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Management - Organizational Behavior Ch. 5
Organizational Behavior, Version 1.
Bauer & Erdogan
FWK Test Item File
Chapter 5
TRUE/FALSE
- Motivation is a function of the interaction between performance, ability and environment. (False)
- Job security is an example of Maslow’s safety needs. (True)
- Alderfer’s existence needs correspond to Maslow’s physiological and safety needs. (True)
- The frustration-regression hypothesis offered by Alderfer suggests individuals frustrated in their attempts to satisfy one need regress to another. (True)
- Salary is a motivator in Herzberg’s two-factor theory. (False)
- Hygiene factors are part of the context of the job. (True)
- The absence of hygiene factors in the work environment leads to worker dissatisfaction. (True)
- Individuals with a high need for achievement may neglect managerial activities like coaching as a waste of time. (True)
- A high need for power is always a destructive element in the workplace. (False)
- Process-based theories view motivation as a rational process. (True)
- One way to deal with perceived inequity is to decrease your own inputs. (True)
- Equity theory suggests that those perceiving inequity can react to the situation by having the referent decrease inputs. (False)
- Over-rewarded individuals experience a great deal of guilt and substantially increase their effort to restore their feelings of equity. (False)
- Benevolents expect to receive substantial compensation for relatively little input. (False)
- You worked really hard on your paper and were very proud to get an A on it. Then you found out that everyone who wrote ten pages or more got an A and now you are upset. You are experiencing high distributive justice. (False)
- One effective way of achieving procedural justice is to allow employees a voice in decision making. (True)
- High levels of justice create higher levels of employee commitment. (True)
- People perceived as fair recognize that what they believe is fair may differ from what others perceive as fair. (True)
- Expectancy theory’s instrumentality dimension refers to the degree to which one believes that effort leads to performance. (False)
- To influence instrumentality, make sure rewards are seen as desirable. (False)
- Expectancy theory is a need-based theory. (False)
- The phenomenon of “the folly of rewarding A while hoping for B” suggests that at times, people are rewarded for the wrong kind of behavior. (True)
- Reinforcement theory is based on behavioral and operant conditioning. (True)
- To reduce the frequency of negative behaviors, remove the rewards that followed those unwanted behaviors. (True)
- Extinction is increasing the frequency of desirable behaviors. (False)
- Using the extinction approach to get a coworker to quit using inappropriate jokes during his conversations means you ignore the jokes instead of laughing at them. (True)
- Giving an employee a sales commission every time he makes a sale is an example of a continuous reinforcement schedule.
c. get a $100 suggestion bonus from your firm for a labor cost saving tip you placed in your department’s suggestion box. d. receive an employee of the week award. (a) Difficult/Synthesis
- Maslow’s theory of motivation suggests a. employee needs are ordered. b. employee needs are grouped in three categories. c. employee needs are divided into motivator and hygiene categories. d. employee needs are acquired as the result of life experiences. (a) Easy/Comprehension
- Maslow’s hierarchy of needs theory of motivation a. suggests once basic needs are satisfied, higher order needs become motivators. b. enjoys strong research support. c. is a systematic approach managers can utilize to explain the similar needs employees have at any given time and the similar reactions of employees to similar treatment. d. was developed based on Maslow’s observations of individual employees in a variety of workplace settings. (a) Difficult/Comprehension
- The collaborative work environment at Trader Joe’s satisfies which of Maslow’s hierarchy of needs? a. safety b. self-actualization c. social d. physiological (c) Medium/Analysis
- The simple premise of Maslow’s hierarchy of needs theory is a. more than one human need operates at one time. b. work environment aspects that satisfy an individual are very different than those aspects which dissatisfy an individual. c. individuals acquire three types of needs as a result of their life experiences. d. human beings have needs that are hierarchically ranked. (d) Medium/Comprehension
- Maslow’s theory of motivation is criticized because a. research does not support the argument that satisfied needs no longer motivate behavior. b. its “frustration-regression” hypothesis has no practical implications for the workplace. c. the research methodology employed does not fully account for the attribution of cause to the individual or the situation. d. substantial empirical research has indicated little practical application of the theory. (a) Difficult/Evaluation
- Maslow’s social needs could be satisfied by a. receiving an employee of the month award. b. getting promoted to assistant manager from a supervisor position. c. attending a department picnic after work. d. taking a class on Microsoft Office. (c) Medium/Application
- Your paycheck could likely satisfy which of the following needs identified by Maslow? a. physiological needs.
