancy
A minimum of 150 words each question and References Response (#1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1. I don't find the motivational theory argument to be contradicting when recognizing individual differences and when it comes to also paying attention to members of diverse groups. The reason being every individual has a skill set that they can bring to an organization. I have seen this in many of the different places I have worked over the years. There are individuals that can handle interacting with others (customers, coworkers), then there are individuals who are able to perform task around the workplace (speed, precision, quality). This not only has the individual stand out from the rest, but they also give coworkers the chance to experience and get better in that area too. Two theories that come to mind is Maslow's Hierarchy Theory (content) and Herzberg's Two-Factor Theory (process). Maslow's theory is what motivates people and breaks it into difference categories. “In the workplace these translate into things that make a job appealing. For example, most people want a safe working environment, to feel appreciated, recognition for hard work and a chance to move up the ladder of success” (Reference, 2019). This can cover apply to everyone in a diverse workplace. Then there is Herzberg’s theory which is based off someone’s behavior. This implies in understanding each individual motivation and what outcome it will have.
2. Though motivational theory promotes the idea of individual differences, we must also recognize these differences within diverse groups as well. Thus, a content theory such as the hierarchy of needs, by Abraham Maslow focuses on five specific elements that ultimately promote motivation within a person (Schermerhorn & Uhl-Bien, 2014). Additionally, this theory focuses on the basic of human needs and the underlying factors that cause motivation. In the same regard, applying this theory may work with some individuals, but not all. Further, some diverse workgroups may be more motivated by a process theory, such as equity theory, which was brought upon by J. Stacy Adams, which focuses on any form of perceived inequity, that ultimately spawns motivation (Schermerhorn & Uhl-Bien, 2014). It is with this theory that equity comparison among people, ultimately spawn motivation. This can be seen with those who feel as though they have been given less than others which creates negative inequity, and those who feel they received more than others, which is known as positive equity. When gaining knowledge as to how to navigate specific atmospheres within a workplace setting, it is essential to recognize the differences among a group of people, and what truly motivates them based upon their diversity. Thus, I do not believe that it is a contradiction to foc ...
This is all about Motivation and motivation theory. if u further need any help you can contact with me on the following email address kcb.brurcse42@gmail,com .
number 1answer this in a paragraphShare the findings of your DiS.docxabhi353063
number 1
answer this in a paragraph
Share the findings of your DiSC assessment. How can you integrate and relate to individuals with different personality and leadership styles? Include some specific examples.
number 2
reply to this persons post
Having not taken a test like this in quite some time, I was anxious to see how the 10 years in a management role may have affected my results.
The assessment showed I have a blend of both Dominant and Inspiring traits. My Dominant traits are probably a little stronger than my Inspiring traits. Some words that describe me are: Directive, Decisive, Driven and Interactive. I am task-oriented, and probably get a great deal done. I probably like problem solving and getting results. I am comfortable interacting with others to make things happen.
These results describe me to a T. In my former role, I managed a group of 12 people who supported the efforts of a National Accounts sales team for a large packaging company. We supported a sales portfolio of almost $2billion and dealt with multiple priorities and deadlines almost daily.
I come from a very small town mid-westerner background (high school graduating class of 98 -- that's people, not the year), so I can communicate with people from all walks of life. I was the only person in the office who knew the cleaning crew by name, yet the CEO knew mine. My dad was an iron worker and my mom a homemaker, but they owned several small businesses when I was growing up, so I guess I get my business sense from being raised in that type of environment.
I'm intrigued by what makes people "tick" and I think that helps me interact with people with other leadership styles. My style is very direct (obviously), but I have had the most success leading and managing people because I treat people how I want to be treated and I don't expect anyone to do anything I wouldn't do.
My leadership style served me well for 10 years after which time the company I worked for was bought by another company. The new company had different business philosophies, which included all employees being in Atlanta, with less experience, working for less money, so my department and I were laid off.
I am employed again, but not in a management role, and I struggle with the management and leaders as their style is quite different from mine and my prior boss. I have never encountered so many people who are miserable at their job, so I'm anxious to see what I can learn from this course.............jane
number 3
answer in a paragraph
Define the term "dominant culture", and in your own words give an example of an aspect of dominant culture in current American society. How does this feature of dominant culture function within our society? How did it function during the postwar era in the United States? What are some of the values or mores present within this aspect of dominant culture?
number 4
reply to post
I view dominant culture as being the "popular" thoughts of usually the majo.
number 1complete the attached test called the urbulence Tole.docxabhi353063
number 1
complete the attached test
called the
urbulence Tolerance Test
, and then answer the question:
What are the implications of your 'change tolerance' for you as a leader? As a follower? How does one become more comfortable with change?
number 2 reply to this based on the above question
On the test, I received a 1.54, which apparently seemed to be the average for the MBA students. I feel that I am actually quite tolerant to change in my current position as a manager. I have to be open to changes on a daily basis because it is a way of life in the corporate environment. As Yukl states, "Relevant competencies identified in more recent research include emotional intelligence, social intelligence, systems thinking, and the ability to learn and adapt to change" (2006, pg. 209). It's important to be able to handle change with acceptance and grace, and try to stay positive. That is how I stay comfortable with change in as a leader and follower, look at it in a way that is positive and feel that I will only grow and learn from the situation. If there were no changes, life would be boring. :) Each day is a new adventure so try to see everything as a good thing even if it seems a bit scary.
Yukl, Gary. (2006). Leadership in Organizations (6th ed.). Upper Saddle River, New Jersey : Pearson
number 3
How did the media portray the Vietnam War during the 1970's? How did this affect popular youth culture?
number 4
repy to this based on the above question
The television news industry is a business with a profit motive before it is a public service; consequently, producers and reporters attempt to make the news more entertaining by airing stories that involve conflict, human impact, or morality. Television news did not find material that was dramatic enough until the number of American troops was raised to 175, 000 in July 1965 (Hallin, 1986, p.115). Combat, interviews with American soldiers, and helicopter scenes all provided the television news industry with the drama that it required. The networks set up permanent bureaus in Saigon and sent hundreds of correspondents there throughout the war. From 1965 through the Tet Offensive in 1968, 86 percent of the CBS and NBC nightly news programs covered the war, focusing mostly on ground and air combat (Bonior, Champlin, Kolly, 1984, p.4). This coverage was generally very supportive of U.S involvement in the war and of the soldier himself until 1967. The media labeled the conflict as a "good guys shooting Reds" story so that it could fit into the ongoing saga of the Cold War (Wyatt, 1995, p.81).
In the wake of such death and destruction, it isn’t surprising that peace, love and sexual freedom became the mantra of a new generation. The youth movement challenged authority on all fronts, and authority frequently fought back. As the Sixties unfolded, no institution remained untouched, no belief unchallenged. It was a climatic decade. A dashing young president was shot only two brief years a.
number 1Are you a born leader If yes, provide examples of how y.docxabhi353063
number 1
Are you a born leader? If yes, provide examples of how you would prove it. If no, where are you short? Are you more comfortable as a leader or a follower? Why?
number 2
reply to this
I am not a born leader. I fall short to the take charge attitude of dominance. I do not have a dominating presence and I tend to shy away from being the center of attention. I would rather be someone's right hand man. I am the Robin to Batman or the Louis Lane to Superman. However, I strive on being a supportive follower that works hard, has a positive attitude, and is the support system for the leader. I have never sight out a leadership position, but I enjoy doing work that carries great importance and helps out the organization.
