Motivation – 175 word min.
- 175 minimum – Attachments are the self-assessments
- Evaluate your personality self-assessments, as well as the things that motivate you the most.
- Discuss the results of your Week 2 and Week 3 self-assessments and whether you agree or disagree with your results.
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Self-Assessment 6.2: What Rewards Do I Value Most?
People want different things from work. Some people are focused on gaining tangible, extrinsic rewards such as pay and vacation time,
and others are focused on less tangible, intrinsic rewards such as interesting work and the feeling they are appreciated.
This self-assessment comprises a list of 10 outcomes that people want from their work. Read the list, and then rank each item according to
what you want from work. Rank the outcome you want the most (or that you most highly value) with a 1, and the outcome you want the
least with a 10. When you are finished, your rankings will be compared to the rankings obtained from a large survey of current employees.
There are no right or wrong answers. Your task is not to try to guess what other people want, but rather to give an accurate ranking of your
own values.
You must respond to all statements in order to receive full credit for this self-assessment activity.
Overall feedback: Interpreting the Result
The score comes from comparing your rankings with the average rankings obtained from a sample of 1000 current
employees. These average rankings are as follows:
2 – full appreciation of work done
4 – job security
7 – good working conditions
3 – feeling of being in on things
5 – good wages
9 – tactful discipline
8 – personal loyalty to employees
1 – interesting work
10 – sympathetic help with personal problems
6 – promotion and growth in the organization
Remember, you should not view these average rankings as “correct.” There are no right and wrong answers.
Action Steps
The three highest ranked outcomes by the survey participants are interesting work, full appreciation of work done, and
feeling of being in on things. Compare these to your top three. In what ways are they similar or dissimilar?
If you can, find a classmate or group of classmates and compare your results. Are they the same or different? If they
are different from each other, take comfort. This is typical and it illustrates an important truth. Employees often want
very different things from work, and the employees may change their rankings as their life circumstances change. For
example, job security and good wages may rise in importance as family support obligations grow. Or, tactful discipline
may rise in importance if you have had a bad experience with an unfair supervisor.
As you prepare to become a manager, it is important to realize employees will differ in the outcomes they most highly
4
1
3
5
3
1
4
2
8
2
Outcome Rank (1-10)
Full appreciation of work done
Job security
Good working conditions
Feeling of being in on things
Good wages
Tactful discipline
Personal loyalty to employees
Interesting work
Sympathetic help with personal problems
Promotion and growth in the organization
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y p p g , p p y y g y
value from work. Good managers strive to get to know the people whom they lead on an individual basis and, where
possible, arrange their work in ways consistent with the employees’ values. In addition, you should be prepared to tell
your current or future boss what types of rewards are a priority for you. This communication needs to be done tactfully
and when the time is right, but you supervisor can’t help you in this area if you are silent about your desires. As your
career progresses, and as you do better and better work, you will find more opportunity to influence the types of
rewards you would like to receive from work.
Survey Caveat
Remember your score on this self-assessment, while useful for self-understanding, should not be over-interpreted. First,
every person is complex and it is impossible to fully capture your uniqueness in a short self-assessment. Second, you
may well find your orientation to work outcomes may change over time, or you may come to understand what your
perspective actually is only later in life. Use this as a learning exercise that helps you to understand yourself as well as
to understand that other people will give quite different responses.
Source: Krietner/Kinicki, OB, 6e.
References
Self-Assessment Difficulty: 2 Medium
Self-Assessment 6.2: What Rewards Do I Value Most?
People want different things from work. Some people are focused on gaining tangible, extrinsic rewards such as pay and vacation time,
and others are focused on less tangible, intrinsic rewards such as interesting work and the feeling they are appreciated.
This self-assessment comprises a list of 10 outcomes that people want from their work. Read the list, and then rank each item according to
what you want from work. Rank the outcome you want the most (or that you most highly value) with a 1, and the outcome you want the
least with a 10. When you are finished, your rankings will be compared to the rankings obtained from a large survey of current employees.
There are no right or wrong answers. Your task is not to try to guess what other people want, but rather to give an accurate ranking of your
own values.
You must respond to all statements in order to receive full credit for this self-assessment activity.
Overall feedback: Interpreting the Result
The score comes from comparing your rankings with the average rankings obtained from a sample of 1000 current employees.
