Human Resource Module-1: Organizational

Behaviour

Module 1: Organizational Behaviour

1. Definition of Organizational Behaviour

Organizational Behaviour (OB) is the systematic study of how individuals and

groups act within organizations, focusing on understanding, predicting, and in-
fluencing behavior to improve organizational effectiveness. It examines inter-
actions, attitudes, motivation, performance, and group dynamics in a workplace
setting.

2. Importance of Organizational Behaviour

· Enhances Productivity: Understanding employee behavior improves mo-

tivation and efficiency.
· Improves Employee Relations: Fosters better communication, collabora-
tion, and conflict resolution.
· Supports Change Management: Helps organizations adapt to changes by
understanding employee responses.
· Enhances Decision-Making: Provides insights into how decisions impact
employee morale and performance.
· Promotes Organizational Culture: Shapes a positive work environment,
aligning individual and organizational goals.

3. Historical Background of Organizational Behaviour

· Classical Era (Pre-1930s):

– Scientific Management (Taylor): Focused on efficiency, task specializa-
tion, and time management.
– Administrative Theory (Fayol): Emphasized management principles like
planning, organizing, and controlling.
· Hawthorne Studies (1920s–1930s):
– Conducted at Western Electric’s Hawthorne Works.

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 – Key Finding: Social and psychological factors (e.g., attention, group
dynamics) influence productivity (Hawthorne Effect).
· Human Relations Movement (1930s–1950s):
– Led by Elton Mayo, emphasized employee welfare, motivation, and
interpersonal relationships.
· Modern OB (1960s–Present):
– Integrates psychology, sociology, anthropology, and management the-
ories.
– Focuses on systems approach, contingency theory, and employee em-
powerment.

4. Fundamental Concepts of Organizational Behaviour

· Individual Differences: Each employee has unique traits, values, and be-
haviors.
· Perception: How individuals interpret and respond to workplace events.
· Motivation: Drives employees to achieve organizational and personal goals.
· Group Dynamics: Behavior and interactions within teams or groups.
· Organizational Culture: Shared values, beliefs, and norms that shape be-
havior.
· Holistic Approach: Considers the interplay of individual, group, and or-
ganizational factors.
· Human Dignity: Emphasizes respect, fairness, and ethical treatment of
employees.

5. Challenges for Organizational Behaviour

· Globalization: Managing diverse workforces across cultures and geogra-

phies.
· Technological Advancements: Adapting to automation, AI, and remote
work while maintaining engagement.
· Workforce Diversity: Addressing inclusion, equity, and cultural differ-
ences.
· Employee Expectations: Meeting demands for work-life balance, flexibil-
ity, and growth opportunities.
· Change Management: Handling resistance to organizational changes like
mergers or restructuring.
· Ethical Issues: Ensuring ethical behavior amidst pressure for profit and
performance.

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6. Opportunities for Organizational Behaviour

· Leveraging Diversity: Diverse teams enhance creativity and decision-making.

· Technology Integration: Using data analytics and AI to understand em-
ployee behavior and improve HR practices.
· Employee Engagement: Creating programs to boost motivation, loyalty,
and productivity.
· Flexible Work Models: Adopting hybrid/remote work to attract and retain
talent.
· Leadership Development: Using OB insights to train adaptive and empa-
thetic leaders.
· Sustainability and CSR: Aligning OB practices with corporate social re-
sponsibility to enhance reputation.

Q&A for Exam Preparation

Definition

Q1: What is Organizational Behaviour?

A: Organizational Behaviour is the study of how individuals and groups behave
within an organization, aiming to understand, predict, and influence behavior
to enhance organizational effectiveness.
Q2: What is the primary goal of OB?
A: The primary goal of OB is to improve organizational performance by under-
standing and managing employee behavior, fostering a positive work environ-
ment, and aligning individual and organizational goals.

Importance

Q3: Why is OB important in modern organizations?

A: OB enhances productivity, improves employee relations, supports change man-
agement, aids decision-making, and promotes a positive organizational culture.
Q4: How does OB contribute to employee motivation?
A: OB provides insights into employee needs and motivators, enabling managers
to design reward systems, recognition programs, and work environments that
boost motivation.

Historical Background

Q5: What was the significance of the Hawthorne Studies in OB?

A: The Hawthorne Studies (1920s–1930s) revealed that social and psychological
factors, such as attention and group dynamics, significantly influence employee
productivity, leading to the Human Relations Movement.