The readings this week and last week makes me think about the different aspects of my personality and some of the qualities that are considered leadership. According to our readings, "Leadership is realized in the process of influencing the activities of an organized group toward goal achievement" (Yukl, 2006, P.3). Even though a person is not in a direct leadership position or prefers to stay out of the lime light, they can still influence people by their attitudes, work ethic, and loyalty to the company. It does not take a person to be in a leadership position to show leadership qualities.
In conclusion, I am not a born leader, but I show certain qualities that reflect leadership. I would rather be someone's sidekick and help them guide and influence the organization to success. Dominance is not a strength of mine and because of that I find it hard to take charge and be the boss.
References
Yukl, G. (2006) Leadership in Organizations, sixth edition. Retrieved on February 25, 2014 from
http://www.coursesmart.com/C090030010667/firstsection
number 3
When is participative leadership most likely to be effective? When not? Provide an example of when you've seen participative leadership in your experience be effective or ineffective.
number 4 reply to this
Participative leadership involves efforts by a leader to encourage and facilitate participation by others in making important decisions" (Yukl, 2006, p. 82). I think participative leadership is important because it involves an entire team, and it shows the value of others ideas and creates leadership opportunities. I think this type of leadership is most effective when there has been a steady track record of the leader following through with the thoughts of others. When a leader truly wants what is best for the company, and they can see beyond themselves. Participative leadership can effective as well as ineffective.
An effective example of participative leadership would be an employee owned company or volunteer projects. When a company is employee owned, all employees want what is best and so its important to listen to everyone and the leader to do what is best for the company. Another effective example would be volunteer projects such as .
number 1complete the attached test called the urbulence Tole.docxabhi353063
number 1
complete the attached test
called the
urbulence Tolerance Test
, and then answer the question:
What are the implications of your 'change tolerance' for you as a leader? As a follower? How does one become more comfortable with change?
number 2 reply to this based on the above question
On the test, I received a 1.54, which apparently seemed to be the average for the MBA students. I feel that I am actually quite tolerant to change in my current position as a manager. I have to be open to changes on a daily basis because it is a way of life in the corporate environment. As Yukl states, "Relevant competencies identified in more recent research include emotional intelligence, social intelligence, systems thinking, and the ability to learn and adapt to change" (2006, pg. 209). It's important to be able to handle change with acceptance and grace, and try to stay positive. That is how I stay comfortable with change in as a leader and follower, look at it in a way that is positive and feel that I will only grow and learn from the situation. If there were no changes, life would be boring. :) Each day is a new adventure so try to see everything as a good thing even if it seems a bit scary.
Yukl, Gary. (2006). Leadership in Organizations (6th ed.). Upper Saddle River, New Jersey : Pearson
number 3
How did the media portray the Vietnam War during the 1970's? How did this affect popular youth culture?
number 4
repy to this based on the above question
The television news industry is a business with a profit motive before it is a public service; consequently, producers and reporters attempt to make the news more entertaining by airing stories that involve conflict, human impact, or morality. Television news did not find material that was dramatic enough until the number of American troops was raised to 175, 000 in July 1965 (Hallin, 1986, p.115). Combat, interviews with American soldiers, and helicopter scenes all provided the television news industry with the drama that it required. The networks set up permanent bureaus in Saigon and sent hundreds of correspondents there throughout the war. From 1965 through the Tet Offensive in 1968, 86 percent of the CBS and NBC nightly news programs covered the war, focusing mostly on ground and air combat (Bonior, Champlin, Kolly, 1984, p.4). This coverage was generally very supportive of U.S involvement in the war and of the soldier himself until 1967. The media labeled the conflict as a "good guys shooting Reds" story so that it could fit into the ongoing saga of the Cold War (Wyatt, 1995, p.81).
In the wake of such death and destruction, it isn’t surprising that peace, love and sexual freedom became the mantra of a new generation. The youth movement challenged authority on all fronts, and authority frequently fought back. As the Sixties unfolded, no institution remained untouched, no belief unchallenged. It was a climatic decade. A dashing young president was shot only two brief years a.
number 1answer this one in a pargraphAlthough you may not be.docxabhi353063
number 1
answer this one in a pargraph
Although you may not be a formal manager, you have opportunities to be a leader, even for a short time, as part of a team or as an individual.
In your current role how do you consider yourself a leader? What leadership theories best fit you as a leader? Which theories best fit you when you are leading and when you are a follower? Are the theories the same at all times? Why or why not?
number 2
reply to this one based on the above question
Right now I am a stay at home mother, so that is currently my leadership role. I am a leader to my son and because I am a parent, I see myself as being strong and authoritative, when it comes to the “leadership role” of being a mother.
I think the leadership theories that best fit me would be:
Situational
and
Transformational
.
I feel as though one of my greatest strengths is being able to adapt to new situations very easily. I can also adapt how I am, to each individual that I am with to best suit what is needed for them to strive at their respective position.
I also like to lead by example and am confident and optimistic in my decisions. When I have a goal that needs to be set, I stand by it and believe the outcome will come with hard work and the right goal setting.
The theory that best fits me as a follower would probably have to be
The Charismatic Leader
. I would like to have a leader that is going to be sympathetic + understanding to problems that occur in the workforce. Having a leader that is willing to make sacrificies for the best of the company and is confident is also very important.
I don’t believe that all of the Theories are the same. I believe that they all have the same basic approach, which is to lead a team, but the strategies behind each Theory is different.
number 3
below is 5 emails i sent out for pretend you will reply to each email as that person i wrote to. When you reply you will reply with feedback of my leadership style. When you do reply make sure all of the replys are very good about me.
Email 1.
Dear Samson Kollock
RE: INVITATION FOR A FEEDBACK ON PERSONAL BEHAVIOUR AND STYLE
I hope you are fine and in good health. I am writing this letter to provoke feedback from you concerning my personal behavioral style. I currently undertook a disc assessment so as to know my behaviors. As you may have heard, the assessment categorizes all individuals into four subsets of behavior.
The four subsets are namely: Dominance, influence, steadiness and conscientiousness.
Accordingly, the results implied that I am a person who places emphasis in accomplishing results. The results dictate that my behaviors are: I consist of seeing a big picture. I am blunt. I accept challenges and I get straight to the point. To make the results more reliable, I am requesting you to kindly let me know the kind of a person that I am. Kindly use the descriptive words that are mainly used to describe individuals in, accordance with the Disc assessment.
Nr QuestionMarkDiscuss the three main environments that make.docxabhi353063
Nr: Question:
Mark:
Discuss the three main environments that make up the management environment.
Your discussion should include:
All the variables that make up each environment.
9.
20
The level of control that the manager has over each environment.
The influences that these environments had on South African managers in the
past 5 years.
10. Explain the main reasons why people generally resist change 10
Explain the main features of each of the five stages in group and team development.
11.
Also indicate what the main role of the team or group leader would be during each
20
stage.
12. Discuss five of the characteristics of good corporate governance that were identified
10
by the King II report.
Discuss the importance of the organising function in the management process. Refer
13.
to the necessity of organising to make the other management functions work
10
effectively.
Discuss the challenges for management in each of the following features of the ‘new
organisation’:
a. Operating in a global economy
b. Virtual organisations
14.