These average rankings are as follows:
2 – full appreciation of work done
4 – job security
7 g d ki g diti
Outcome Rank (1-10)
Full appreciation of work done
Job security
Good working conditions
Feeling of being in on things
Good wages
Tactful discipline
Personal loyalty to employees
Interesting work
Sympathetic help with personal problems
Promotion and growth in the organization
Student Entry
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7 – good working conditions
3 – feeling of being in on things
5 – good wages
9 – tactful discipline
8 – personal loyalty to employees
1 – interesting work
10 – sympathetic help with personal problems
6 – promotion and growth in the organization
Remember, you should not view these average rankings as “correct.” There are no right and wrong answers.
Action Steps
The three highest ranked outcomes by the survey participants are interesting work, full appreciation of work done, and feeling of
being in on things. Compare these to your top three. In what ways are they similar or dissimilar?
If you can, find a classmate or group of classmates and compare your results. Are they the same or different? If they are
different from each other, take comfort. This is typical and it illustrates an important truth. Employees often want very different
things from work, and the employees may change their rankings as their life circumstances change. For example, job security
and good wages may rise in importance as family support obligations grow. Or, tactful discipline may rise in importance if you
have had a bad experience with an unfair supervisor.
As you prepare to become a manager, it is important to realize employees will differ in the outcomes they most highly value
from work. Good managers strive to get to know the people whom they lead on an individual basis and, where possible, arrange
their work in ways consistent with the employees’ values. In addition, you should be prepared to tell your current or future boss
what types of rewards are a priority for you. This communication needs to be done tactfully and when the time is right, but you
supervisor can’t help you in this area if you are silent about your desires. As your career progresses, and as you do better and
better work, you will find more opportunity to influence the types of rewards you would like to receive from work.
Survey Caveat
Remember your score on this self-assessment, while useful for self-understanding, should not be over-interpreted. First, every
person is complex and it is impossible to fully capture your uniqueness in a short self-assessment. Second, you may well find
your orientation to work outcomes may change over time, or you may come to understand what your perspective actually is only
later in life. Use this as a learning exercise that helps you to understand yourself as well as to understand that other people will
give quite different responses.
Source: Krietner/Kinicki, OB, 6e.
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1. Award: 0.00 points
Self-Assessment 5.2: Measuring Perceived Interpersonal Treatment
Research shows that perceptions of fair treatment are important in understanding the satisfaction, morale, and performance of employee
s.
These perceptions can be about your own personal situation (“My boss did not rate my performance high enough”) or they might be about
the organization more generally (“The way my organization determines who gets bonuses favors the marketing department”). This self-
assessment is about the organization in general, although if you think you have been treated unfairly it is more likely you will think that
the organization treats others employees unfairly as well.
Read each statement in the survey and select the rating that reflects the extent to which you agree or disagree with each statement, with 1
representing “Strongly Disagree” and 5 representing “Strongly Agree.” There are no right or wrong answers. After completing the self-
assessment, read the feedback that explains how to understand your score and interpret your results.
You must respond to all statements in order to receive full credit for this self-assessment activity.
38 – 50 pts. Feedback:
You might have a high view of the fairness of your organization.
Interpreting the Result
If your score is in the low range, you do not think your organization treats employees fairly as a general rule.
If your score is in the moderate range, you are generally neutral about whether the organization treats employees fairly
or not.
If your score is in the high range, you think the organization treats employees fairly as a rule.
Equity theory states that persons who think they have been, or are being, treated unfairly will adjust their behavior as a
result. Research shows that employees who think their organization is fair have higher levels of job satisfaction. In
contrast, employees who think their organization is unfair tend to be more likely to leave the organization and to
reduce the level of their commitment to their work. Employees who rate their organization as unfair are also more
likely to report that they have experienced sexual harassment.
Action Steps
Feedback:
Feedback is calculated by sum
Feedback score:
Score : 41 pts.
Range-based feedback:
St
ro
ng
ly
Di
sa
gr
ee
Di
sa
gr
ee
Ne
ut
ra
l
Ag
re
e
St
ro
ng
ly
Ag
re
e
* 1. Employees are praised for good work.
* 2. Supervisors do not yell at employees.
* 3. Employees are trusted.
* 4. Employees’ complaints are dealt with effectively.