b. esteem needs. c. safety needs. d. all of the above. (d) Medium/Analysis
- Alderfer’s existence needs correspond to Maslow’s a. social needs. b. esteem needs. c. self-actualization needs. d. safety needs. (d) Medium/Synthesis
- Alderfer’s growth needs correspond to Maslow’s a. social needs. b. safety needs. c. esteem needs. d. physiological needs. (c) Medium/Synthesis
- In comparing Maslow’s hierarchy of needs theory to Alderfer’s ERG theory a. ERG theory recognizes more than one need may operate at one time. b. Maslow’s theory recognizes more than one need may operate at one time. c. ERG theory is based upon observations of individuals in clinical settings. d. Maslow’s theory suggests that individuals who are frustrated in their attempts to satisfy one need may regress to another one. (a) Difficult/Evaluation
- Alderfer’s theory of motivation does all of the following EXCEPT a. relax the basic assumptions of Maslow’s theory of needs b. assume needs are hierarchically-based c. propose a “frustration-regression” hypothesis d. assume needs are grouped into three categories (b) Medium/Comprehension
- According to ERG theory, if an individual is frustrated in the growth opportunities of his job, a. he may regress only to relatedness needs. b. he may regress only to existence needs. c. he may regress to either relatedness or existence needs. d. he will be motivated by the next higher need in his need hierarchy. (c) Difficult/Analysis
- Which of the following is not a hygiene factor in Herzberg’s theory of motivation? a. working conditions b. salary c. company policy d. recognition (d) Easy/Knowledge
- Which of the following is a hygiene factor in Herzberg’s theory of motivation? a. promotion opportunities. b. interesting work. c. salary. d. achievement. (c) Easy/Knowledge
d. McClelland’s acquired needs theory. (c) Easy/Comprehension
- Which of the following need-based theories has received the greatest amount of support? a. Herzberg’s two-factor theory b. Maslow’s hierarchy of needs c. Alderfer’s ERG theory d. McClelland’s acquired needs theory (d) Easy/Comprehension Section II: Process-Based Theories
- Chloe and Francois are graphic designers at Highland Lithographics. Both have the same job description. Earlier this month, Chloe found out that Francois makes $12.50 an hour while she makes $11.00. What theory of motivation best explains why Chloe went to her boss to complain about the pay disparity? a. ERG theory b. Equity theory c. Expectancy theory d. Reinforcement theory (b) Medium/Comprehension
- Ramone feels that he was unfairly passed over for a promotion at his firm. How might he deal with the perceived inequity? a. Have the referent decrease inputs. b. Maintain current perceptions of the referent’s inputs. c. Increase his inputs. d. Increase his outcomes. (d) Medium/Application
- All of the following are actions those who perceive inequity can undertake to “balance the scales” EXCEPT a. steal. b. begin to arrive at work late. c. quit. d. produce higher quality work. (d) Difficult/Synthesis
- Research on equity theory suggests a. those who perceive inequity increase their work performance. b. those who feel over-rewarded experience little distress over the situation. c. those who feel over-rewarded experience guilt over the situation. d. those who perceive inequity encourage their fellow coworkers to work less hard. (b) Difficult/Analysis
- Individuals who expect yearly wage increases without exhibiting increased performance may be labeled a. benevolents. b. entitleds. c. equitably insensitive. d. expectancy sensitive. (b) Medium/Application
- Research on procedural justice suggests
a. it is best to exclude employees from commenting on potential changes in company procedures like performance appraisals because they do not understand the decision-making process anyway. b. it is best to unexpectedly announce department-wide layoffs because when employees suspect changes in their job status are upcoming, they tend to become much less productive. c. it is best to be consistent in the manner in which employees are disciplined for violating company policy for situations like cell phone usage. d. it is best to send an announcement of changes to the company benefit package for the next fiscal year without providing explanatory details because employees do not understand the financial implications anyway. (c) Difficult/Application
- Interactional justice is a. the degree to which outcomes received from the organization are perceived to be fair. b. the degree to which fair decision-making procedures are used to arrive at a decision. c. the degree to which people are treated with respect, kindness and dignity in interpersonal interactions. d. the belief that high levels of effort will lead to high performance. (c) Easy/Knowledge
- Nejah is reading a report on employee justice perception. The article notes all of the following points EXCEPT a. high levels of justice create higher levels of organizational citizenship. b. high levels of justice create higher levels of employee commitment to the organization. c. high levels of justice create higher levels of customer satisfaction. d. high levels of justice lead to support of unionization. (d) Medium/Comprehension
- Joaquin received the Chancellor’s Award and an $8,000 scholarship for a research paper and formal presentation he created. He believes that he worked hard for the paper and the presentation. Joaquin would feel a sense of a. high interactional justice. b. high interpersonal justice. c. high distributive justice. d. high procedural justice. (c) Medium/Application