15
c. Flatter and leaner organisational structures
d. Flexibility
e. Workforce diversity
Illustrate how the management functions vary between the different levels of
management in terms of the responsibilities, competencies and roles of managers on
these levels. Use the following format for your illustration:
Top Middle Low
Planning
15.
15
Organising
Leading
Controlling
.
nron Corporation was launched in 1985, with the merger of Houston Na.docxabhi353063
nron Corporation was launched in 1985, with the merger of Houston Natural Gas and InterNorth, a Nebraska company. In 1990, Enron—which was just a natural gas transportation company at the time—started a new division to trade natural gas. The company went from being a “stodgy” gas pipeline company to being a “world-class” company overnight. Enron soon became a $55 billion empire, trading gas, electricity, minerals, water, paper and broadband capacity.
A critical part of Enron’s success was the company’s employee value proposition (EVP). The EVP focused on Enron as a dealmaker and was designed to attract the top talent the company needed to continue to move it forward. The EVP provided employees with the opportunity to do something “big” and to change how business was done in other industries. Jobs were restructured to give employees a lot of elbow room and headroom. Traditional gas pipeline employees were not the employees needed for this new, never-before-tried venture. Internal job movements at Enron were an important part of the EVP. Managers were strongly encouraged to allow employees to move within the company. The goal was to not hold anyone back. When the Global Broadband unit was launched, 100 top performers from around the company were brought together in Houston. By the end of the day, 50 had been recruited for the new project. Overall, the recruiting strategy focusing on internal recruitment paid off. The business continued to grow and attract entrepreneurial employees.
The company that thought it had nowhere to go but up came crashing down in 2001, when it was charged with illegal activities. By 2004, Enron’s corporate officers faced numerous charges of wrongdoing, and the company was a shell of its former self. Managers were charged with manufacturing profits, hiding debt, and bullying Wall Street to buy into its questionable accounting and investment practices. An extensive amount of downsizing had occurred, and many employees had lost all of their retirement savings after Enron’s stock collapsed. Faced with bankruptcy and a sullied reputation, the company struggled to continue but finally made the decision to cease to exist once all litigation concludes.
At one time, Enron’s recruiting efforts were described as a model for other employers. Enron portrayed itself as an exciting company with lots of growth opportunity—a firm in which employees experienced a great deal of autonomy and responsibility.
DISCUSSION QUESTIONS
1.
Enron did a lot of things right from a recruiting standpoint. Discuss its recruiting strategy and why it worked.
2.
Do you think that Enron’s overall recruitment EVP and strategy played any role in the problems that resulted at Enron? If so, what and how?
3.
Discuss why it’s important to create a recruiting message that’s attractive but that doesn’t “oversell” the company.
4.
Assume that in a few years Enron decides to reconstitute itself in some form. Develop a recruiting strategy that the c.
Now that you have your GUI operational, it is time to take the appli.docxabhi353063
Now that you have your GUI operational, it is time to take the application a step further. Management would like you to write the entered data into a file. They intend to use an application to read this file, evaluate the entered data, and display results. These results will help management to make decisions on sales force direction and expansion. Each time the ENTER button is pressed, the entered sales representative’s data will be written out to a file. A new button, EVALUATE will be added that reads in the sales representative’s data file after it has been created.
Design Requirements:
You must use pseudocode to design your algorithm for the ENTER button functionality.These design artifacts (pseudocode) will be inserted into a design document to be reviewed by your classmates and submitted with the final application for the final task.
Application Requirements:
Expand your Swing application to write the entered data out to a text file. Instead of displaying the data in the jTextArea when ENTER is pressed, change this functionality so that the data is written to a file. Name the output file salesrep.txt. Each time the ENTER button is pressed, the data will be written to the file. Write the data in the following format to a text file, using white spaces as the delimiter. Include the categories (SUPPLIES, BOOKS, PAPER) in your file to label the dollar amount sold for each category. The sales district entered should be converted to upper case (NORTH, SOUTH, EAST, WEST). Independent line separators should be used in the output file. Code for the ENTER button should be well commented.
Format of your file:
salesRepID firstName lastName SUPPLIES totalAmountSuppliesSold BOOKS totalAmountBooksSold PAPER totalAmountPaperSold district contactMeans
Example output file contents:
1001 Jennifer Ward SUPPLIES 2140.20 BOOKS 5200.10 PAPER 455.23 NORTH Phone
1003 Athena Andrews SUPPLIES 5155.55 BOOKS 6300.50 PAPER 223.25 SOUTH Email
Each time the ENTER button is pressed, the application should append a new line to the file. When the application starts, the file should be opened for appending. This file is to keep a running history of the entered data
.
Now that you understand the full project lifecycle and how all the p.docxabhi353063
Now that you understand the full project lifecycle and how all the pieces fit together, go back and prepare to present your project plan by slide presentation. Portions of the deliverables will be completed by the group; others will be completed by the individuals—see the table following. It must have a consistent look and feel, and there should not be any redundancies, contradictions, or gaps. The document and presentation must flow as if one project manager created all of it.
Create a slide presentation with speaker notes that will provide a comprehensive summary of the project plan (20–30 slides with speaker notes). It will be presented to the project sponsor and other members of senior management and should be organized as follows:
Project Section
Detail
To Be Developed By
Project Plan Overview
Provide an introduction to the project. Develop the project charter and identify the project sponsor and customer. Describe how the project will be measured for success.
Describe the components of the project plan, how it will be used throughout the project, and its benefit to the sponsor.
Entire group
Project Scope
Describe the scope of the project—the major deliverables as well as the items that are not part of the scope. Be sure to address the full scope, not just the area addressed in the earlier activity.
Describe how scope will be approved and how changes to the scope will be documented, reviewed, and approved.
Individual contribution
Project Leadership and Communications
Identify the sponsor, stakeholders, and key customers involved in the project. Describe any special considerations for staffing the project. Based on the structure of the organization, describe how staffing changes will be identified, escalated, and resolved.
Illustrate the communication structure—escalation, reviews, approval, and information. Be sure to address all the audiences, not just the ones identified in the earlier activity.
Individual contribution
Project Schedule
Use a work breakdown structure or similar tool to explain the major activities to be completed as part of the project. Describe the major milestones for the project. For each milestone, identify the associated deliverable, the approximate effort involved in creating the deliverable, and the people involved. For two of the milestones, detail the activities to be completed to achieve the milestone. Be sure to address dependencies, duration, and resource effort.
Describe how changes to the schedule will be identified, escalated, and resolved.
Individual contribution
Project Budget
Describe the budgeting process that will be used for the project. Identify the components of the budget, the items that will need to have costs associated with them, and the mechanisms that could be used to estimate the project.
Describe how changes to the budget will be identified, escalated, and resolved.
Individual contribution
Project Risks
Describe the possible risk events for the project. Identify the high probability, high-.
Now that you sre beginig your second semester as astudent at Califor.docxabhi353063
Now that you sre beginig your second semester as astudent at California State Universty,Fullerton what do you wish you wish you would have known before you began your university studies? what one piece of information would have better prepared you to be good student? fo
example:
class seection-parking-time mangment-recreation-socializing-socializing-studying-professor
chose one and write 4 pages with out result
.