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Q6: How did the Human Relations Movement shape OB?
A: The Human Relations Movement, led by Elton Mayo, emphasized employee
welfare, motivation, and interpersonal relationships, shifting focus from task-
oriented to people-centric management.
Q7: Name two contributors to the classical era of OB and their contribu-
tions.
A:
– Frederick Taylor: Introduced Scientific Management, focusing on efficiency
and task specialization.
– Henri Fayol: Developed Administrative Theory, emphasizing management
functions like planning and organizing.

Fundamental Concepts

Q8: What are the fundamental concepts of OB?

A: Key concepts include individual differences, perception, motivation, group
dynamics, organizational culture, a holistic approach, and respect for human
dignity.
Q9: Why is perception important in OB?
A: Perception influences how employees interpret and react to workplace events,
affecting their motivation, decision-making, and interactions with others.
Q10: How does organizational culture impact OB?
A: Organizational culture shapes employee behavior, attitudes, and performance
by establishing shared values, norms, and expectations within the workplace.

Challenges

Q11: What are the major challenges faced by OB in today’s organizations?

A: Challenges include globalization, technological advancements, workforce di-
versity, changing employee expectations, change management, and ethical is-
sues.
Q12: How does globalization pose a challenge to OB?
A: Globalization requires managing diverse workforces across different cultures,
languages, and time zones, which can lead to communication barriers and cul-
tural misunderstandings.
Q13: Why is managing workforce diversity a challenge for OB?
A: Workforce diversity requires addressing inclusion, equity, and cultural dif-
ferences to prevent conflicts and ensure a cohesive work environment.

Opportunities

Q14: What opportunities does OB offer for modern organizations?

A: Opportunities include leveraging diversity, integrating technology, enhancing

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employee engagement, adopting flexible work models, developing leadership,
and aligning with CSR initiatives.
Q15: How can OB leverage technology for organizational improvement?
A: OB can use data analytics, AI, and digital tools to analyze employee behavior,
personalize HR practices, and improve decision-making and engagement.
Q16: How does OB support leadership development?
A: OB provides insights into employee motivation and team dynamics, enabling
organizations to train leaders who are adaptive, empathetic, and effective in
managing diverse teams.

Tips for Exam Preparation

· Focus on Key Terms: Understand definitions like OB, Hawthorne Effect,

and organizational culture clearly.
· Use Examples: Relate concepts to real-world scenarios (e.g., how diversity
improves innovation).
· Structure Answers: For long answers, use a clear structure (e.g., define,
explain, give examples, conclude).
· Revise Historical Context: Be ready to explain the evolution of OB, espe-
cially the Hawthorne Studies and Human Relations Movement.
· Connect Challenges and Opportunities: Show how challenges (e.g., glob-
alization) can be turned into opportunities (e.g., diverse teams for innova-
tion).

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 Human Resource Module-2: Personality and
Attitudes

Module 2: Personality and Attitudes

1. Meaning of Personality

Personality refers to the unique and relatively stable pattern of thoughts, feel-
ings, and behaviors that characterize an individual. It influences how individu-
als interact with their environment, including the workplace, and shapes their
responses to various situations.

2. Personality Determinants and Traits

Determinants of Personality:
· Heredity: Genetic factors that influence physical and psychological traits.
· Environment: Cultural, social, and family influences that shape behavior.
· Situational Factors: Specific contexts or events that temporarily affect
personality expression.
Personality Traits:
· Big Five Model (OCEAN):
– Openness: Creativity, curiosity, and openness to new experiences.
– Conscientiousness: Organization, responsibility, and dependability.
– Extraversion: Sociability, assertiveness, and energy.
– Agreeableness: Cooperation, trust, and compassion.
– Neuroticism: Emotional stability or tendency toward anxiety and mood
swings.
· Other Traits: Self-esteem, locus of control (internal vs. external), and risk-
taking propensity.

3. Development of Personality

Personality develops through a combination of genetic, environmental, and ex-

periential factors over time. Key theories include:

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 · Freud’s Psychoanalytic Theory: Personality is shaped by the id, ego, and
superego, influenced by early childhood experiences.
· Erikson’s Psychosocial Stages: Personality evolves through eight stages,
each with a developmental crisis (e.g., trust vs. mistrust).
· Social Learning Theory: Personality is learned through observation, mod-
eling, and reinforcement.
· Humanistic Approach: Emphasizes self-actualization and personal growth
(e.g., Maslow’s hierarchy of needs).
Personality continues to evolve through life experiences, education, and work-
place interactions.

