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59. One strategy for calibrating motivation in the supervisor-employee relationship is an unwritten 'psychological contract' or an 'expect and offer' agreement. Elements of this agreement include all of these, except a. Through observation and investigation, the supervisor develops and presents the psychological contract to the employee with the expectation of compliance b. Psychological contracts improve worker performance by strengthening job and role clarity and expectations c. Psychological contracts may include topics such as the amount of work or work schedule, growth opportunities, preferred work styles, and the frequency of feedback d. Psychological contracts increase worker motivation by tailoring work conditions to better address individual motivators 60. A second strategy for calibrating motivation in the supervisor-employee relationship is providing feedback, essentially evaluative information about performance and behavior. Page 253 of the textbook provides the strategy for feedback. After reviewing the list, identify which of these problems is eliminated with this approach. a. Workers do not receive sufficient feedback b. Feedback does not contain adequate information c. Feedback is interpreted in ways that do not result in desired changes d. All of these CHAPTER 7. Compensation: Vital, Visible, and Vicious 61. The compensation function of human resource management (HRM) produces the most displeasure for employees. There are three reasons for this, including (check all that apply) a. Compensation is often driven by political considerations, not economic considerations b. People believe public servants are overpaid and underutilized c. No matter what an employee gets paid, it is never enough d. People compare themselves with others and perceive discrepancies or inequities 62. Equity theory examines the effect of perceived fairness on satisfaction. 63. Expectancy theory examines the role of individual perceptions in determining behavior and offers insights into the choices people make. 64. Together, equity and expectancy theory induce behavior through a three-link causal chain of valence, instrumentality, and expectancy