Now that you have developed an in-text citation for a summary, parap.docxabhi353063
Now that you have developed an in-text citation for a summary, paraphrase, and a direct quote, and created a reference for the paragraph provided in Exercise 2, reflect on the thought processes you used for each aspect. How did your approach differ when writing each? What different techniques did you employ when developing each? What questions did you ask yourself as you wrote each?
.
Now that you have completed the sections on fiscal and monetary poli.docxabhi353063
Now that you have completed the sections on fiscal and monetary policies, reflect on what you have studied about the role of the government in the economy, and tools to influence economic activity. (Tools refer to government regulation, fiscal policy, and monetary policy.) Describe whether your ideas regarding the effectiveness of government policy have changed since Week One.
.
Now that we have decided to become an S Corp after reviewing the var.docxabhi353063
Now that we have decided to become an S Corp after reviewing the various pros and cons, and we have timely filed our S Election on the Form 2553, how do we account for the income? One of the differences between an S Corp and a partnership for example is that allocations of income are made to shareholders on a per-share per-day basis.
Here is an example for us to work through:
The Bridges Corporation, and S Corporation, is owned equally by three shareholders, Carl, David, and Dale. The corporation is on a calendar year basis. (By the way S Corps must use a calendar year end, unlike C Corps which can choose a fiscal year end.) On February 1, 2013, Dale sold his 1/3 interest to Matt. For the year ended December 31, 2013 the corporation had non-separately stated ordinary income of $120,000.
For 2013, how should the income be allocated to the shareholders?
.
Novel Shift by Em BaileyDescribe each of the minor characters i.docxabhi353063
Novel: Shift by Em Bailey
Describe each of the minor characters in a couple of lines: Olives Mum, Toby, Oona, Miss Fallipi, Noah, Dallas Mean Girls Paige and Justine.
Draw a concept map establishing the relationships between the characters.
Explain the stages of Miranda's shape shifting.
.
Nothing in science is written in stone.Whenever new discoveries .docxabhi353063
Nothing in science is written in stone.
Whenever new discoveries force scientists to reconsider their hypotheses, theories and data, they do just that. This is why people think of science as a collection of concepts that are always being revised.
This holds true for the basic building block concepts within science as well. The cell is a perfect example of this: in the mid-1600s, Robert Hooke used one of the very first microscopes to examine thin slices of cork. When he saw that the cork plant was made up of tiny box-shaped pieces, he gave science the concept of the cell. For 100 years, people thought of the cell as the smallest thing inside all living creatures. But then, in 1781, Felice Fontana spotted something even smaller inside the cells from an eel: the nucleolus. This discovery made people rethink the idea that cells were the tiniest things inside living creatures. Clearly, there were even smaller things inside cells.
Since Fontana's time, scientists have refined, revised, and rewritten their view of the cell thousands of times in order to match up with every piece of new data. This same process has happened with the scientific view of geological processes including plate tectonics and earthquakes.
Review attachment 17.2 on "Science in the Making, Reactions to Plate Tectonics." and answer questions below also
Learn more about Alfred Wegener here:
http://pubs.usgs.gov/gip/dynamic/wegener.html
http://scign.jpl.nasa.gov/learn/plate2.htm
Science and revision
In 200 words answer these questions
Using what you learned about plate tectonics, Alfred Wegener, and the basics of scientific investigation from the previous units discuss the following:
Did Wegener reveal his theory of continental drift too soon? For the sake of scientific investigation, how is revealing an explanation for a process early both risky and sometimes necessary?
Apart from lacking an explanation for how the continents could move across the surface of the Earth, Wegener’s research was met by skepticism for other reasons. How can a scientist overcome skepticism? What features of the scientific method can help prevent a scientist from being labeled a crackpot?
If Alfred Wegener were alive today, and had access to the technology and data we have now, share a form of evidence that he could have added to his theory or would have changed his theory. Try to share a different form of evidence from those shared by your classmates and/or add to their posts by describing how the evidence is collected, how the technology works to collect the data, or how this technology/evidence has been used in other applications.
.
Now my experiment was to go to randomly selected people and ask th.docxabhi353063
Now my experiment was to go to randomly selected people and ask them if i could take a selfie with them (photo)
using my phone then after taking the selfie i would ask them
1- if they knew the word selfie before came up to them
2- if it would make a difference if i was a girl or a boy
3- how did they felt about me invading there personal space
now i want the the procedure of the experiment and it's methodology
and most important is why i chose this experiment to study haptics !!!!
the paper should be 1 and a half page long MLA Style
in addition i need from u to do me one power point slide about the same thing
.
Notice Due today before 12 am pacifAssignment 1 Discussion—Soci.docxabhi353063
Notice Due today before 12 am pacif
Assignment 1: Discussion—Social Stratification from a African American Persective
The United States is predicated on a class system and extensive significance is placed on its being a meritocracy. As a result, it can be challenging for an individual to conceptualize or recognize the role that social barriers play in personal mobility.
Respond to the following:
Explain the role that stratification has played in your life.
Examine how different your life would be if you lived in a caste-system instead of a class-system.
Evaluate the role of racial, ethnic, or gender stratification in your day-to-day life.
Support your statements with examples and scholarly references.
Write your initial response in 1–2 paragraphs. Apply APA standards to citation of sources.
By
Saturday, January 26, 2013
, post your response to the appropriate
Discussion Area
. Through
Wednesday, January 30, 2013
, review and comment on at least two peers’ responses.
Discussion Grading Criteria and Rubric
Use the
Respond
link to post responses and
.
Notes on Hermes I. Hermes and Boundaries A. Hermes’ na.docxabhi353063
Notes on Hermes
I. Hermes and Boundaries
A. Hermes’ name
1. Greek Hermeias
2. Clearly from herma, cairn (pile of stones that marks a boundary)
3. Makes him god of boundaries
B. Hermes’ various functions
1. All have to do with boundaries in some way
2. A herald (Gr. kerux, which can also be translated “courier” or
“messenger”) crosses boundaries on official business
a) and are unbelievably important in non-literate cultures like
the Archaic Greek culture that gives us almost all of classical
myth, because they would have had to have professional skill at
memorization
b) that skill, in turn, makes them like the bards, which will be
essential understanding the Homeric Hymn to Hermes and also
certain important aspects of the Odyssey
c) and it also gives them a special relation to the truth,
because a herald would have had a really amazing ability to lie
and get away with it
3. The psychopomp (guide of souls) crosses the boundary between
life and death
4. The holder of the kerykeion (later called the caduceus just
through mispronunciation) controls the boundary between sleep and
waking
5. The god of thieves has power over the boundaries around
people’s houses.
II. Hermes the Trickster
A. The figure of the trickster is found in many mythologies: a character
who uses his or her wits to win fame
1. One way to look at the trickster is as a character who controls
and manipulates boundaries: especially the boundary between true and
false
2. On this understanding, Hermes and Odysseus are both tricksters,
because of their travel, their wits, and their lying
B. When Odysseus enters the house of Alkinoos, the Phaiakians are just
pouring the last libation of the day, to Hermes. Why?