4. Types of Attitudes

Attitudes are learned predispositions to respond positively or negatively toward

an object, person, or situation. In OB, three key workplace attitudes are:
· Job Satisfaction: Positive feelings about one’s job, influenced by work en-
vironment, pay, and relationships.
· Job Involvement: The degree to which an employee identifies with their
job and considers it central to their self-concept.
· Organizational Commitment: Loyalty and attachment to the organiza-
tion, including affective (emotional), continuance (cost-based), and norma-
tive (obligation-based) commitment.

5. Job Satisfaction

Job Satisfaction is an employee’s positive emotional state resulting from their job
experiences. It impacts productivity, absenteeism, and turnover.
· Factors Influencing Job Satisfaction:
– Work Itself : Meaningful tasks and autonomy.
– Pay and Benefits: Fair compensation and rewards.
– Work Environment: Supportive culture and relationships.
– Supervision: Quality of leadership and feedback.
– Career Opportunities: Growth and development prospects.
· Outcomes of Job Satisfaction:
– Increased productivity and performance.
– Reduced absenteeism and turnover.
– Enhanced organizational citizenship behavior (OCB).
· Measurement: Tools like the Job Descriptive Index (JDI) and Minnesota
Satisfaction Questionnaire (MSQ) assess job satisfaction levels.

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Q&A for Exam Preparation

Meaning of Personality

Q1: What is the meaning of personality in the context of OB?

A: Personality is the unique and stable pattern of thoughts, feelings, and behav-
iors that define an individual and influence their interactions in the workplace.
Q2: Why is understanding personality important in OB?
A: Understanding personality helps predict employee behavior, improve team
dynamics, enhance motivation, and tailor management strategies to individual
needs.

Personality Determinants and Traits

Q3: What are the key determinants of personality?

A: Personality is determined by heredity (genetic factors), environment (culture,
family, society), and situational factors (context-specific influences).
Q4: Explain the Big Five personality traits.
A: The Big Five traits are:
– Openness: Creativity and openness to new experiences.
– Conscientiousness: Organization and dependability.
– Extraversion: Sociability and assertiveness.
– Agreeableness: Cooperation and compassion.
– Neuroticism: Emotional stability or tendency toward anxiety.
Q5: How does locus of control influence workplace behavior?
A: Employees with an internal locus of control believe they control their out-
comes, leading to proactive behavior, while those with an external locus at-
tribute outcomes to external factors, which may reduce initiative.

Development of Personality

Q6: What are the key theories of personality development?

A: Key theories include Freud’s Psychoanalytic Theory (id, ego, superego), Erik-
son’s Psychosocial Stages (developmental crises), Social Learning Theory (learn-
ing through observation), and the Humanistic Approach (self-actualization).
Q7: How do workplace experiences contribute to personality development?
A: Workplace experiences, such as feedback, challenges, and team interactions,
shape personality by influencing self-esteem, confidence, and adaptability over
time.

Types of Attitudes

Q8: What are the three key workplace attitudes in OB?

A: The three key workplace attitudes are job satisfaction (positive feelings about

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the job), job involvement (identification with the job), and organizational com-
mitment (loyalty to the organization).
Q9: What are the types of organizational commitment?
A: Organizational commitment includes affective (emotional attachment), con-
tinuance (staying due to costs of leaving), and normative (staying due to obliga-
tion).
Q10: How do attitudes influence employee performance?
A: Positive attitudes, like high job satisfaction, lead to better performance, en-
gagement, and organizational citizenship behavior, while negative attitudes may
reduce productivity and increase turnover.

Job Satisfaction

Q11: What is job satisfaction, and why is it important?

A: Job satisfaction is an employee’s positive emotional state from their job expe-
riences. It is important as it enhances productivity, reduces absenteeism, and
improves employee retention.
Q12: What are the main factors influencing job satisfaction?
A: Factors include the nature of the work, pay and benefits, work environment,
quality of supervision, and career opportunities.
Q13: How is job satisfaction measured?
A: Job satisfaction is measured using tools like the Job Descriptive Index (JDI) and
Minnesota Satisfaction Questionnaire (MSQ), which assess various job facets.
Q14: What are the outcomes of high job satisfaction?
A: High job satisfaction leads to increased productivity, reduced absenteeism and
turnover, and enhanced organizational citizenship behavior.
Q15: How can organizations improve job satisfaction?
A: Organizations can improve job satisfaction by offering fair compensation,
meaningful work, supportive leadership, a positive work environment, and growth
opportunities.
Q16: How does job satisfaction impact organizational citizenship behavior
(OCB)?
A: High job satisfaction encourages employees to engage in OCB, such as helping
colleagues or going beyond job requirements, enhancing organizational perfor-
mance.