* 5. Employees are treated with respect.
* 6. Employees’ questions and problems are responded to
quickly.
* 7. Employees are treated fairly.
* 8. Employees’ hard work is appreciated.
* 9. Employees’ suggestions are used.
* 10. Employees are told the truth.
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If you think you are being treated unfairly, there are several steps you might take. First, you might talk to your
supervisor and make it clear that you do not agree with a decision that has been made. Your supervisor cannot take any
action to correct an injustice if she doesn’t know you are unhappy. Second, you can take advantage of dispute
resolution processes that are available in your organization. Typically, these processes are overseen by the human
resources department. Third, you can seek alternative employment. For example, if you don’t think you are being paid
fairly, the best way to demonstrate this is to find a similar job in a different organization that pays better. Fourth, you
can think about re-framing your perceptions. If you focus on different aspects of your work, you may find that things
that you see as inequities are balanced out by other things that you really like and value.
There is one thing you should not do in reaction to perceptions of unfairness. You should not let bitterness and other
negative feelings control you. Plenty of research shows that negative attitudes such as these can do both physical and
psychological damage to you. You should control what you can while avoiding the tendency to dwell on things outside
your control. Negative emotions and thinking won’t change the situation for the better.
Finally, a particular word about sexual harassment or other forms of illegal discrimination. If you think you are the
victim of this type of treatment, then you should take your concern to the human resource department. You are
protected by law from anyone in the organization taking action against you because you have made a harassment or
discrimination complaint. Organizations are required to take such complaints seriously and to have a thorough
investigation. In addition, you may decide to seek the advice of a lawyer who is familiar with Equal Opportunity Law,
particularly if you do not think the organization is treating you fairly.
Survey Caveat
Remember that your score on this assessment, while it is helpful for understanding, should not be over-interpreted.
You are not necessarily in the best position to respond to these items. Certainly, your perspective is legitimate and
valuable, but you should also recognize that other people, some of who have more experience and knowledge of the
organization, may have different views. Surveys such as this are almost always best when they represent the
compilation of the assessment of many people, all of whom have their own views of the organization. You might want
to check your perceptions of the organization with other people. The discussions that result may be very helpful to you
in understanding how your organization works.
Source: Adapted in part from M A Donovan, F Drasgow, and L J Munson, “The Perceptions of Fair Interpersonal Treatment Scale Development and Validation of a
Measure of Interpersonal Treatment in the Workplace,” Journal of Applied Psychology, October 1998, pp. 683–92.
References
Self-Assessment Difficulty: 2 Medium
Self-Assessment 5.2: Measuring Perceived Interpersonal Treatment
Research shows that perceptions of fair treatment are important in understanding the satisfaction, morale, and performance of employees.
These perceptions can be about your own personal situation (“My boss did not rate my performance high enough”) or they might be about
the organization more generally (“The way my organization determines who gets bonuses favors the marketing department”). This self-
assessment is about the organization in general, although if you think you have been treated unfairly it is more likely you will think that
the organization treats others employees unfairly as well.
Read each statement in the survey and select the rating that reflects the extent to which you agree or disagree with each statement, with 1
representing “Strongly Disagree” and 5 representing “Strongly Agree.” There are no right or wrong answers. After completing the self-
assessment, read the feedback that explains how to understand your score and interpret your results.
You must respond to all statements in order to receive full credit for this self-assessment activity.
This question accepts all answers.
St
ro
ng
ly
Di
sa
gr
ee
| 1
pt
s.
Di
sa
gr
ee
| 2
pt
s.
Ne
ut
ra
l
| 3
pt
s.
Ag
re
e
| 4
pt
s.
St
ro
ng
ly
Ag
re
e
| 5
pt
s.
* 1. Employees are praised for good work. (1wt.)
* 2 Supervisors do not yell at employees (1wt )
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Range-based feedback:
10 – 22 pts.
23 – 37 pts.
2. Supervisors do not yell at employees. (1wt.)
* 3. Employees are trusted. (1wt.)
* 4. Employees’ complaints are dealt with effectively. (1wt.)
* 5. Employees are treated with respect. (1wt.)
* 6. Employees’ questions and problems are responded to
quickly. (1wt.)
* 7. Employees are treated fairly. (1wt.)