1. Because Hermes controls sleep
2. Because Hermes, god of thieves, controls boundaries you want
others to keep away from
3. Because Odysseus is crossing their boundary at this moment!
4. It’s the bard’s way of making the Hermes/Odysseus/trickster
connection
C. Suggested viewing: “The Adventurs of Baron Munchausen” directed
by Terry Gilliam
1. A wonderful version of an 18
th
century story of a trickster, using
movie magic to negotiate the boundaries
III. The Homeric Hymn to Hermes
A. In this hymn, the anonymous bards have created a meditation on the
meaning of the trickster hero, and his relation to kleos, epic glory
1. Hermes has a problem, because he’s been born far from Olympus
2. But as the child of Zeus and Maia, he should be an Olympian
3. He’s a god of tricks, and of the dark, but that’s not what
Olympus is about
4. and Apollo is the best example: Apollo is himself, as the god of
music and of the lyre, the god of kleos
B. The master-stroke is probably having Hermes invent the lyre
1. Which is highly analogous to having Odysseus take over the telling
of his story
2. and shows that some of the bards, at least, recognized that they
were pretty much jus.
Note. The purpose of this outline is to assist you in gathering th.docxabhi353063
Note. The purpose of this outline is to assist you in gathering the data you have compiled on your topic and to help you see where you need to do more research to "fill in" the gaps.
Outline for the Paper
Introduction
1.
Dramatic incident or quote to introduce the ethical issue.
2.
Why you chose this ethical issue
3.
Thesis statement in which you preview what you are going to say about the ethical issue.
Body
I.
What are the facts?
A.
Detail #1
B.
Detail #2, etc.
II.
What are the ethical issues that need to be addressed on:
A.
An individual level?
B.
An organizational level?
C.
A societal level?
III.
What are the alternatives for the main people involved?
A.
Alternative #1
B.
Alternative #2, etc.
IV.
Evaluate the ethical alternative that would best embody each of the three main ethical theories we have covered, noting a brief explanation of each and why this theory would prefer this ethical course of action:
A.
Moral Virtue Theory
B.
Duty Theory
C.
Utilitarianism
V.
Choose an alternative and justify your decision.
VI.
Determine how your decision might be perceived by the organization, individual or society.
Conclusion
I.
Summarize main points
II.
Restate your decision
.
Note1. The Topic of research is Roller derbysubculture name .docxabhi353063
Note:
1. The Topic of research is "Roller derby"
subculture name
issue of substance that pertains to your subculture
2. I need 5 scholar source
list the entry using MLA format
provide an authority assessment: list the background and affiliations of the author(s)
summarize the source
assess its authenticity and reliability
reflect on how it will fit into your research paper
.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
THIS HAS TO BE DONE IN 5 HOURS IF YOU HANDSHAKE MUST BE DONE IN .docx
1. THIS HAS TO BE DONE IN 5 HOURS**** IF YOU
HANDSHAKE MUST BE DONE IN 5 HOURS********* 1
FULL PAGE SINGLE SPACE
the theories you can use will be at the end of the question that
must be answered towards the bottom
Wanda wants all of her employees to be motivated to do a good
job and continue the success of Salty Pawz, but there is only so
much money she can shell out and still keep the business
profitable. She begins to wonder if there aren’t ways she can
motivate her employees without writing yet another check.
Recently she was asked to donate dog treats to the local
Humane Society for a free rabies vaccination clinic they were
holding at the high school. Wanda donated 100 bags of Chicken
Cuties and even stopped by the event to see how it was going.
When she arrived, she was surprised to see her friend Jamie
there, happily greeting and signing in owners and their dogs. On
the way home Wanda begins to think that perhaps there are
ways that she can motivate her employees without paying them,
but she doesn’t really know all that much about motivation
theory. She turns to you once again for information and
guidance.
Your Task
Select one of the motivation theories you studied in this module
that you believe can be applied to the employees at Salty Pawz.
Briefly explain the theory to Wanda and how it applies to her
staff.
Using that theory, provide Wanda with 2–3 specific ways she
can motivate her employees without money. Your suggestions
should be specific and detailed enough that Wanda could
implement your suggestions immediately
THEORIES YOU CAN CHOOSE FROM ARE AS FOLLOWS:
Maslow’s Hierarchy of Needs
Abraham Maslow is among the most prominent psychologists of
2. the twentieth century, and the hierarchy of needs, accompanied
by the pyramid representing how human needs are ranked (see
Figure 1, below), is an idea familiar to most business students
and managers. Maslow’s theory is based on a simple premise:
Human beings have needs that are hierarchically ranked.
[1]
Some needs are basic to all human beings, and in their absence,
nothing else matters. As we satisfy these basic needs, we start
looking to satisfy higher-order needs. Once a lower-level need
is satisfied, it no longer serves as a motivator.
The most basic of Maslow’s needs are physiological needs.
Physiological needs refer to the need for air, food, and water.
Imagine being very hungry. At that point, all your behavior will
probably be directed at finding food. Once you eat, though, the
search for food ceases and the promise of food no longer serves
as a motivator. Once physiological needs are satisfied, people
tend to become concerned about safety. Are they safe from
danger, pain, or an uncertain future? One level up, social needs
refer to the need to bond with other human beings, to be loved,
and to form lasting attachments. In fact, having no attachments
can negatively affect health and well-being.
[2]
The satisfaction of social needs makes esteem needs more
salient. Esteem needs refer to the desire to be respected by
one’s peers, feeling important, and being appreciated. Finally,
at the highest level of the hierarchy, the need for self-
actualization refers to “becoming all you are capable of
becoming.” This need manifests itself by acquiring new skills,
taking on new challenges, and behaving in a way that will lead
to the satisfaction of one’s life goals.
Figure 1. Maslow’s Hierarchy of Needs
Maslow’s hierarchy is a systematic way of thinking about the
different needs employees may have at any given point and
explains different reactions they may have to similar treatment.
An employee who is trying to satisfy her esteem needs may feel
gratified when her supervisor praises her. However, another
3. employee who is trying to satisfy his social needs may resent
being praised by upper management in front of peers if the
praise sets him apart from the rest of the group.
So, how can organizations satisfy their employees’ various
needs? By leveraging the various facets of the planning-
organizing-leading-controlling (P-O-L-C) functions. In the long
run, physiological needs may be satisfied by the person’s
paycheck, but it is important to remember that pay may satisfy
other needs such as safety and esteem as well. Providing
generous benefits, including health insurance and company-
sponsored retirement plans, as well as offering a measure of job
security, will help satisfy safety needs. Social needs may be
satisfied by having a friendly environment, providing a
workplace conducive to collaboration and communication with
others. Company picnics and other social get-togethers may also
be helpful if the majority of employees are motivated primarily
by social needs (but may cause resentment if they are not and if
they have to sacrifice a Sunday afternoon for a company
picnic). Providing promotion opportunities at work, recognizing
a person’s accomplishments verbally or through more formal
reward systems, job titles that communicate to the employee
that one has achieved high status within the organization are
among the ways of satisfying esteem needs. Finally, self-
actualization needs may be satisfied by providing development
and growth opportunities on or off the job, as well as by
assigning interesting and challenging work. By making the
effort to satisfy the different needs each employee may have at
a given time, organizations may ensure a more highly motivated
workforce.
ERG Theory
The ERG theory of Clayton Alderfer is a modification of
Maslow’s hierarchy of needs.
[3]
Instead of the five needs that are hierarchically organized,
Alderfer proposed that basic human needs may be grouped
under three categories: Existence, Relatedness, and Growth (see
4. Figure 2, below). Existence need corresponds to Maslow’s
physiological and safety needs, relatedness corresponds to
social needs, and growth need refers to Maslow’s esteem and
self-actualization.