- If you wanted to be perceived as a fair person, take this piece of advice: a. “People are selfish, they care only about their own justice level.” b. “Treat everyone equally when distributing rewards. Differentiation in rewards often lead to unfairness.” c. “Make your own decisions, you are the boss. Since you are accountable for those decisions, you do not need to waste time listening to everyone’s opinions.” d. “Think before you speak. Be considerate of others.” (d) Difficult/Comprehension
- Michael has two finals, accounting and organizational behavior, on the same day of finals week. Based on expectancy theory, which of the following statements suggest how he should allocate his limited study time? a. For the previous three OB exams Michael studied for hours and received below average grades. He spent fewer hours studying for accounting and earned above average grades. He therefore decides to focus his efforts equally on OB and accounting. b. Accounting is Michael’s major, OB is a general business requirement in his academic program. Michael aspires to be a CPA, so he decides to focus his study time on Accounting.
- Steve Kerr’s phenomenon, “the folly of rewarding A while hoping for B” is demonstrated by a. a manager failing to acknowledge an employee who stayed after hours for one week to complete a report for an ill coworker. b. a manager who fears his top sales person will leave if he criticizes him for being 15 minutes late every day. c. a manager who promotes a subordinate known for his propensity to argue with his coworkers so that subordinate can be transferred to another department where an individual just retired. d. rewarding a manager who orders the release of a shipment of manufactured parts full of defects to meet a deadline in spite of the company’s highly advertised quality commitment. (d) Difficult/Application
- Negative reinforcement a. decreases the desired behavior. b. decreases the frequency of negative behavior. c. increases the desired behavior. d. reduces the frequency of undesired behavior. (c) Easy/Knowledge
- Positive reinforcement a. decreases the desired behavior. b. decreases the frequency of negative behavior. c. increases the desired behavior. d. reduces the frequency of undesired behavior. (c) Easy/Knowledge
- An example of extinction is a. nagging an employee to call a customer. b. suspending an employee for being late three days in a row. c. praising an employee for a well written report. d. ignoring a coworker who is telling dirty jokes. (d) Medium/Comprehension
- When reinforcers follow all examples of positive behavior you are using a __________ ___________ of reinforcement. a. variable ratio b. equity ratio c. continuous schedule d. fixed ratio schedule (c) Medium/Comprehension
- Praising the employee occasionally when the person shows up on time is an example of __________________ of reinforcement. a. variable ratio b. equity ratio c. continuous schedule d. fixed ratio schedule (a) Medium/Application
- All of the following are tips to make disciplining an employee more effective EXCEPT a. discipline when you have time. b. be consistent in your treatment of employees. c. determine if punishment is the effective way to modify behavior. d. document behavior. (a) Medium/Synthesis
- Which of the following statements is NOT an effective approach to disciplining employees? a. Carrots can be more effective than sticks. b. Unfair punishment may not change unwanted behavior. c. No two employees or incidents are the same, so no two employee should be disciplined the same way. d. Discipline is not the most effective way for changing behavior in the long term. (c) Medium/Synthesis
- The first step of an organizational behavior modification program is a. evaluate and maintain. b. identify behavior to be modified. c. analyze behavior antecedents and outcomes. d. measure the baseline level. (b) Easy/Knowledge
- When organizational behavior modification is used to examine employee absenteeism, which step looks at why employees are absent? a. Step 5: Evaluate and maintain. b. Step 1: Identify behavior to modify. c. Step 3: Analyze behavior antecedents and outcomes. d. Step 2: Measure the baseline level. (c) Easy/Comprehension
- Which of the following is a need based theory of motivation? a. expectancy theory. b. ERG theory. c. reinforcement theory. d. equity theory. (b) Easy/Knowledge Section III: The Role of Ethics and National Culture
- In simulations examining whether reinforcement theory explains ethical behavior, all of the following are findings EXCEPT a. subjects were less likely to cut kickback payments if there was a threat of punishment. b. subjects were more likely to continue kickback payments if they made a profit after providing the kickbacks. c. the perceived likelihood of punishment is a major influence of ethical behavior. d. the severity of expected punishment was the primary predictor of whether subjects were inclined to behave unethically. (a) Difficult/Evaluation
- Research on motivation suggests the following: a. Ethical behavior is learned behavior. b. Satisfaction with social needs is a powerful motivator in industrialized countries. c. Subjects in different cultures do not vary in their distribution of rewards regardless of the subject’s age. d. Valuing justice and fairness is a distinctive American-only value. (a) Medium/Comprehension
- Which of the following summary statements is true regarding motivation theories? a. Need-based motivation theories use the mental processes of employees to understand employee motivation.
