The reward/need satisfaction theory of relationship proposed by Byrne & Clore (1970) asserts that if a relationship is seen to offer the prospect of reward (for either party), it is more likely to form – if there is little or no perceived reward, the relationship does not form. Their model is based on the behaviourist principles of operant and classical conditioning. According to the former, behaviour that results in a beneficial outcome makes repetition of this behaviour more likely, whereas if the outcome is undesirable, the behaviour is less likely to be repeated or continued. A relationship that brings perceived advantages is a case of positive reinforcement but the relationship can also be characterised by negative reinforcement if the
The researcher conducting this study believes that employees are more productive when they have higher levels of self-esteem. To what extent does the data in Figure 1 support the researcher’s belief? Explain. The data in Figure 1 supports the researcher's belief, that employees are more productive when they have higher levels of self-esteem. It does so, by showing that the higher the employee's self-esteem the more profit is made for the company which can also show that employees are more productive.
The test that examines more in depth of leadership styles produced a somewhat predicted outcome. I know that my style and personality are strongly linked to achieving a task to completion. There are few times where I put people’s concerns or worries ahead of the task, generally when necessary but defaulting to task at hand as priority. I don’t believe that I’m inconsiderate of people as my style is to be balance the work loads and give people an opportunity to achieve their directives. This allows me to focus more on the issue at hand and worry less about people’s opinions.
Why would directors be more efficient than shareholders at improving managerial performance and changing their incentives? Directors would be more effective at altering the performance of managers specifically because they have a position to more directly control the managers’ incentives. Shareholders can only periodically vote on large issues, which do not directly affect the individually efficient behavior for managers. Directors, on the other hand, can adopt policies that tie the managers’ compensation to their performance, or threaten them with loss of their jobs if they perform below a certain
I will say ahead of time that I believe Alpha’s term sheet is the better of the two, given that negotiation could be obtained though some clauses such as escrow shares, liquidation preference, compensation committee and board make-up. Although they seem to not have as high expectations for the company, they set forth provisions that protect themselves, but also seek to protect the founders. Moreover, The make-up of the investors in Alpha, dividend requirements, anti-dilution clause, information rights, voting system and type of security are more favorable. Differences and Similarities in Term Sheet Number of Investors Alpha’s term sheet displays the amount of investment from each investor in the pool. Alpha Ventures and Silicon Valley Partners are both investing $2.25 million.
According to AU 330 “Valuation or allocation”, “Completeness” and “Existence or occurrences” are the primary audit objectives that the auditors hope to accomplish. On AU 330 States that the “Confirmation requests, if properly designed by the auditor, may address any one or more of those assertions; However, confirmations do not address all assertions equally well. Confirmation of goods held on consignment with the consignee would likely be more effective for the existence and the rights-and-obligations assertions than for
What is the relationship between flexicurity and activation? Using examples to illustrate your answer, outline the extent to which developed welfare states have adopted flexicurity as a welfare strategy. There is a good relationship between flexicurity and activation, for flexicurity to be effective, there needs to be good activation policies in the labour market to stimulate employment activation as early as possible and to increase the employability of people registered with the employment service. There is no agreed definition of flexicurity, but most authors define it on the lines of balancing flexibility with security whereas activation means encouraging those who receive state benefits to undertake work, training and other activities to achieve employability rather than relying on the state to look after them. However there are factors that have made it difficult to reduce the unemployment rate of the population due to the unemployment varying in each city, some are higher than others for example the north east has the highest unemployment rate of 9.8% in the UK whereas the south west has the lowest of 4.7%.
Crystal Diaz MGT 451 Professor Widman June 13, 2010 1)What does customer satisfaction mean to you and how could you measure that in the stimulation? As Anderson, Fornell, and Rust state, “To compete in such a world, firms must strike the right balance between their efforts to compete efficiently and their efforts to compete effectively.” Two arguments were discussed, one that customer satisfaction and profitability are well-matched. For example, customers that are satisfied can decrease, “the time and effort devoted to handling returns, rework, warranties, and complaint management, while at the same time lowering the cost of making future transactions. The second theory believes that, “ increasing customer satisfaction should increase costs, as doing so often requires efforts to improve product attributes or overall product design.”
Rewarding for good deeds is using reward power, and punishing for not following direction is coercive power. In the example given the marketing manager is using reward power to inspire employee 1 based on him working harder and extra hours will reflect a greater reward. Legitimate Power Legitimate power is found to be a position one holds in organization. According to Robbins & Judge, 2007) it gives the leader authority to
Instrumentality refers to the individual’s belief that the expected performance will result in a reward. A successful leader will use instrumentality to his or her advantage to motivate an employee with the promise of rewards. It is important however, that the leader is consistent when giving promised rewards for performance. If an employee is promised a promotion or pay increase if a particular metric is reached, the leader will lose their credibility in this respect if he or she does not follow through with the reward. Valence refers to the value an individual places on the reward.