Tips for Exam Preparation

· Memorize Key Definitions: Clearly understand terms like personality, job

satisfaction, and organizational commitment.
· Use Examples: Relate concepts to workplace scenarios (e.g., how consci-
entiousness affects job performance).

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· Understand Theories: Be familiar with personality development theories
(e.g., Freud, Erikson) and their relevance to OB.
· Connect Concepts: Link personality traits to attitudes and job satisfaction
(e.g., how extraversion influences job involvement).
· Structure Answers: For long answers, define the concept, explain its rele-
vance, provide examples, and conclude.

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Human Resource Module-5: Group Behaviour

Module 5: Group Behaviour

1. Characteristics of Group

A group is a collection of two or more individuals who interact, share common

goals, and have a sense of belonging. Key characteristics include:
· Interaction: Members communicate and influence each other.
· Common Goals: Shared objectives unite the group.
· Group Identity: Members feel a sense of belonging and collective identity.
· Norms: Shared rules and expectations guide behavior.
· Roles: Members have specific responsibilities within the group.
· Cohesion: The degree of attraction and unity among members.

2. Types of Groups

Groups in organizations are classified based on their structure and purpose:

· Formal Groups: Created by the organization to achieve specific goals.
– Command Groups: Based on organizational hierarchy (e.g., a depart-
ment team).
– Task Groups: Formed for specific projects or tasks (e.g., a project team).
· Informal Groups: Form naturally based on shared interests or friendships.
– Interest Groups: Formed around common interests (e.g., a book club).
– Friendship Groups: Based on social bonds and personal relationships.

3. Stages of Group Development

Tuckman’s model outlines five stages of group development:

· Forming: Members get acquainted, establish roles, and set goals; uncer-
tainty is high.
· Storming: Conflicts arise over roles, leadership, and goals; tension is com-
mon.

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 · Norming: Group establishes norms, builds cohesion, and clarifies roles.
· Performing: Group focuses on achieving goals with high cooperation and
productivity.
· Adjourning: Group disbands after task completion, with members reflect-
ing on achievements.

4. Group Decision Making

Group decision making involves members collectively analyzing problems and

choosing solutions. Key aspects include:
· Advantages:
– Diverse perspectives improve creativity and problem-solving.
– Higher acceptance of decisions due to collective input.
– Enhanced information sharing and expertise.
· Disadvantages:
– Time-consuming due to discussions and consensus-building.
– Risk of groupthink, where conformity suppresses critical thinking.
– Potential for conflicts or domination by a few members.
· Techniques: Brainstorming, nominal group technique, Delphi technique,
and majority voting.

Q&A for Exam Preparation

Short-Answer Questions (2-3 Marks Each)

Q1: What is a group in the context of organizational behaviour?

A: A group is a collection of two or more individuals who interact, share common
goals, and have a sense of belonging within an organization.
Q2: What is group cohesion?
A: Group cohesion is the degree of attraction and unity among group members,
fostering collaboration and commitment to shared goals.
Q3: Name two characteristics of a group.
A: Interaction (members communicate and influence each other) and common
goals (shared objectives unite the group).
Q4: What is a formal group?
A: A formal group is created by the organization to achieve specific goals, such
as command or task groups.
Q5: What is an informal group?
A: An informal group forms naturally based on shared interests or friendships,
like interest or friendship groups.

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Q6: What happens during the forming stage of group development?
A: In the forming stage, members get acquainted, establish roles, and set goals,
often with high uncertainty.
Q7: What is the storming stage in group development?
A: The storming stage involves conflicts over roles, leadership, and goals, leading
to tension among members.
Q8: What is the purpose of the norming stage?
A: The norming stage establishes group norms, builds cohesion, and clarifies
roles to enhance unity.
Q9: What characterizes the performing stage?
A: The performing stage focuses on achieving goals with high cooperation, pro-
ductivity, and role clarity.
Q10: What is the adjourning stage in group development?
A: The adjourning stage occurs when a group disbands after task completion,
with members reflecting on achievements.
Q11: What is group decision making?
A: Group decision making is the process where group members collectively an-
alyze problems and choose solutions.
Q12: Name one advantage of group decision making.
A: Diverse perspectives improve creativity and problem-solving in group deci-
sion making.
Q13: What is a disadvantage of group decision making?
A: It can be time-consuming due to discussions and the need for consensus.
Q14: What is groupthink?
A: Groupthink is a phenomenon where conformity in a group suppresses critical
thinking, leading to poor decisions.
Q15: Name one technique used in group decision making.
A: Brainstorming is a technique where group members generate ideas freely to
solve problems.
Q16: How do group norms influence behaviour?
A: Group norms are shared rules and expectations that guide members’ behaviour,
ensuring consistency and cooperation.