Figure 2. ERG Theory of Needs
ERG theory’s main contribution to the literature is its relaxation
of Maslow’s assumptions. For example, ERG theory does not
rank needs in any particular order and explicitly recognizes that
more than one need may operate at a given time. Moreover, the
theory has a “frustration-regression” hypothesis, suggesting that
individuals who are frustrated in their attempts to satisfy one
need may regress to another one. For example, someone who is
frustrated by the lack of growth opportunities in his job and
slow progress toward career goals may regress to relatedness
needs and start spending more time socializing with one’s
coworkers. The implication of this theory is that we need to
recognize the multiple needs that may be driving an individual
at a given point to understand his behavior and to motivate him.
Two-Factor Theory
Frederick Herzberg approached the question of motivation in a
different way. By asking individuals what satisfies them on the
job and what dissatisfies them, Herzberg came to the conclusion
that aspects of the work environment that satisfy employees are
very different from aspects that dissatisfy them.
[4]
Herzberg labeled factors causing dissatisfaction of workers as
“hygiene” factors because these factors were part of the context
in which the job was performed, as opposed to the job itself.
Hygiene factors included company policies, supervision,
working conditions, salary, safety, and security on the job. To
illustrate, imagine that you are working in an unpleasant work
environment. Your office is too hot in the summer and too cold
in the winter. You are being harassed and mistreated. You
would certainly be miserable in such a work environment.
However, if these problems were solved (your office
temperature is just right and you are not harassed at all), would
5. you be motivated? Most likely you would take the situation for
granted. In fact, many factors in our work environment are
things that we miss when they are absent but take for granted if
they are present.
In contrast, motivators are factors that are intrinsic to the job,
such as achievement, recognition, interesting work, increased
responsibilities, advancement, and growth opportunities.
According to Herzberg’s research, motivators are the conditions
that truly encourage employees to try harder.
Figure 3. Two-Factor Theory of Motivation
Herzberg’s research, which is summarized in Figure 3, above,
has received its share of criticism.
[5]
One criticism relates to the classification of the factors as
hygiene or motivator. For example, pay is viewed as a hygiene
factor. However, pay is not necessarily a contextual factor and
may have symbolic value by showing employees that they are
being recognized for their contributions as well as
communicating to them that they are advancing within the
company. Similarly, quality of supervision or relationships
employees form with their supervisors may determine whether
they are assigned interesting work, whether they are recognized
for their potential, and whether they take on more
responsibilities. Despite its limitations, the two-factor theory
can be a valuable aid to managers because it points out that
improving the environment in which the job is performed goes
only so far in motivating employees.
Acquired-Needs Theory
Among the need-based approaches to motivation, Douglas
McClelland’s acquired-needs theory is the one that has received
the greatest amount of support. According to this theory,
individuals acquire three types of needs as a result of their life
experiences. These needs are need for achievement, need for
affiliation, and need for power. All individuals possess a
combination of these needs.
Those who have a high need for achievement have a strong need
6. to be successful. A worker who derives great satisfaction from
meeting deadlines, coming up with brilliant ideas, and planning
his or her next career move may be high in need for
achievement. Individuals high on need for achievement are well
suited to positions such as sales, where there are explicit goals,
feedback is immediately available, and their effort often leads
to success.
[6]
Because of their success in lower-level jobs, those in high need
for achievement are often promoted to higher-level positions.
[7]
However, a high need for achievement has important
disadvantages in management. Management involves getting
work done by motivating others. When a salesperson is
promoted to be a sales manager, the job description changes
from actively selling to recruiting, motivating, and training
salespeople. Those who are high in need for achievement may
view managerial activities such as coaching, communicating,
and meeting with subordinates as a waste of time. Moreover,
they enjoy doing things themselves and may find it difficult to
delegate authority. They may become overbearing or
micromanaging bosses, expecting everyone to be as dedicated to
work as they are, and expecting subordinates to do things
exactly the way they are used to doing.
[8]
Individuals who have a high need for affiliation want to be liked
and accepted by others. When given a choice, they prefer to
interact with others and be with friends.
[9]
Their emphasis on harmonious interpersonal relationships may
be an advantage in jobs and occupations requiring frequent
interpersonal interaction, such as social worker or teacher. In
managerial positions, a high need for affiliation may again
serve as a disadvantage because these individuals tend to be
overly concerned about how they are perceived by others. Thus,
they may find it difficult to perform some aspects of a
7. manager’s job such as giving employees critical feedback or
disciplining poor performers.
Finally, those with high need for power want to influence others
and control their environment. Need for power may be
destructive of one’s relationships if it takes the form of seeking
and using power for one’s own good and prestige. However,
when it manifests itself in more altruistic forms, such as
changing the way things are done so that the work environment
is more positive or negotiating more resources for one’s
department, it tends to lead to positive outcomes. In fact, need
for power is viewed as important for effectiveness in managerial
and leadership positions.
[10]
McClelland’s theory of acquired needs has important
implications for motivating employees. While someone who has
high need for achievement may respond to goals, those with
high need for affiliation may be motivated to gain the approval
of their peers and supervisors, whereas those who have high
need for power may value gaining influence over the supervisor
or acquiring a position that has decision-making authority. And,
when it comes to succeeding in managerial positions,
individuals who are aware of the drawbacks of their need
orientation can take steps to overcome these drawbacks.
Equity Theory
Imagine that your friend Marie is paid $10 an hour working as
an office assistant. She has held this job for six months. She is
very good at what she does, she comes up with creative ways to
make things easier in the workplace, and she is a good
colleague who is willing to help others. She stays late when
necessary and is flexible if asked to rearrange her priorities or
her work hours. Now imagine that Marie finds out her manager
is hiring another employee, Spencer, who is going to work with
her, who will hold the same job title and will perform the same
type of tasks. Spencer has more advanced computer skills, but it
is unclear whether these will be used on the job. The starting
8. pay for Spencer will be $14 an hour. How would Marie feel?
Would she be as motivated as before, going above and beyond
her duties?
If your reaction to this scenario was along the lines of “Marie
would think it’s unfair,” your feelings may be explained using
equity theory. According to this theory, individuals are
motivated by a sense of fairness in their interactions. Moreover,
our sense of fairness is a result of the social comparisons we
make. Specifically, we compare our inputs and outputs with
someone else’s inputs and outputs. We perceive fairness if we
believe that the input-to-output ratio we are bringing into the
situation is similar to the input/output ratio of a comparison
person, or a referent. Perceptions of inequity create tension
within us and drive us to action that will reduce perceived
inequity. This process is illustrated in the Equity Formula.
[1]
Figure 1. The Equity Formula
What Are Inputs and Outputs?
Inputs are the contributions the person feels he or she is making
to the environment. In the previous example, the hard work
Marie was providing, loyalty to the organization, the number of
months she has worked there, level of education, training, and
her skills may have been relevant inputs. Outputs are the
rewards the person feels he or she is receiving from the
situation. The $10 an hour Marie is receiving was a salient
output. There may be other outputs, such as the benefits
received or the treatment one gets from the boss. In the prior
example, Marie may reason as follows: “I have been working
here for six months. I am loyal and I perform well (inputs). I am
paid $10 an hour for this (outputs). The new guy, Spencer, does
not have any experience here (referent’s inputs) but will be paid
$14 (referent’s outcomes). This situation is unfair.”
