watch: https://www.youtube.com/watch?v=-dMoK48QGL8Even Capuchin monkeys do not like an unfair working environment! Their reaction to different “pay” for the same work is like the reaction of employees...

watch: https://www.youtube.com/watch?v=-dMoK48QGL8Even Capuchin monkeys do not like an unfair working environment! Their reaction to different “pay” for the same work is like the reaction of employees based on the equity theory in this chapter. Can’t you just hear the monkey screaming “that’s not fair”? Ever hear that at work?This chapter continues the discussion of the “leading” function of managers and is important to the effectiveness and efficiency of an organization. Certainly, the role of motivating other employees is a primary consideration in determining effectiveness of managers. Managers try to assess if applicants “can do” the job through interview questions and other testing measures, but the more difficult thing to determine is if an applicant “will do” the job. In other words, are they motivated? This chapter is describes the factors that encourage motivation in a work environment beginning with simple theories about WHAT motivates employees – Maslow’s Hierarch of Needs, Alderfer’s ERG Theory, McClelland’s Acquired Needs Theory and Herzberg’s Two-Factor Theory. These theories focus on behavior in response to satisfying an unfulfilled need (need based theories). Equity, expectancy, and goal setting are referred to as “process-based theories” or what thought process people go through to decide behavior—in other words, HOW employees are motivated to get WHAT they want. Researchers have also identified that job activities can be designed to be motivating based on how much autonomy individuals have over choosing HOW to achieve work results. Based on Job Characteristics Theory, researchers have also identified that job activities can be designed to be motivating based on how much skill variety, task identity, task significance, autonomy and feedback the job has.This homework assignment will apply the Job Characteristics Theory to an actual work situation. Think of your current or most recent past job. You are going to calculate a Motivating Potential Score (MPS) for that position. First, assign a score between 1 - 7 for each of the 5 core job characteristics as described in your textbook for this theory (1 = very little of this characteristic up to 7 = very high amount of this characteristic). Then find the average score for the variety, identity, and significance characteristics. Now multiply that average score times the score you gave for autonomy and the score you gave for feedback. For example:Avg. = 4 (e.g., Variety is 5, Identity is 3, and Significance is 4)Autonomy score = 2Feedback score = 3So, 4 x 2 = 8Then, 8 x 3 = 24MPS = 24This number is your MPS (motivating potential score) for your current or most recent past position. Now explain how this job could be enriched to receive a higher MPS (i.e. provide more opportunity to use different skills, etc.). Also comment on the characteristics that will have the most impact on motivation, in general, based on the formula for MPS. Make sure you show the calculations for the MPS.