The valence linkage is weakened because a high performer may not achieve the performance needed for a bonus if their co-workers don’t work hard enough

The expectancy linkage is weakened because a high performer may not achieve the performance needed for a bonus if their co-workers don’t work hard enough

The instrumentality linkage is weakened because a high performer may not achieve the performance needed for a bonus if their co-workers don’t work hard enough

The expectancy linkage is strengthened because workers will watch each other working and make sure they all work hard

An employee is praised by their supervisor for going out of their way to assist a customer

An employee is promoted for performing consistently better than their peers

An employee who enjoys performing their work independent of external rewards is provided with working conditions that support personal progress and meaningful development

An employee is rewarded with tickets to a sports event for providing outstanding service to customers

They want to make employees anxious and not feel too relaxed at work so that they don't become complacent

They want to strengthen the instrumentality linkage

They want to encourage tunnel vision

They want to encourage employees to work hard to perform well in all key aspects of their jobs

True

False, employees need to be rewarded with money for extrinsic motivation to be generated

False, the employee will feel good inside for being rewarded this way

It is inappropriate to reward Sunny based on the number of attendees for the event because Sunny has limited control over his performance relative to his target.

It is better to measure Sunny’s performance based on a single measure rather than multiple measures so that he can focus on doing at least one part of his job well.

It is better to measure Sunny’s performance using financial outcomes only (e.g., cost of the event) because financial measures can be used to calculate profitability.

It is inappropriate to reward Sunny based on the number of attendees for the event because it is not a specific measure.

If a specific goal is already set for a worker, feedback on how they are performing won’t be useful in improving performance

Offering to reward to a worker for achieving a goal will make them more motivated

Allowing a worker to participate in setting a goal for themselves will result in them being more committed to achieving it

Providing an easily attainable goal will improve a worker’s performance more than a difficult but attainable goal because they will be less stressed

Workers will work as hard as possible because $500 is quite a lot to be paid per day

Workers will be more intrinsically motivated because they can work together and everyone gets treated the same way

Workers will be motivated by self-interest, and won’t work harder or more carefully because they are paid the same amount regardless of performance

Workers will want to make goal congruent decisions and will work hard even if the principal isn’t watching them all the time

Workers will be self-interested and not work as hard when a manager isn’t watching them

Workers will want to make goal congruent decisions because they know that managers trust them

Workers won’t be highly motivated because there is no specific goal for them to achieve; they are paid the same amount regardless of performance

Workers will work as hard as possible because they have the goal of earning $500 per day

Penalise all workers together if they all miss the goals that have been set for them due to poor economic conditions

Exclusively evaluate members of the same family when they are working together in the same department

A.  Increase employees' intrinsic motivation

Reward workers who have not met set goals due to uncertainties in the work environment, but still outperformed their peers facing the same uncertainties