Chapter#7: Motivation Concepts

This document summarizes a student's answers to questions about two case incidents relating to motivation concepts from Chapter 7. For the first case on executive compensation, the student discusses referent others in equity theory and relevant inputs for top executives. For the second case on workplace bullying, the student explains how bullying violates organizational justice and can reduce motivation by impacting esteem and self-actualization needs. Strategies for reducing bullying include seeking help and supporting victims. Personality factors and stressful environments may contribute to bullies' behaviors.

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Chapter#7: Motivation Concepts

Uploaded by

Assad Jafri

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Assignment No.

04
Submitted to: Ma’am Mehvish Ali

Submitted by: Sundus shehzad

SAP ID # 7361

Chapter#7:

Motivation Concepts.
Case Incident 1:

“It’s Not Fair!”

Questions and answers.

1. How does the executive compensation issue relate to equity theory? Who do you
think should be the referent others in these equity judgments? What are the
relevant inputs for top executives?

Answer:
The executive compensation issue relates to equity theory because aspects of equity
theory, like referents, are used to determine the compensation amount for executives. The
referent should be executives in similar businesses with similar concept, type of location,
success level and also have the same gender type position. Same sex positions will make
comparisons accordingly. Some relevant inputs for top executives are education, level of
experience and competence.
2. Can you think of procedural justice implications related to the ways pay policies for
top executives have been instituted? Do these pay-making decisions follow the
procedural justice principles outlined in the chapter?

Answer:
The most obvious procedural justice implication used to calculate executive
compensation would have to be employee evaluations. This way, the system will be viewed
in a fair and favorable manner.

3. Do you think the government has a legitimate role in controlling executive

compensation? How might we use distributive and procedural justice theories to
inform this debate?

Answer:
The government can always have some type of control but if it’s a private company,
payment is subjective. Distributive and procedural justice is how fair the type of payment is
but I don’t know if the government can legally say that people’s payroll is not fair as long as
the company is successful.

4. Are there any positive motivational consequences of tying compensation pay closely
to firm performance?

Answer:

Employees who get a raise, are more likely to be more motivated at work and to be more
productive.
Case Incident 2:

“Bullying Bosses”

Questions and answers.

1. How does workplace bullying violate the rules of organizational justice?

Answer:
Workplace bullying demonstrates a lack of interactional justice from the model of
organizational justice. Interactional justice refers to individual’s perception of the degree to
which he or she is treated with dignity, respect and concern.

2. What aspects of motivation might workplace bullying reduce? For example, are
there likely to be effects on an employee’s self-efficacy? If so, what might those
effects be? Do you think bullying would motivate you to retaliate?

Answer:
According to the Maslow’s Hierarchy of needs, I think bullying affects most of all
Esteem. By bullying an employee, it will generate a long-lasting effect and Self-actualization
and safety. He or she will not be able to strive to become that they are capable of becoming.
Retaliation may make the situation worse, but in some cases, the bully adopts this attitude
because of his/her insecurities so I think that talking with him/her and presenting a united
front may reduce bullying.

3. If you were a victim of workplace bullying, what steps would you take to try to
reduce its occurrence? What strategies would be most effective? Least effective?
What would you do if one of your colleagues were a victim?

Answer:
I think that the most effective way to reduce the effects of bullying is to talk open about
it, to seek help with the appropriate committee and mostly to do something about it that
doesn’t include auto isolation and keeping quiet. I think as colleagues, we must firstly be
aware of what’s happening, try to talk with the person that’s being bullied and support and
encourage him/her to take action against bullying. Least effective would be leaving the job
because the effects of bullying and not dealing with them would affect any other job after.

4. What factors do you believe contribute to workplace bullying? Are bullies a product
of the situation, or do they have flawed personalities? What situations and what
personality factors might contribute to the presence of bullies?

Answer:
The personality factors that may contribute to the presence of bullies are negative and
stressful working environment, low self-esteem and maybe they were a victim themselves at
some point and thinks that this is the way to obtain respect.