Medium-Answer Questions (5 Marks Each)

Q17: Explain the characteristics of a group in organizational behaviour.

A: A group in organizational behaviour has the following characteristics:
– Interaction: Members communicate and influence each other, fostering
collaboration.
– Common Goals: Shared objectives unite the group, aligning efforts toward
a purpose.

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 – Group Identity: Members feel a sense of belonging and collective identity.
– Norms: Shared rules guide behaviour, ensuring consistency.
– Roles: Members have specific responsibilities to contribute to group goals.
– Cohesion: The degree of unity and attraction among members enhances
group effectiveness.
These characteristics shape how groups function and impact organizational out-
comes.
Q18: Discuss the types of groups in organizations with examples.
A: Groups in organizations are classified into formal and informal groups:
– Formal Groups: Created by the organization for specific goals.
◦ Command Groups: Based on hierarchy, e.g., a department team report-
ing to a manager.
◦ Task Groups: Formed for specific projects, e.g., a team developing a
new product.
– Informal Groups: Form naturally based on shared interests or relation-
ships.
◦ Interest Groups: Formed around common interests, e.g., a workplace
fitness club.
◦ Friendship Groups: Based on social bonds, e.g., colleagues lunching to-
gether regularly.
These groups influence workplace dynamics and productivity.
Q19: Describe Tuckman’s stages of group development.
A: Tuckman’s model outlines five stages of group development:
– Forming: Members get acquainted, establish roles, and set goals; uncer-
tainty is high.
– Storming: Conflicts arise over roles, leadership, and goals, causing tension.
– Norming: Group establishes norms, builds cohesion, and clarifies roles for
unity.
– Performing: Group focuses on achieving goals with high cooperation and
productivity.
– Adjourning: Group disbands after task completion, with members reflect-
ing on achievements.
These stages help understand group evolution and manage team dynamics ef-
fectively.
Q20: Explain the advantages and disadvantages of group decision making.
A: Advantages:

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 – Diverse perspectives enhance creativity and problem-solving, e.g., varied
ideas in a product design team.
– Higher acceptance of decisions due to collective input, increasing commit-
ment.
– Improved information sharing leverages members’ expertise.
Disadvantages:
– Time-consuming due to discussions and consensus-building.
– Risk of groupthink, where conformity suppresses critical thinking, e.g., agree-
ing to a flawed plan.
– Potential for conflicts or domination by a few members, reducing effective-
ness.
Balancing these factors is key to effective group decision making.

Long-Answer Questions (15 Marks Each)

Q21: Discuss Tuckman’s stages of group development in detail and their rel-
evance to managing teams in organizations.
A: Tuckman’s model of group development consists of five stages, each critical
to understanding and managing team dynamics:
– Forming: Members are polite, cautious, and get acquainted while establish-
ing roles and goals. Uncertainty and dependence on the leader are high.
Example: A new project team sets initial objectives.
– Storming: Conflicts emerge over roles, leadership, or goals, leading to ten-
sion. Members may challenge authority or priorities. Example: Team mem-
bers disagree on project timelines.
– Norming: The group establishes norms, resolves conflicts, and builds co-
hesion. Roles clarify, and trust develops. Example: The team agrees on
communication protocols and collaborates effectively.
– Performing: The group focuses on achieving goals with high cooperation,
productivity, and role clarity. Members work interdependently. Example:
The team delivers a project ahead of schedule.
– Adjourning: The group disbands after task completion, with members re-
flecting on achievements and preparing for separation. Example: A project
team celebrates success and transitions to new roles.
Relevance to Managing Teams:
– Forming: Managers should provide clear direction and foster open com-
munication to reduce uncertainty.
– Storming: Leaders must mediate conflicts and clarify roles to prevent dys-
function.