* 8. Employees’ hard work is appreciated. (1wt.)
* 9. Employees’ suggestions are used. (1wt.)
* 10. Employees are told the truth. (1wt.)
FEEDBACK:
You might have a low view of the fairness of your organization.
Interpreting the Result
If your score is in the low range, you do not think your organization treats employees
fairly as a general rule.
If your score is in the moderate range, you are generally neutral about whether the
organization treats employees fairly or not.
If your score is in the high range, you think the organization treats employees fairly as
a rule.
Equity theory states that persons who think they have been, or are being, treated
unfairly will adjust their behavior as a result. Research shows that employees who
think their organization is fair have higher levels of job satisfaction. In contrast,
employees who think their organization is unfair tend to be more likely to leave the
organization and to reduce the level of their commitment to their work. Employees
who rate their organization as unfair are also more likely to report that they have
experienced sexual harassment.
Action Steps
If you think you are being treated unfairly, there are several steps you might take.
First, you might talk to your supervisor and make it clear that you do not agree with a
decision that has been made. Your supervisor cannot take any action to correct an
injustice if she doesn’t know you are unhappy. Second, you can take advantage of
dispute resolution processes that are available in your organization. Typically, these
processes are overseen by the human resources department. Third, you can seek
alternative employment. For example, if you don’t think you are being paid fairly, the
best way to demonstrate this is to find a similar job in a different organization that
pays better. Fourth, you can think about re-framing your perceptions. If you focus on
different aspects of your work, you may find that things that you see as inequities are
balanced out by other things that you really like and value.
There is one thing you should not do in reaction to perceptions of unfairness. You
should not let bitterness and other negative feelings control you. Plenty of research
shows that negative attitudes such as these can do both physical and psychological
damage to you. You should control what you can while avoiding the tendency to dwell
on things outside your control. Negative emotions and thinking won’t change the
situation for the better.
Finally, a particular word about sexual harassment or other forms of illegal
discrimination. If you think you are the victim of this type of treatment, then you
should take your concern to the human resource department. You are protected by law
from anyone in the organization taking action against you because you have made a
harassment or discrimination complaint. Organizations are required to take such
complaints seriously and to have a thorough investigation. In addition, you may decide
to seek the advice of a lawyer who is familiar with Equal Opportunity Law,
particularly if you do not think the organization is treating you fairly.
Survey Caveat
Remember that your score on this assessment, while it is helpful for understanding,
should not be over-interpreted. You are not necessarily in the best position to respond
to these items. Certainly, your perspective is legitimate and valuable, but you should
also recognize that other people, some of who have more experience and knowledge of
the organization, may have different views. Surveys such as this are almost always
best when they represent the compilation of the assessment of many people, all of
whom have their own views of the organization. You might want to check your
perceptions of the organization with other people. The discussions that result may be
very helpful to you in understanding how your organization works.
FEEDBACK:
You might have a neutral view of the fairness of your organization.
Interpreting the Result
If your score is in the low range, you do not think your organization treats employees
fairly as a general rule.
If your score is in the moderate range, you are generally neutral about whether the
organization treats employees fairly or not.
If your score is in the high range, you think the organization treats employees fairly as
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38 – 50 pts.
y g g , y g p y y
a rule.
Equity theory states that persons who think they have been, or are being, treated
unfairly will adjust their behavior as a result. Research shows that employees who
think their organization is fair have higher levels of job satisfaction. In contrast,
employees who think their organization is unfair tend to be more likely to leave the
organization and to reduce the level of their commitment to their work. Employees
who rate their organization as unfair are also more likely to report that they have
experienced sexual harassment.
Action Steps
If you think you are being treated unfairly, there are several steps you might take.
First, you might talk to your supervisor and make it clear that you do not agree with a
decision that has been made. Your supervisor cannot take any action to correct an
injustice if she doesn’t know you are unhappy. Second, you can take advantage of
dispute resolution processes that are available in your organization. Typically, these
processes are overseen by the human resources department. Third, you can seek
alternative employment. For example, if you don’t think you are being paid fairly, the
best way to demonstrate this is to find a similar job in a different organization that
pays better. Fourth, you can think about re-framing your perceptions. If you focus on
different aspects of your work, you may find that things that you see as inequities are
balanced out by other things that you really like and value.
