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One of the reasons that make Pay-for-Performance (PFP) plans fail is that employees do not have control over performance due to task constraints. According to the Expectancy/Instrumentality Theory, this is due to:      A. Misalignment between rewarded performance and organizational goals.    B. Weak expectancy link   C. Low valence   D. Weak instrumentality link

Critics of profit sharing plans maintain that these plans do not motivate employees to perform at higher levels. Under what conditions are profit sharing plans not likely to motivate employees?

An organization has a staffing strategy in which it hires 10% more employees than it needs in any job category to ensure its hiring needs are met.  Leaders in the organization reason that some of the new hires will renege on the accepted offer and that the organization can renege on some of its offers, if needed, in order to end up with the right number of new hires.  Evaluate this strategy from an ethical perspective.  Explain.

When creating formal mentorship programs, there are generally two pitfalls that organizations should try to avoid in order to reduce the chances that mentors could be unintentionally influenced. Name and briefly detail these two pitfalls, relating how they could impact a mentor's advice. Imagine you are creating a training program for mentors to help minimize these unintentional influences. Name and briefly detail a model or law that you would include to help prospective mentors understand the importance of perspective

Performance management is a critical aspect of effective leadership and organizational success. It involves setting clear goals, providing regular feedback, and evaluating individual and team performance to ensure alignment with organizational objectives. Feedback plays a crucial role in performance management, as it helps employees understand their strengths and areas for improvement, motivates them to excel, and fosters continuous learning and development. Managers must deliver feedback constructively, focusing on specific behaviors and outcomes, and offering support and guidance to help employees reach their full potential.   Question: How can managers create a culture of continuous feedback and performance improvement within their teams, and what are some best practices for delivering effective feedback?

One strategy that organizations utilize in an attempt to offer an attractive benefits package to a diverse group of employees is flexibility.  This could include: “cafeteria” style benefits, as well as flexible time off for both personal/sick time as well as holidays.  What are pros and cons of this approach

Which conclusion is supported by the readiness to learn and trainability equation?     Given the multiplicative nature of the equation, being high on two variables will not make up for a very low score on the third variable.     Given the nature of the equation, having two very high scores will make up for a low score on the third.     Given the nature of the equation, motivation and ability are the most important variables.     Given the nature of the equation, there is little trainees or management can do to influence results.

You just got a job as a manager with a start-up company. As a manager, you are responsible for contributing to the creation and establishment of the compensation system. You will work with the human resources staff to provide your expertise about job responsibilities for different positions within your supervisory responsibility. When designing your compensation plan which would you pay more attention to: Expectanxy theory or equity theory? Be sure to include the reason why in your response.

The board of directors of an organization considers that incentives for senior management are important to accomplish the business's objectives. The board of directors decides whether to give bonuses depending on the value of the company's stock at the end of each fiscal year. Bonuses will be paid in the form of stock, which managers may keep or sell on the open market. What are the ramifications of instituting such a rewards system?

What do profit-sharing plans, stock options, and gain-sharing plans all have in common?  They are systems that reward for results rather than behaviors.  They are systems that reward for behaviors rather than results. They are nonmonetary and noneconomic in nature. They are not effective in motivating performance.

Consider the job of a server at Boston Pizza. Design a new employee onboarding program for this job. Explain how your program contributes to effective socialization, performance, and employee retention. Your proposed program must include 5 specific recommendations.

In the business world, mergers and acquisitions are a common strategy for growth and expansion. While the benefits of merging two companies can be significant, the process can also be challenging for employees who are unsure of what the future holds for them. Motivation plays a critical role during these times, and companies must understand how to motivate their employees to ensure a successful merger. This case study examines the impact of motivational theories on a merger between two companies, A and B. Company A is a well-established firm in the pharmaceutical industry, while Company B is a relatively new player in the market but has shown great potential in its short existence. In a bid to expand its market share, Company A decided to merge with Company B. The merger was expected to be completed in six months, and the management teams of both companies were tasked with ensuring a smooth transition. Before the merger, both companies had different cultures and management styles.…

What kind of changes could the company make to benefits to address Jane’s concerns? Use scholarly articles to support your answer.

