Question

Reference Source:

Textbook:-

Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019). Organizational behaviour: Improving performance and commitment in the workplace (6th ed). Burr Ridge, IL: McGraw-Hill Irwin.

Case Study: -

Case: Google

Please read the case “Google” from Chapter 6 “Motivation.” Page: - 187 given in your textbook – Organizational behaviour: Improving performance and commitment in the workplace (6th ed). by Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019) and Answer the following Questions:

Assignment Question(s):

1.   Do you agree with Bock that star performers should get a lot more—not just a little more—than average performers? If someone earning a 3 on Google’s evaluation system gets a 2 percent raise, what should employees earning 4’s and 5’s get? (1.25 Marks )

2.   Given the budget issues created by giving star performers more, should someone earning a 3 get a 2 percent raise—or should they get less? What are the arguments for and against a 2 percent raise level for average performers? (1.25 Marks )

3.   Consider all the things Google’s People Operations group does to motivate its employees. Which motivation theories do they seem to be leveraging, and how? (1.25 Marks )

Part:-2

Discussion question: Page: -167, please see the table and read carefully and then give your answers on the basis of your understanding.

4.   Which of the outcomes in Table 6-2 are most appealing to you? Are you more attracted to extrinsic outcomes or intrinsic outcomes? Do you think that your preferences will change as you get older? (1.25 Marks )

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I want new answer and from your words, Not from internet

Answer 1

ANSWER (1) :

Indeed obviously, I concur with Google's exhibition improvement methodology and Bock 's supposition that more ought to be paid to star entertainers. On the off chance that a person with a rating of 3 on the examination framework gets a 2 percent expansion, a 10 percent expansion can be allowed to star entertainers with a rating of 5. Somebody with a positioning of 4, then again, can get a 4% help.

The Pareto hypothesis, which is much of the time saw in organizations, is one of the clarifications for concurring with this. In an association, 80% of the impact is constantly done by 20% of the members. It is imperative to give these 20% of star stars or top entertainers a higher increment than the others. This is just legitimized and moral.

Likewise, they can feel poor saw corporate help, and keeping in mind that a high accomplishment positioning distinctions them, the measure of financial prize they acquire from Google may cause them to feel like they are being exploited.

ANSWER (2) :

It is conceivable to question the total hugeness of the 2 percent support. For eg, on the off chance that the pace of expansion in the nation is 2 percent, at that point a 2 percent rise puts the individual in a similar circumstance as a year ago. This demonstrates no change has been made. In any case, a decent impact on the resident is if the expansion of the country is under 2 percent higher than 2 percent.

Subsequently, we need not get made up for lost time with the rate esteem. Rather, we should keep the pace of expansion as the benchmark. A run of the mill representative is something that the business doesn't prefer to lose specifically, yet they are not somebody that is extraordinarily imperative to the business. This implies that the normal specialist can get enough or increment the economy's swelling rate identically.

ANSWER (3) :

The most relevant hypothesis that matches best with Google's Kin Administration procedure is McClelland 's Three Requires hypothesis. Here, attributable to the serious extent of contention, just a couple of the laborers are satisfied with their requirement for achievement and just a couple of them get a positioning of 5. The following opening of 4 to 2 staff doesn't feel satisfied, however they in any event value their relationship with the business and its name.

At long last, those with lower evaluations will in any case have authority (power) in their particular obligations, yet are in the end moved away from the business.

ANSWER (4) :

I might want to state I ought to offer more to the extraneous outcomes of my current work circumstance. I feel that my solitary impetus is the pay, advancements and the acclaim I got from my customer, since I am not happy with specific conditions in my new association. I think in the event that I discover a business I love working with, my needs will change.

In any case, I expect it would be a blend of the two outcomes. Alongside motivators and occupation assurance, this great compensation is something that is never awful for anyone. Appreciating the climate, however, makes the errand less hard to do, alongside feeling self-achieved for the victories.