We should emphasize that equity perceptions develop as a result
of a subjective process. Different people may look at exactly the
same situation and perceive different levels of equity. For
example, another person may look at the same scenario and
9. decide that the situation is fair because Spencer has computer
skills and the company is paying extra for these skills.
Who Is the Referent?
The referent other may be a specific person or an entire
category of people. For example, Marie might look at want ads
for entry-level clerical workers and see whether the pay offered
is in the $10-per-hour range; in this case, the referent other is
the category of entry-level clerical workers, including office
assistants, in Marie’s local area. Referents should be
comparable to us—otherwise the comparison is not meaningful.
It would be illogical for Marie to compare herself to the CEO of
the company, given the differences in the nature of inputs and
outcomes. Instead, she would logically compare herself to those
performing similar tasks within the same organization or a
different organization.
Reactions to Unfairness
The theory outlines several potential reactions to perceived
inequity, which are summarized in Table 1, “Potential
Responses to Inequity.” Oftentimes, the situation may be dealt
with perceptually, by distorting our perceptions of our own or
referent’s inputs and outputs. For example, Marie may justify
the situation by downplaying her own inputs (“I don’t really
work very hard on this job”), valuing the outputs more highly
(“I am gaining valuable work experience, so the situation is not
that bad”), distorting the other person’s inputs (“Spencer really
is more competent than I am and deserves to be paid more”) or
distorting the other person’s outputs (“Spencer gets $14 but will
have to work with a lousy manager, so the situation is not
unfair”).
Reactions to Inequity
Example
Distort perceptions
Changing one’s thinking to believe that the referent actually is
more skilled than previously thought
Increase referent’s inputs
Encouraging the referent to work harder
10. Reduce own input
Deliberately putting forth less effort at work. Reducing the
quality of one’s work
Increase own outcomes
Negotiating a raise for oneself or using unethical ways of
increasing rewards such as stealing from the company
Change referent
Comparing oneself to someone who is worse off
Leave the situation
Quitting one’s job
Seek legal action
Suing the company or filing a complaint if the unfairness in
question is under legal protection
Table 1. Potential Responses to Inequity
[2]
Another way of addressing perceived inequity is to reduce one’s
own inputs or increase one’s own outputs. If Marie works less
hard, perceived inequity would be reduced. And, indeed,
research shows that people who perceive inequity tend to reduce
their work performance or reduce the quality of their inputs.
[3]
Increasing one’s outputs can be achieved through legitimate
means such as negotiating a pay raise. At the same time,
research shows that those feeling inequity sometimes resort to
stealing to balance the scales.
[4]
Other options include changing the comparison person (for
example, Marie may learn that others doing similar work in
different organizations are paid only minimum wage) and
leaving the situation by quitting one’s job.
[5]
We might even consider taking legal action as a potential
outcome of perceived inequity. For example, if Marie finds out
that the main reason behind the pay gap is gender, she may react
to the situation by taking legal action because sex
discrimination in pay is illegal in the United States.
11. Overpayment Inequity
What would you do if you felt you were overrewarded? In other
words, how would you feel if you were the new employee,
Spencer (and you knew that your coworker Marie was being
paid $4 per hour less than you)? Originally, equity theory
proposed that overrewarded individuals would experience guilt
and would increase their effort to restore perceptions of equity.
However, research does not provide support for this argument.
Instead, it seems that individuals experience less distress as a
result of being overrewarded.
[6]
It is not hard to imagine that individuals find perceptual ways
to deal with a situation like this, such as believing that they
have more skills and bring more to the situation compared with
the referent person. Therefore, research does not support equity
theory’s predictions with respect to people who are overpaid.
[7]
Individual Differences in Reactions to Inequity
So far, we have assumed that once people feel that the situation
is inequitable, they will be motivated to react. However, does
inequity disturb everyone equally? Researchers identified a
personality trait that explains different reactions to inequity and
named this trait equity sensitivity.
[8]
Equity sensitive individuals experience distress when they feel
they are overrewarded or underrewarded and expect to maintain
equitable relationships. At the same time, there are some
individuals who are benevolents who give without waiting to
receive much in return and entitleds who expect to receive a lot
without giving much in return. Thus, the theory is more useful
in explaining the behavior of equity sensitive individuals, and
organizations will need to pay particular attention to how these
individuals view their relationships.
Fairness Beyond Equity: Procedural and Interactional Justice
Equity theory looks at perceived fairness as a motivator.
However, the way equity theory defines fairness is limited to
12. fairness regarding rewards. Starting in the 1970s, researchers of
workplace fairness began taking a broader view of justice.
Equity theory deals with outcome fairness, and therefore, it is
considered to be a distributive justice theory. Distributive
justice refers to the degree to which the outputs received from
the organization are fair. Two other types of fairness have been
identified: procedural justice and interactional justice.
Let’s assume that Marie found out she is getting a promotion
that will include a pay raise, increased responsibilities, and
prestige. If Marie feels she deserves to be promoted, she would
perceive high distributive justice (“getting the promotion is
fair”). However, Marie later found out that the department
manager picked her name out of a hat! What would she feel?
She might still like the outcome but feel that the decision-
making process was unfair since it wasn’t based on
performance. This response would involve feelings of
procedural injustice. Procedural justice refers to the degree to
which fair decision-making procedures are used. Research
shows that employees care about procedural justice for many
organizational decisions, including layoffs, employee selection,
surveillance of employees, performance appraisals, and pay
decisions.
[9]
They tend to care about procedural justice particularly when
they do not get the outcome they feel they deserve.
[10]
If Marie does not get the promotion and finds out that
management chose the candidate by picking a name out of a hat,
she may view this as adding insult to injury. When people do
not get the rewards they want, they tend to hold management
responsible if procedures are not fair.
[11]
Research has identified many ways of achieving procedural
justice. For example, giving employees advance notice before
laying them off, firing them, or disciplining them is perceived
as fairer.
13. [12]
Allowing employees voice into decision making is also
important.
[13]
When designing a performance appraisal system or
implementing a reorganization, asking employees for their input
may be a good idea because it increases perceptions of fairness.
Even when it is not possible to have employees participate,
providing explanations is helpful in fostering procedural justice.
[14]
Finally, people expect consistency in treatment.
[15]
If one person is given extra time when taking a test while
another is not, individuals would perceive decision making as
unfair.
Now let’s imagine Marie’s boss telling her she is getting the
promotion. The manager’s exact words: “Yes, Marie, we are
giving you the promotion. The job is so simple that we thought
even you can handle it.” Now what is Marie’s reaction? The
unpleasant feelings she may now experience are explained by
interactional justice. Interactional justice refers to the degree to
which people are treated with respect, kindness, and dignity in
interpersonal interactions. We expect to be treated with dignity
by our peers, supervisors, and customers. When the opposite
happens, we feel angry. Even when faced with negative
outcomes such as a pay cut, being treated with dignity and
respect serves as a buffer and alleviates our stress.
[16]
Employers would benefit from paying attention to all three
types of justice perceptions. In addition to being the right thing
to do, justice perceptions lead to outcomes companies care
about. Injustice is directly harmful to employee psychological
health and well-being and contributes to stress.
