BUS 301 EXAM 2 QUESTIONS ANSWERED ANSWERED CORRECTLY LATEST UPDATE 2026

BUS 301 EXAM 2 QUESTIONS ANSWERED ANSWERED CORRECTLY LATEST UPDATE 2026 What are the big 8? - Answers Context/situation, ability, personality/disposition,attitude, outside work enviornment, perceptions, values Big 8- Context/ Situation - Answers Organization, culture, structure, industry, a certain situation can change a person's behavior Big 8- Ability - Answers intelligence, GMA(general mental ability), technical skills, with more ability you perform better Big 8- personality/disposition - Answers disposition to think, act, and feel in different ways Big 8- attitude - Answers beliefs and values a person holds Big 8- outside work enviornment - Answers competing situations, goals and values Big 8- motivation - Answers reinforcements, current reward structure, job design Big 8- perceptions - Answers experience, needs, emotions, how we perceive things will determine how we react Big 8- values - Answers what is important to you The 3 things motivation explains - Answers direction, effort, persistence Motivation as an individual trait and situational factor is described as: - Answers managers can't motivate people, people can only motivate themselves SMART goals - Answers Specific: make it specific, no general statements Measurable: decide how, what, when, etc. Be able to measure it Challenging: goals should be challenging, the more difficult the goal the higher the performance Attainable: goals that are too hard will reduce motivation and performance Relevant: why do you want to achieve the goal? Time element: incorporate a time element related to accomplishing your goal Importance of goals - Answers setting goals gives you long-term vision and short term motivation Strength of goals - Answers goals help people create plans for what they want to achieve ans how they are going to do it Weaknesses of goals - Answers creates pressure, especially if someone else creating them for you, failure could prevent someone from setting goals in the future Commitment to goals - Answers self-setting goals isn't necessary, but employee involvement increases goal commitment Goal feedback - Answers set the goal, break down the goal into smaller steps, set a timeline for when you want to achieve those goals Maslow's Hierarchy of Needs - Answers (level 1) Physiological Needs: food, water, warmth, rest (level 2) Safety and Security (level 3) Relationships, Love and Affection, (level 4) Self Esteem: prestige, feeling of accomplishment (level 5) Self Actualization: achieving ones full potential Alderder's ERG Theory - Answers Condensed version of Maslow's needs into 3 categories Existence needs: include all material and physiological desires (food, water, air, clothing, safety, physical love) Relatedness needs: encompass social and external esteem, relationships with significant others like family, friends, co-workers, etc. Being recognized by a group or family Growth needs: internal esteem and self-actualization, these impel a person to make a creative and productive and complete meaningful tasks McClelland's Theory of Needs - Answers Every person has one of three main driving motivators: Achievement: has a strong needs to set and accomplish goals, takes calculated risks to accomplish goal, likes to receive regular feedback on progress and achievement Affiliation: wants to belong to the group, wants to be liked and will often go along with whatever the rest of the group wants to do, favors collaboration over competition, doesnt like risk or uncertainty Power: wants to control and influence other, likes to win arguements, enjoys competition and winning, enjoys status and recognition Expectancy Theory - Answers proposes an individual will behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be. Expectancy: the employee believes that effort will result in acceptable performance Instrumentality: the employee believes that acceptable performance will produce the desired reward Valence: the employee values the reward Equity Theory - Answers the idea that individuals are motivated by fairness, and if they identify inequities in the input or output ratios of themselves and their referent group, they will seek to adjust their input to reach their perceived equity positive reinforcement - Answers giving something to the subject when they perform the desired action so they associate the action with the reward and do it more often negative reinforcement - Answers something uncomfortable or otherwise unpleasant is taken away in response to a stimulus punishment - Answers any change in a human or animal's surroundings that occur after a given behavior or response which reduces the likelihood of that behavior occurring again in the future Extinction - Answers refers to the gradual weakening of a conditioned response that results in the behavior decreasing or dissappearing shaping behavior - Answers behavior that is followed by favorable consequences tends to be repeated (positive and negative reinforcement). behavior that is followed by unfavorable consequences tends to be eliminated (punishment, extinction) Why is punishment less effective? - Answers being punished may not change their actions, rewards are proven to be more effective When/ why reinforcement theory might not always work or work perfectly? - Answers Reinforcement theory might not always work because with positive reinforcement maybe the subject won't respond to another reward given to them if it is done often enough. With negative reinforcement getting rid of something uncomfortable in the work place may encourage behavior you are trying to stop intrinsic motivation - Answers behavior that is driven by internal rewards, the motivation to engage in a behavior arises from within the individual because it is naturally satisfying to you extrinsic motivation - Answers refers to behavior that is driven by external rewards such as money, fame, grades, etc. motivation arises from outside the individual What is the basic premise/argument of Cognitive Evaluation Theory (CET)? - Answers explains the effects of external consequences on internal motivation Progress feedback - Answers assessment provided to an employee on their advancements, and reflects on their performance compared to expectations Normative (comparison) feedback - Answers a tool that can be used to support both a sense of competence, by showing that people's performance is aligned with social expectations, and relatedness, by showing people that there are others in similar situations 3 definitions of fairness - Answers equity- you get what you deserve equality- everyone gets the same need- those who need most should get most Distributive fairness - Answers when a reward is allocated or a decision is made, people often make a judgement whether or not the outcome was fair Procedural fairness - Answers concerned with the procedures used by a decision maker, rather than the actual outcome reached management by objective - Answers a strategic management model that aims to improve the performance of an organization by clearly defining objectives that are agreed to by both management and employees employee recognition programs - Answers awards, plaques, or other symbolic methods of recognition that convey appreciation for employee contributions Employee involvement/participation - Answers the direct participation of staff to help an organization fulfill its mission and meet its objectives by applying their own ideas, expertise, and efforts towards solving problems and making decisions Employee Stock Ownership Plan (ESOP) - Answers a compensation system that awards employees shares of company stock in addition to their regular compensation Merit raise (pay-for-performance) - Answers a raise in base pay based on a set of criteria set by the employer. Usually involves the employer conducting a review meeting with the employee's work performance during a certain time period piece-rate - Answers payment is based on individual output. suitable when output is easily observable or quantifiable and output tied to effort Bonuses - Answers one-time rewards that follow specific accomplishments of employees Profit sharing - Answers sharing a percentage of company profits with employees gain sharing - Answers A company wide program in which employees are rewarded for performance gains compared to past performance principle of flexibility - Answers the ability of an organization to move employees to other duties or responsibilities within the company. Functional Flexibility reflects an organizations ability to adapt to changing conditions and requirements, and is affected by issues such as training, management, and outsourcing