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Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.

Summary/Review/Discussion Answers

Chapter 6

1. What is employee engagement? (216)

Definitions of employee engagement typically emphasize individuals’
being psychologically present and applying themselves physically, cognitively,
and emotionally when performing their organizational roles

2. What is motivation? (216)

Motivation can be defined as the drive or energy that compels people to act, with energy
and persistence, toward some goal. (The concept of employee engagement bridges
internal states of motivation with observable behaviors in the workplace.)

3. Why does employee engagement matter? (215)

Engaged workers are more committed, conscientious, and concerned with achieving
outcomes, and they have less turnover, too. (Employees are also concerned about
motivation which can increase employees’ enjoyment, learning, and effectiveness.)

4. How does HRM affect employee engagement? (216)

Classification, compensation, promotion, training, and HRM other policies impact
engagement.

5. What percentage of employees are engaged? (216)

Schwartz (2010) notes that a survey of nearly 90,000 employees worldwide found that
only 21% feel fully engaged at work and nearly 40% are disenchanted or disengaged.

6. What effect does a strong commitment by managers have on employee

productivity? (216)
Public sector survey data by Berman and West(2003b) indicated that in jurisdictions in
which managers have a strong commitment, 77.8% of respondents also agree or strongly
agree that “employee productivity is high,” compared with only 44.1% in which most
managers only have mediocre levels of commitment.

7. What does empirical data show about motivation in the workplace? What is the 25-
50-25 rule? (216)
It shows that the level of motivation in the workplace is mixed. Typically, it follows the
25-50-25 rule. This rule states that 25% of employees are highly motivated, 50% are
fence sitters, and 25% are withdrawn or cynical.

8. What are different factors that motivation theories emphasize? (218)

Some theories focus on factors inherent to individuals, such as the need for appreciation
and achievement, and more recently, also on individuals’ mental health. Other theories
examine components relating to the external circumstances in which people find

1
Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.

themselves, such as the effects of work goals, salary, work obstructions, supervision, and
leadership.

6A. What is the basic principle of Vroom’s theory? (218)

People are motivated to experience pleasure and avoid pain, and that they put forward
efforts that reflect this fact. People show effort in the expectation that this will produce
performance results, which will lead to rewards that can be used to satisfy their needs.

9. What is Maslow’s “hierarchy of needs”? How does it relate to motivation? (218)

People are motivated to pursue and satisfy their needs. The hierarchy of needs included
(in order)
a. basic drives around existence such as the ability to pay for food and housing,
b. physical and psychological safety such as job security,
c. belonging such as friendship with peers and supervisors,
d. self-esteem such as recognition for a job well done, and
e. self-actualization such as the innate pleasures of doing what one likes and finds
fulfilling. This relates to the “principle of motivation” which states that people are
motivated to pursue and satisfy their needs.

10. What is Theory X? (219)

Theory X holds that all people are inherently lazy, and therefore need a “stick and carrot”
approach in order to increase motivation. They lack intrinsic motivation.

11. What is Theory Y? (219)

Theory Y assumes that people are inherently motivated to learn and grow, and therefore
the manager’s job is to help workers channel and support these drives in appropriate
ways.

12. How does MBO further motivation? (220)

First, people need a degree of autonomy and, second, The job of the manager is to lay out
clear and doable goals, and to provide a clear path with few obstacles for employees.
Management by objectives summarizes this view.

13. How does culture impact motivation? Provide examples. (Exhibit 6.1-220-221)
Motivational drives depend on culture. In the USA the assumption is that work is good
for people and that it is God’s will that people should work. In Southeast Asian societies
people believe that work is necessary but not a goal in itself.

14. List some motivational needs not included in the Maslow hierarchy. (217-219)
a) Nonwork needs
b) Predictability and control
c) Avoiding demotivators
d) Controlling the work schedule

15. What are some drivers of employee engagement? (220)

2
Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.

(1) supervisory support and encouragement; (2) recognition, praise, and developmental
feedback; (3) role clarity and resource adequacy; (4) supportive coworkers who are (also)
committed to doing high-quality; (5) having the opportunity to do what one does best; (6)
having opportunities to learn and grow; alignment, support, and belief in the mission or
purpose of one’s work; and (8) having a voice.