There is one thing you should not do in reaction to perceptions of unfairness. You
should not let bitterness and other negative feelings control you. Plenty of research
shows that negative attitudes such as these can do both physical and psychological
damage to you. You should control what you can while avoiding the tendency to dwell
on things outside your control. Negative emotions and thinking won’t change the
situation for the better.
Finally, a particular word about sexual harassment or other forms of illegal
discrimination. If you think you are the victim of this type of treatment, then you
should take your concern to the human resource department. You are protected by law
from anyone in the organization taking action against you because you have made a
harassment or discrimination complaint. Organizations are required to take such
complaints seriously and to have a thorough investigation. In addition, you may decide
to seek the advice of a lawyer who is familiar with Equal Opportunity Law,
particularly if you do not think the organization is treating you fairly.
Survey Caveat
Remember that your score on this assessment, while it is helpful for understanding,
should not be over-interpreted. You are not necessarily in the best position to respond
to these items. Certainly, your perspective is legitimate and valuable, but you should
also recognize that other people, some of who have more experience and knowledge of
the organization, may have different views. Surveys such as this are almost always
best when they represent the compilation of the assessment of many people, all of
whom have their own views of the organization. You might want to check your
perceptions of the organization with other people. The discussions that result may be
very helpful to you in understanding how your organization works.
FEEDBACK:
You might have a high view of the fairness of your organization.
Interpreting the Result
If your score is in the low range, you do not think your organization treats employees
fairly as a general rule.
If your score is in the moderate range, you are generally neutral about whether the
organization treats employees fairly or not.
If your score is in the high range, you think the organization treats employees fairly as
a rule.
Equity theory states that persons who think they have been, or are being, treated
unfairly will adjust their behavior as a result. Research shows that employees who
think their organization is fair have higher levels of job satisfaction. In contrast,
employees who think their organization is unfair tend to be more likely to leave the
organization and to reduce the level of their commitment to their work. Employees
who rate their organization as unfair are also more likely to report that they have
experienced sexual harassment.
Action Steps
If you think you are being treated unfairly, there are several steps you might take.
First, you might talk to your supervisor and make it clear that you do not agree with a
decision that has been made. Your supervisor cannot take any action to correct an
injustice if she doesn’t know you are unhappy. Second, you can take advantage of
dispute resolution processes that are available in your organization. Typically, these
processes are overseen by the human resources department. Third, you can seek
alternative employment. For example, if you don’t think you are being paid fairly, the
best way to demonstrate this is to find a similar job in a different organization that
pays better. Fourth, you can think about re-framing your perceptions. If you focus on
different aspects of your work, you may find that things that you see as inequities are
balanced out by other things that you really like and value.
There is one thing you should not do in reaction to perceptions of unfairness. You
should not let bitterness and other negative feelings control you. Plenty of research
shows that negative attitudes such as these can do both physical and psychological
damage to you. You should control what you can while avoiding the tendency to dwell
on things outside your control. Negative emotions and thinking won’t change the
situation for the better.
Finally, a particular word about sexual harassment or other forms of illegal
discrimination. If you think you are the victim of this type of treatment, then you
should take your concern to the human resource department. You are protected by law
from anyone in the organization taking action against you because you have made a
harassment or discrimination complaint. Organizations are required to take such
complaints seriously and to have a thorough investigation. In addition, you may decide
to seek the advice of a lawyer who is familiar with Equal Opportunity Law,
particularly if you do not think the organization is treating you fairly.
Survey Caveat
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Source: Adapted in part from M A Donovan, F Drasgow, and L J Munson, “The Perceptions of Fair Interpersonal Treatment Scale Development and Validation of a
Measure of Interpersonal Treatment in the Workplace,” Journal of Applied Psychology, October 1998, pp. 683–92.
Survey Caveat
Remember that your score on this assessment, while it is helpful for understanding,
should not be over-interpreted. You are not necessarily in the best position to respond
to these items. Certainly, your perspective is legitimate and valuable, but you should
also recognize that other people, some of who have more experience and knowledge of
the organization, may have different views. Surveys such as this are almost always
best when they represent the compilation of the assessment of many people, all of
whom have their own views of the organization. You might want to check your
perceptions of the organization with other people. The discussions that result may be
very helpful to you in understanding how your organization works.