Business Quiz: Employee Motivation For Quality Production

Weldon's personal satisfaction about his efforts in successfully negotiating a new long-term sales agreement with a major client is his intrinsic reward. This means that the satisfaction comes from within himself, as he finds fulfillment and enjoyment in the work itself, rather than relying on external factors or rewards.

According to Herzberg, a sense of achievement, earned recognition, and interest in the work itself are considered important motivators. Herzberg's Two-Factor Theory suggests that these factors are intrinsic motivators that can lead to job satisfaction and motivation. In contrast, hygiene factors are external factors such as salary, job security, and working conditions that, when lacking, can lead to dissatisfaction but do not necessarily motivate individuals. Therefore, the correct answer is important motivators, as these factors align with Herzberg's theory of motivation.

Cultural differences in the workplace require managers to be aware of these differences and adapt their management and motivational styles accordingly. Different employees may come from different cultural backgrounds and have different preferences and expectations. Therefore, treating everyone the same way may not be effective in managing a diverse workforce. Managers need to be sensitive to cultural differences and adjust their approach to accommodate the needs and preferences of individual employees. This will help create a more inclusive and productive work environment.

The management style at Quatritech International reflects Theory Y attitudes about workers. Theory Y suggests that employees are self-motivated, responsible, and enjoy their work. They are believed to be creative, imaginative, and capable of taking initiative. The fact that employees at Quatritech work with little direct supervision and are expected to use creativity and imagination on the job indicates that the management believes in the positive qualities and abilities of their workers, which aligns with Theory Y.

According to Maslow's hierarchy of needs, higher order needs such as self-esteem, love, and self-actualization become a source of motivation only after lower order needs like physiological needs (food, water, shelter), safety needs, and social needs are satisfied. This means that individuals are more likely to be motivated by fulfilling their basic needs before they can focus on fulfilling higher order needs. Once lower order needs are met, higher order needs become important and can provide motivation for personal growth and self-fulfillment.

The correct answer is autonomy. The passage states that Ramon's job has been redefined to give him more flexibility in the hours he works and more say in the procedures used on the job. This indicates that Chicago Medical Instruments is trying to change Ramon's job in a way that gives him more control and independence, which is the definition of autonomy.

Scientific management viewed workers as being similar to machines that needed to be programmed and controlled in order to perform their tasks efficiently and effectively. This approach emphasized standardization, efficiency, and strict control over workers' actions and behaviors. It aimed to eliminate variability and maximize productivity by closely monitoring and directing workers' actions. This perspective did not consider workers as creative or intelligent individuals who should be given autonomy or flexibility in their job performance. Instead, it treated them as replaceable parts of a larger system, with little consideration for their individual differences or potential for growth.

Management by objectives is a system of goal setting and implementation that involves a cycle of discussion, review, and evaluation of objectives among top and middle managers, supervisors, and workers. This approach focuses on setting clear and specific objectives, aligning them with organizational goals, and regularly reviewing and evaluating progress towards those objectives. It promotes employee involvement and accountability in the goal-setting process, leading to increased motivation and performance.

The Hawthorne studies were a series of experiments conducted at the Western Electric Hawthorne Works in Chicago during the 1920s and 1930s. These studies aimed to understand the relationship between workplace conditions and worker productivity. The studies found that productivity increased regardless of changes in lighting, suggesting that factors other than physical working conditions influenced worker performance. This discovery shifted the focus of research from Taylor's scientific management principles, which emphasized efficiency and task-oriented approaches, to the study of human-based management, which emphasized the importance of social and psychological factors in the workplace. Therefore, the correct answer is that the Hawthorne studies changed the direction of research away from Taylor's scientific management toward the study of human-based management.

Workers' perceptions of fairness will affect their level of motivation. This is in line with equity theory, which suggests that individuals compare their input (effort, skills, etc.) and output (rewards, recognition, etc.) to those of others in order to determine if they are being treated fairly. If workers perceive that they are being treated unfairly in comparison to their colleagues, it can lead to feelings of demotivation and dissatisfaction. On the other hand, if they perceive fairness in the distribution of rewards, it can enhance their motivation and job satisfaction.