d. Performance is a major influence on motivation, ability and environment. (a) Easy/Comprehension FILL IN THE BLANK
- Job performance is a function of the interaction between a person’s _______, ability, and ___________. (motivation, environment)
- Marcus eagerly uses his company’s tuition reimbursement program for an undergraduate degree. Marcus is fulfilling his ____________ need. (self-actualization)
- Antonio feels strongly about satisfying his subordinates’ __________needs. Therefore, each time one of his employees does an outstanding job on some project, he calls the entire department together to formally recognize the individual’s accomplishment. (esteem)
- For most employees, ___________________satisfies their physiological needs. (pay)
- Social needs is to Maslow, as _______________ is to Alderfer. (relatedness)
- _______________arranges needs in a hierarchy. (Maslow’s theory of motivation)
- Herzberg’s two-factor theory of motivation suggests factors that are part of the context in which the job is performed are called _______factors. (hygiene)
- Herzberg’s _______ factors include company policy, supervision, working conditions, security and salary. (hygiene)
- Li Cho is participating in a study in which after looking at a picture, she will write a story describing the person in the picture, what he is doing and why. Li Cho is using a __________ _________ _________ to assess motivation themes. (Thematic Apperception Test)
- Under McClelland’s theory, individuals who focus on goals and deadlines have a _________ _____ ___________. (need for achievement)
- Clarissa emphasizes frequent harmonious interpersonal relationships. Clarissa has a high _________ _________ ______. (need for affiliation)
- ______________ motivation theories see motivation as a rational process. (Process-based)
- Mary and Jan are two graphic designers at Master Graphics. They were hired at the same time with the same basic qualifications. Under equity theory, Jan is Mary’s ________ or comparison person. (referent)
- In equity theory, an individual’s _______/______ is compared to the same ratio of a referent. (outcome/input)
- Nina is experiencing feelings of inequity; she can address the situation by ____________ outcomes. (increasing)
- _________ ________ is a personality trait that explains different reactions to inequity. (Equity sensitivity)
- Monica was hired as an entry level accountant. She found out that the firm decided to hire her after learning that her mother was also an accountant. Monica likely feels low _________________ justice. (procedural)
- ___________ ________ is the degree to which the outcomes received from the organization are perceived to be fair. (Distributive justice)
- You just got a promotion, one which you feel you deserve after all your hard work. You perceive high __________ _____________. (distributive justice)
- ___________ are those who expect substantial compensation for little input. (Entitleds)
- The perception that high levels of effort will lead to performance is called __________. (expectancy)
- Mario is making sure that his subordinates view rewards offered by the firm as desirable. Mario is attempting to influence the _________ element of expectancy theory. (valence)
- The degree to which employees believe that their performance will result in rewards is called _____________. (instrumentality)
- ____________ is based on the work of Ivan Pavlov on behavioral conditioning and B. F. Skinner on operant conditioning. (Reinforcement theory)
- The professor is praising the student for an outstanding PowerPoint presentation. The professor is practicing _________ ___________ to get the student to do as well the next time he presents. (positive reinforcement)
Safety needs are satisfied when one is free from danger, pain or uncertainty. Again, pay would be an example of how to satisfy these needs as the paycheck would enable the employee to purchase items to keep him free from danger (a car instead of walking on a busy highway). Social needs are those of belonging to a group or being loved. Firms could create a golf league, take their employees out for dinner for the holidays or hold summer picnics to satisfy this need. Esteem needs are those where one desires respect from others and wants to feel important. A program where employees are formally recognized for a job well done, like an “employee of the month” award would satisfy this need. Self-actualization needs are where an employee desires to be “all he can be.” Offering your employees a tuition reimbursement program would help satisfy this need.