Performance management is a systematic process that aims to improve organizational effectiveness by aligning Individual and team performance with strategic goals and objectives. It involves setting clear expectations, providing regular feedback, evaluating performance, and facilitating employee development. Effective performance management not only enhances productivity and accountability but also promotes employee engagement and job satisfaction.   Key components of performance management include goal setting, where objectives are defined and cascaded throughout the organization, and ongoing performance discussions, where managers provide constructive feedback and coaching to employees. Performance evaluations, conducted periodically, allow for the assessment of progress and identification of areas for improvement. Furthermore, performance management often involves the development of individual development plans (IDPs) to support employee growth and career advancemen   Question: How…

Fully explain the following theories and how you or a friend could profitably apply the theories in a work setting. Hierarchy of Needs (Maslow) Theory X and Theory Y McClelland’s Theory of Needs Goal Setting Theory (& MBO) Equity Theory Expectancy Theory

Performance management is a systematic process aimed at enhancing organizational effectiveness by Improving the performance of individuals and teams. It involves setting clear goals, providing regular feedback, and evaluating performance against predetermined criteria. Effective performance management helps align employee efforts with organizational objectives, Identifies areas for improvement, and recognizes and rewards high performance. Key components of performance management include performance appraisal, coaching and development, goal setting, and performance feedback. By fostering a culture of continuous Improvement and accountability, organizations can maximize employee potential and drive overall success.   Question: How can organizations ensure that their performance management processes are fair, transparent, and conducive to employee growth and development?

Describe what are some potential disadvantages of using a packaged application to help automate the employee goal-setting process?

LIFE SATISFACTION Of course, job satisfaction is important for other reasons as well—reasons that have little to do with job performance or organizational commitment. For example, job satisfaction is strongly related to life satisfaction, or the degree to which employees feel a sense of happiness with their lives. Research shows that job satisfaction is one of the strongest predictors of life satisfaction. Put simply, people feel better about their lives when they feel better about their jobs. This link makes sense when you realize how much of our identity is wrapped up in our jobs. What’s the first question that people ask one another after being introduced? That’s right—“What do you do?” If you feel bad about your answer to that question, it’s hard to feel good about your life. The connection between job satisfaction and life satisfaction also makes sense given how much of our lives are spent at work. Presents the results of one study that examines time spent on daily activities,…

As noted in this week’s textbook chapter, employees are happier when they received regular feedback (Carpenter, Bauer, & Erdogan, 2010, p.97). Feedback takes many forms, but one of the most obvious types is feedback on performance. Managers must be able to give employees feedback on what they are doing well, and areas where an employee needs to improve. Think about times in your career when you have received feedback. Consider if the feedback was specific, meaningful, relevant, and timely.  Write a response that includes the following: The assessment criteria are listed as bullet points toward the bottom of the screen where the assignment guidelines are presented in the weekly Learning Guide. Please review the document on How to complete the peer assessment form included in the Unit 5 reading under the Peer Assessment heading. As you peer assess this week, look for strengths where the assignment criteria were met and areas of opportunity where the content fell short of meeting the…

What would an ideal employee for your coffee shop be like? What knowledge, skills, abilities, and other characteristics would the person have? Write a job description with the job title, key responsibilities, and qualifications for the position. Make sure to include both technical skills and so-called soft skills (like communication, teamwork, etc.) in your qualifications list.

“Job evaluation determines the worth of a job and not of a job-holder.” Critically examine this statement with relevant examples. How can a job evaluation programme be made more effective to retain and motivate employees and also enhance productivity?

In Class, 10-25 Minutes for Teams During the last week of class, your professor explains how she wants to employ a gamification strategy next semester to fur- ther motivate and engage students, and she is asking for your help. Develop a simple gamification strategy that she can use in the classroom. Describe what the goals should be, how progress will be measured, and what the reward system will be.

You are leading a small team of remote employees (recently changed to remote work due to the Covid-19 Pandemic). You've been informed by senior leaders in the organization that your team is not meeting department goals. Company leadership needs you to review and improve your strategies with the specific goal of improving individual and team performance and productivity.  Please summarize the strategies (priorities and process) you will implement to meet the performance expectations of your organization.