16. What role does money play in motivation? (221)

The lack of money demotivates, the prospect of making more money motivates, but
higher salaries are not associated with permanent higher motivation. Other motivational
strategies are needed to energize workers.

17. What factor has become important in determining motivation in recent years? (222)
Creativity has become increasingly important in jobs that require it.

18. How do younger employees differ in motivations from older workers? (223)
Cam Marston (2007) says that older workers, called Baby Boomers and Matures, are
motivated to work by making an income, and having identity through profession and
employment by their organization. They are also more loyal to their organization.
Younger workers, termed Generation-X and New Millennials, are motivated to make just
enough money so that they can enjoy the lifestyle they seek. They do not see loyalty to
employers as a wise strategy, and they are likely to stay with their employer as long as
the work is interesting, is educational, and serves their needs.

19. What is the “climate for motivation”? (224)

It is defined as the opportunities for workers to find motivation at work, which, in part, is
determined by the range of human resource management policies and practices.

20. From the perspective of managers and their organizations, what factors constitute a
general climate for worker motivation? (224-225)
a) Competitive salaries
b) Relevant benefits
c) Meaningful rewards and recognition
d) Opportunities for challenge and training
e) Friendly and cooperative workplace relations
f) Assignments that allow for making meaningful contributions to society
g) Feedback that provides recognition and opportunity for development.
h) Meaningful control over their work environment.
i) Minimize the demotivating effect of rules and regulations
j) Reduce negative supervisory relationships.

21. What is a psychological contract? (228)

A psychological contract is defined as an unwritten understanding about mutual needs,
goals, expectations, and procedures. It is used as a tool for increasing productivity and
motivation.

3
Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.

22. What are some ways in which psychological contracts can increase motivation?
(228)
It can allow managers to better understand the needs of individual employees, by helping
to provide rewards and conditions that address individual needs, and by ensuring clarity
about roles and expectations. The psychological contracts aim to improve the fit between
the person and the organization which in turn is associated with increased motivation and
reduced turnover.

23. What factors make a psychological contract effective as a motivational tool? (229-
230)
a) It helps bring to light workers’ needs that motivate them.
b) It allows the manager to clarify workers’ needs, and evaluate the extent to which
those needs can be met
c) It is perceived as fair balance between what the worker wants and what the worker is
expected to give.
d) It has a mechanism for following up, ensuring that the agreement is implemented and
addressing changes that may occur.

24. What does a psychological contract assume about people? (230)

It assumes people can have a rational dialogue and are susceptible to reason.

25. What is feedback? Why do you think it is important? (231-232)

It is defined as evaluative information given to employees about their performance or
behavior, whose purpose is to influence future performance or behavior.
The second part of the question- own answer

26. What problems does feedback help minimize? (233)

Workers do not receive sufficient feedback
Feedback is given that does not contain adequate information
Feedback is interpreted in ways that do not result in desired changes.

27. Give some examples of how inadequate feedback can be detrimental. (233-232)
Own answer (but some examples can be found in book)
a. Lack of feedback can be frustrating for those who seek to do better but do not know
what is expected from them
b. Feedback that is curt and disrespectful is dysfunctional.
c. Manager’s outburst demotivate employees and cause resentment.
d. Feedback is delivered with little social tact.

28. What is the basic strategy for dealing with “difficult people” What are some ways
difficult employees avoid being disciplined. (234)
The basic strategy is to arrest patterns of interaction with the difficult person through
avoidance, setting boundaries, and confronting each difficult behavior in appropriate and

4
Berman, Bowman, West, & Wart, Human Resource Management in Public Service, Fifth Edition.
© 2015, SAGE Publications.

controlling ways. Difficult employees may seek to avoid being disciplined by corrupting,
compromising, or blackmailing their supervisors through social or ethical embarrassment.

29. What is being a good manager about? What are some of the mistakes management
can make? (Exhibit 6.7, 234)
Good Management is about doing the right thing and about avoiding doing the wrong
thing. Managers can benefit from getting feedback and having psychological contracts.
Common mistakes might be:
a. Failing to get to know employees as people
b. Failing to provide clear directions
c. Failing to trust
d. Failing to listen
e. Failing to get input before decisions are made
f. Failing to react to a problem
g. Trying to be friends with those who report to you
h. Failing to communicate and withholding information
i. Not treating everyone equally
j. Blaming employees rather than taking responsibility for when things go wrong.

5
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