- Describe how Herzberg’s hygiene and motivator factors differ and give an example of each. Hygiene factors are part of the context of a workplace. Their presence is often overlooked by an employee, but their absence leads to feelings of dissatisfaction in the employee. For example, if the working conditions are adequate at a place of business (relatively clean, warm and dry), employees tend not to notice. However, if the air conditioning breaks in the summer, employees will complain a great deal about the heat. Other examples of hygiene factors include: company policy, supervision and relationships, salary and security. Motivators are part of the job’s content and are intrinsic to the job. Examples include: achievement, recognition, interesting work, increased responsibility, and advancement. If these conditions are not found in the job, the worker is somewhat neutral; however, when the conditions are created by a manager, for example, they can motivate an employee to high performance levels.
- What are some of the key characteristics of individuals identified by a thematic apperception test as high need for achievement? In what occupations do high need for achievement individuals perform well? Individuals with a high need for achievement meet deadlines, come up with great ideas, and generally aim for success in their jobs. Consequently they find success in jobs such as scientists, entrepreneurs, sales and engineers.
- You perceive inequity in a situation. Describe reactions that equity theory suggests to alter the perception. If inequity is perceived, an individual can alter his perceptions of his own or the referent’s inputs and outcomes. For example, you could downplay your own inputs, value them more highly, and distort the other’s inputs or his outcomes. You might also get the referent to increase his inputs. Yet a third alternative is for you to reduce your inputs or increase your outcomes. Finally, you could change your comparison person (the referent) or leave the situation completely.
- Define distributive, procedural and interactional justice and note how they are related. Distributive justice is the degree to which the outcomes received from the organization are perceived to be fair. Procedural justice refers to the degree to which fair decision-making procedures are used to arrive at a decision. Finally, interactional justice is the degree to
which people are treated with respect, kindness, and dignity in interpersonal interactions. The three concepts interact with each other and together. In short, the three types of justice are providing an opportunity for an employee to receive a fair outcome that was provided based upon a fair decision and awarded to the employee in a respectful, kind manner. Employers benefit from attending to all three types of justice.
- Describe how research suggests an employee achieves procedural justice. Research suggests the following ways to achieve procedural justice: provide employees advance notice, allow them a voice in decision making, provide explanations for all decisions, and above all be consistent in the manner in which you treat all employees.
- According to expectancy theory, what are the three questions individuals ask themselves when evaluating a situation? Will my effort lead to high performance? Will performance lead to outcomes? Do I find outcomes desirable?
- Name two ways in which managers can influence employees’ expectancy perceptions. If employees do not believe they have sufficient skills to handle a job, the manager could ensure they are trained. If employees do not believe the effort leads to performance because of, for example, political behavior in the workplace, the manager must ensure that the tie between the two is clearly established. Finally, many employees have low self-esteem or external loci of control that make them believe their effort will never make a difference.
- Name two ways in which managers can influence employees’ instrumentality perceptions. First, the connection between pay and performance must be made clear. Announcing the rewards such as bonuses and merit pay is a first step to this understanding. The manager must also make it clear that performance, and only performance, is being rewarded.
- Name two ways in which managers can influence employees’ valence perceptions. First, the manager must make sure the rewards are attractive to employees. Therefore, the manager must know employees’ needs, wants and desires. Then the manager must follow up on the information on a regular basis to see if there have been changes. Finally, the manager must ensure that employees have some choice between rewards.
- What does the phenomenon labeled, “the folly of rewarding A while hoping for B” mean? The statement means that sometimes people are rewarded for the wrong kind of behavior. For example, a company can make public statements about its high quality products. Pressured to get products to the customers however, they often ship items that lack quality. Managers must be cognizant of the consequences of actions such as these.
behaviors are rewarded. The need-based theories help the manager understand what the basic needs and desires of employees are that drive the behavior.
- Give an example of how motivation is culturally bound. Maslow’s hierarchy of needs is one such theory that is culturally bound. Financial satisfaction, for example, is a stronger predictor of overall life satisfaction in developing nations. In contrast, esteem needs are a more powerful motivator for industrialized countries.