[17]
High levels of justice create higher levels of employee
commitment to organizations, are related to higher job
14. performance, higher levels of organizational citizenship
(behaviors that are not part of one’s job description but help the
organization in other ways such as speaking positively about the
company and helping others), and higher levels of customer
satisfaction, whereas low levels of justice lead to retaliation and
supporting union certification movements.
[18]
Expectancy Theory
According to expectancy theory, individual motivation to put
forth more or less effort is determined by a rational calculation.
[19]
According to this theory, individuals ask themselves three
questions.
Figure 2. Summary of Expectancy Theory. Based on Porter, L.
W., & Lawler, E. E. (1968). Managerial attitudes and
performance. Homewood, IL: Irwin; Vroom, V. H. (1964). Work
and motivation. New York: Wiley.
The first question is whether the person believes that high
levels of effort will lead to desired outcomes. This perception is
labeled as
expectancy
. For example, do you believe that the effort you put forth in a
class is related to learning worthwhile material and receiving a
good grade? If you do, you are more likely to put forth effort.
The second question is the degree to which the person believes
that performance is related to secondary outcomes such as
rewards. This perception is labeled as
instrumentality
. For example, do you believe that passing the class is related to
rewards such as getting a better job, or gaining approval from
your instructor, from your friends, or parents? If you do, you
are more likely to put forth effort.
Finally, individuals are also concerned about the value of the
rewards awaiting them as a result of performance. The
anticipated satisfaction that will result from an outcome is
labeled as
15. valence
. For example, do you value getting a better job or gaining
approval from your instructor, friends, or parents? If these
outcomes are desirable to you, you are more likely to put forth
effort.
As a manager, how can you influence these perceptions to
motivate employees? In fact, managers can influence all three
perceptions.
[20]
To influence their expectancy perceptions, managers may train
their employees, or hire people who are qualified for the jobs in
question. Low expectancy may also be due to employees feeling
that something other than effort predicts performance, such as
political behaviors on the part of employees. In this case,
clearing the way to performance and creating an environment in
which employees do not feel blocked will be helpful. The first
step in influencing instrumentality is to connect pay and other
rewards to performance using bonuses, award systems, and
merit pay. Publicizing any contests or award programs is
helpful in bringing rewards to the awareness of employees. It is
also important to highlight that performance and not something
else is being rewarded. For example, if a company has an
employee-of-the-month award that is rotated among employees,
employees are unlikely to believe that performance is being
rewarded. In the name of being egalitarian, such a reward
system may actually hamper the motivation of highest
performing employees by eroding instrumentality. Finally, to
influence valence, managers will need to find out what their
employees value. This can be done by talking to employees, or
surveying them about what rewards they find valuable.
Reinforcement Theory
Reinforcement theory is based on the work of Ivan Pavlov in
behavioral conditioning and the later work B. F. Skinner did on
operant conditioning.
[21]
According to this theory, behavior is a function of its
16. consequences. Imagine that even though no one asked you to,
you stayed late and drafted a report. When the manager found
out, she was ecstatic and took you out to lunch and thanked you
genuinely. The consequences following your good deed were
favorable, and therefore you are more likely to do similar good
deeds in the future. In contrast, if your manager had said
nothing about it and ignored the sacrifice you made, you would
be less likely to demonstrate similar behaviors in the future, or
your behavior would likely become extinct.
Despite the simplicity of reinforcement theory, how many times
have you seen positive behavior ignored or, worse, negative
behavior rewarded? In many organizations, this is a familiar
scenario. People go above and beyond the call of duty, and yet
their behaviors are ignored or criticized. People with disruptive
habits may receive no punishments because the manager is
afraid of the reaction the person will give when confronted.
They may even receive rewards such as promotions so that the
person is transferred to a different location and becomes
someone else’s problem! Moreover, it is common for people to
be rewarded for the wrong kind of behavior. Steven Kerr
labeled this phenomenon “the folly of rewarding A while hoping
for B.”
[22]
For example, a company may make public statements about the
importance of quality. Yet, they choose to reward shipments on
time regardless of the number of known defects contained in the
shipments. As a result, employees are more likely to ignore
quality and focus on hurrying the delivery process.
Reinforcement Interventions
Figure 3. Reinforcement Methods
Reinforcement theory describes four interventions to modify
employee behavior. Two of these are methods of increasing the
frequency of desired behaviors while the remaining two are
methods of reducing the frequency of undesired behaviors.
Positive reinforcement is a method of increasing the desired
behavior.
17. [23]
Positive reinforcement involves making sure that behavior is
met with positive consequences. Praising an employee for
treating a customer respectfully is an example of positive
reinforcement. If the praise immediately follows the positive
behavior, the employee will see a link between behavior and
positive consequences and will be motivated to repeat similar
behaviors.
Negative reinforcement is also used to increase the desired
behavior. Negative reinforcement involves removal of
unpleasant outcomes once desired behavior is demonstrated.
Nagging an employee to complete a report is an example of
negative reinforcement. The negative stimulus in the
environment will remain present until positive behavior is
demonstrated. The problem with negative reinforcement may be
that the negative stimulus may lead to unexpected behaviors and
may fail to stimulate the desired behavior. For example, the
person may start avoiding the manager to avoid being nagged.
Extinction occurs when a behavior ceases as a result of
receiving no reinforcement. For example, suppose an employee
has an annoying habit of forwarding e-mail jokes to everyone in
the department, cluttering up people’s in-boxes and distracting
them from their work. Commenting about the jokes, whether in
favorable or unfavorable terms, may be encouraging the person
to keep forwarding them. Completely ignoring the jokes may
reduce their frequency.
Punishment is another method of reducing the frequency of
undesirable behaviors. Punishment involves presenting negative
consequences following unwanted behaviors. Giving an
employee a warning for consistently being late to work is an
example of punishment.
Reinforce for Performance
This is a systematic application of reinforcement theory to
modify employee behaviors. The model consists of five stages.
The process starts with identifying the behavior that will be
modified. Let’s assume that we are interested in reducing
18. absenteeism among employees. In step 2, we need to measure
the baseline level of absenteeism. In step 3, the behavior’s
antecedents and consequences are determined. Why are
employees absent? More importantly, what is happening when
an employee is absent? If the behavior is being unintentionally
rewarded, we may expect these to reinforce absenteeism
behavior. For example, suppose that absences peak each month
on the days when a departmental monthly report is due, meaning
that coworkers and supervisors must do extra work to prepare
the report. To reduce the frequency of absenteeism, it will be
necessary to think of financial or social incentives to follow
positive behavior and negative consequences to follow negative
behavior. In step 4, an intervention is implemented. Removing
the positive consequences of negative behavior may be an
effective way of dealing with the situation, for example, starting
the monthly report preparation a few days earlier, or letting
employees know that if they are absent when the monthly report
is being prepared, their contribution to the report will be
submitted as incomplete until they finish it. Punishments may
be used in persistent cases. Finally, in step 5 the behavior is
measured periodically and maintained. Studies examining the
effectiveness of OB Mod have been supportive of the model in
general. A review of the literature found that OB Mod
interventions resulted in an average of 17% improvement in
performance.
[24]
Properly designed sales commissions are widely used to
motivate sales employees. The blend of straight salary and
commissions should be carefully balanced to achieve optimum
sales volume, profitability, and customer satisfaction.