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Author Question: What guideline should a firm follow to attain the greatest motivational impact from a new awards ... (Read 57 times)

Sportsfan2111

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on: Jul 6, 2018
What guideline should a firm follow to attain the greatest motivational impact from a new awards programs?
 
  A) Use awards infrequently
  B) Only acknowledge current recipients
  C) Give the awards privately
  D) Make sure the award is meaningful to the families of employees

Question 2

The financial officer at Stocks R Us demands that his brokers take risk in their stock suggestions. Recently, he had to reduce the portfolio of a broker who missed the mark on a stock (the stock went down).
 
  I must punish undesirable behaviors, he thought to himself. What will the financial officer's actions do?
  A) Reinforce his brokers' belief that taking a risk pays off
  B) Reinforce undesirable behaviors in his brokers
  C) Indicate to his brokers that he supports new ideas
  D) Reinforce to his brokers that he ignores stock suggestions
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cat123

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Reply #1 on: Jul 6, 2018
Answer to Question 1

Answer: A
Explanation: A) Correct. Too frequent rewards are inefficient and ineffective.
B) Incorrect. Acknowledging past recipients can increase an awards program's motivational impact.
C) Incorrect. Public award ceremonies can increase an awards program's motivational impact.
D) Incorrect. The motivational award must be meaningful within the organization's culture, not necessarily to the employees' families.

Answer to Question 2

Answer: B
Explanation: A) Incorrect. The financial officer's demand that brokers take risks is in conflict with his behavior toward a particular broker who missed his mark. The broker took a risk and was punished as a result. The manager is discouraging the very behavior he demands.
B) Correct. The financial officer's demand that brokers take risks is in conflict with his behavior toward a particular broker who missed his mark. The broker took a risk and was punished as a result. The manager is discouraging the very behavior he demands and is encouraging risk aversion.
C) Incorrect. There is no suggestion that the financial officer supports new ideas. The financial officer's demand that brokers take risks is in conflict with his behavior toward a particular broker who missed his mark. The broker took a risk and was punished as a result. The manager is discouraging the very behavior he demands.
D) Incorrect. There is no suggestion that the financial officer ignores stock suggestions. The financial officer's demand that brokers take risks is in conflict with his behavior toward a particular broker who missed his mark. The broker took a risk and was punished as a result. The manager is discouraging the very behavior he demands.


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