- List two tips a manager could use to make the discipline process more effective. Consider whether the punishment is the most effective way of modifying the behavior. Be sure that the punishment fits the crime. Be consistent in your treatment of employees. Document the behavior in question. Be timely in discipline. ESSSAY
- Using either Maslow’s hierarchy of needs or Alderfer’s ERG theory, describe why Trader Joe’s employees provide such excellent service to customers. Maslow’s hierarchy of needs presents needs in a ranked order beginning with physiological and then moving upward to safety, social, esteem and self-actualization. The theory suggests that once a need is satisfied, it no longer motivates behavior and the next higher order need becomes the driving force for behavior. Trader Joe’s, as one of the best paying retail organizations in that sector with an average full-time employee income of $40, annually, satisfies the physiological and safety needs of its employees. The atmosphere found in the store where employees happily cover for each other when one is missing and enthusiastically serve the needs of the customers, goes a long way to satisfying the social and esteem needs of employees. The quarterly performance evaluations facilitate career opportunities for employees, as does the autonomy afforded by many positions. Finally, the training opportunities provided by Trader Joe’s supports self-actualization. The specific program elements when viewed as a whole demonstrate the manner in which firms can use motivational theories to support employees as well as their own competitive goals. The same argument can be made for how Alderfer’s model applies to Trader Joe’s. The only changes would be that Alderfer’s existence needs would replace the physiological and safety needs of Maslow; relatedness needs would replace social; and growth needs would replace the esteem and self actualization dimensions.
- Maslow’s hierarchy of needs and Alderfer’s ERG theory are need-based theories of motivation. What are some key criticisms of Maslow’s theory and how does Alderfer’s theory modify that of Maslow? Maslow’s research was done in the clinical setting, which raises questions as to its applicability in the workplace, especially since it lacks empirical support. Further, the model proposes that needs are hierarchically ranked and that as one need is satisfied, the next higher order need becomes the focus of effort. Yet one can observe individuals who, while pursuing a higher order need, seem to stay motivated not only by that need but aspects of the previous one. For example, if an individual were ever so poor that he had no food and was homeless, even after becoming somewhat successful, the fear of a return to homelessness might still drive him to some degree. Consistently, research has not
supported the argument that only one need is dominant at any time or that once satisfied, a need is not motivating. Alderfer’s model addresses some of these concerns, first by offering needs in a categorical framework (existence, relatedness and growth) rather than a hierarchical mode. This representation suggests that more than one need can be motivating at any one time. In addition, Alderfer offers a “frustration-regression” hypothesis in his model, suggesting that if individuals become frustrated in pursuing a specific need, they may regress to another need for motivating behavior. In short, Alderfer suggests that more than one need may be motivating at any time.
- Herzberg has been strongly criticized for his research finding that salary is a hygiene factor. Describe the nature of hygiene factors and how salary fits this category. What are the implications of this finding for managers in the workplace? Hygiene factors are ones that are found in the context of the job environment. Herzberg argues, based upon his study, that these factors are those one would expect to have in his environment. For example, the physical environment should be one free from hazards, where it is not too hot or too cold in which to work. The worker, is, in essence, neutral when these environmental factors are as expected. Only when the factors are unexpected and problematic does the employee react and then he expresses dissatisfaction. For example, if the air conditioning in an office is broken during the summer months, sweltering employees will complain, likely very loudly. Herzberg contends that salary fits this profile. Clearly employees expect a certain level of salary, at least minimum wage, only when their pay is not at the level of the market, for example, will they complain about it and begin to pursue other options. The important implications of Herzberg’s theory are that while managers need to be aware of environmental factors and their improvement, they are not sufficient to motivate an employee. Context factors matter because when they are absent, employees are dissatisfied. The job and its content also must be addressed.
- McClelland’s acquired needs theory has been assessed in various cultures. Choose a country with whose culture you have some familiarity. Describe some key aspects of the culture and which of the three needs might be most prevalent among residents of the country. Provide a rationale for your suggestions. Answers will vary. One general example: Latin American cultures tend to focus on close-knit work groups with strong interpersonal interactions between individuals. One professor’s personal experience is that Latin American workers are extremely attuned to each other’s likes and dislikes. Mentioning that you like an individual’s shirt could very likely result in your receipt of a gift box the next day, containing an identical shirt. Clearly these specific examples reflect a need for affiliation orientation.
- You are a trained expert in interpreting the themes of responses to the TAT. You get the following story based on the respondent’s viewing the TAT picture in your book: Jacqueline is a recent graduate of The University of Michigan, now employed as a marketing specialist at a Fortune 500 firm. She has just completed her first marketing campaign for the firm. The campaign was a major success. She is looking once more at the plaque the vice president of marketing awarded her to commemorate the campaign’s success. Analyze this story to determine the key themes, then indicate which of McClelland’s needs seem most prevalent and what the implications are for managing this employee.