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 – Norming: Encouraging team-building activities strengthens cohesion and
norms.
– Performing: Managers should empower the team, delegate tasks, and mon-
itor progress.
– Adjourning: Recognizing achievements and supporting transitions main-
tain morale.
Understanding these stages helps managers guide teams through challenges, en-
hance productivity, and ensure successful outcomes.
Q22: Explain group decision making, its advantages, disadvantages, and
techniques used to improve its effectiveness.
A: Group decision making is the process where group members collectively an-
alyze problems, evaluate alternatives, and choose solutions. It leverages collec-
tive expertise but has challenges.
Advantages:
– Diverse Perspectives: Varied viewpoints enhance creativity, e.g., a market-
ing team brainstorming campaign ideas.
– Higher Acceptance: Collective input increases commitment to decisions,
e.g., employees support a team-approved policy.
– Information Sharing: Members pool expertise, improving decision quality,
e.g., a project team combining technical and financial insights.
Disadvantages:
– Time-Consuming: Discussions and consensus-building delay decisions, e.g.,
prolonged meetings to finalize a strategy.
– Groupthink: Conformity suppresses critical thinking, leading to poor deci-
sions, e.g., agreeing to a risky plan without debate.
– Conflicts: Differences in opinions or domination by a few members can
hinder progress.
Techniques to Improve Effectiveness:
– Brainstorming: Encourages free idea generation to foster creativity, e.g.,
brainstorming product features.
– Nominal Group Technique: Members independently list ideas, discuss, and
vote to reduce domination, e.g., prioritizing project tasks.
– Delphi Technique: Collects anonymous inputs from experts over rounds to
avoid bias, e.g., forecasting market trends.
– Majority Voting: Quick decision-making by vote, e.g., selecting a supplier.
By using these techniques, organizations can mitigate disadvantages, enhance
decision quality, and leverage group strengths for better outcomes.

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Multiple-Choice Questions (MCQs)

1. What is a group in organizational behaviour?

a) A single individual with specific goals
b) Two or more individuals with shared goals
c) An organization’s management team
d) A department with no interaction
Answer: b)
2. Which is a characteristic of a group?
a) Isolation
b) Cohesion
c) Individual goals
d) Lack of norms
Answer: b)
3. A command group is an example of:
a) An informal group
b) A formal group
c) A friendship group
d) An interest group
Answer: b)
4. What is an informal group?
a) A group formed by the organization
b) A group based on shared interests
c) A group with specific tasks
d) A group in the hierarchy
Answer: b)
5. In which stage of group development is uncertainty high?
a) Storming
b) Forming
c) Norming
d) Performing
Answer: b)
6. What characterizes the storming stage?
a) High productivity
b) Conflicts over roles
c) Group disbandment
d) Established norms
Answer: b)
7. In the norming stage, the group:
a) Faces conflicts
b) Builds cohesion
c) Disbands
d) Sets goals
Answer: b)

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 8. What is the focus of the performing stage?
a) Establishing roles
b) Achieving goals
c) Resolving conflicts
d) Reflecting on achievements
Answer: b)
9. The adjourning stage involves:
a) Setting group goals
b) Group disbandment
c) Role conflicts
d) High productivity
Answer: b)
10. What is group decision making?
a) Individual decision-making
b) Collective problem-solving
c) Setting organizational policies
d) Measuring group performance
Answer: b)
11. An advantage of group decision making is:
a) Quick decisions
b) Diverse perspectives
c) No conflicts
d) Less information
Answer: b)
12. A disadvantage of group decision making is:
a) Improved creativity
b) Groupthink
c) Higher acceptance
d) Better expertise
Answer: b)
13. Groupthink refers to:
a) Diverse idea generation
b) Conformity suppressing critical thinking
c) Effective decision-making
d) Role clarity
Answer: b)
14. Which is a group decision-making technique?
a) Individual voting
b) Brainstorming
c) Performance appraisal
d) Goal setting
Answer: b)
15. A task group is formed for:
a) Social relationships

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 b) Specific projects
c) Organizational hierarchy
d) Shared interests
Answer: b)
16. Group norms are:
a) Individual goals
b) Shared rules
c) Organizational policies
d) Leadership styles
Answer: b)
17. What fosters group cohesion?
a) Role conflicts
b) Shared goals
c) Isolation
d) Lack of norms
Answer: b)
18. The Delphi technique involves:
a) Face-to-face discussions
b) Anonymous inputs
c) Majority voting
d) Role assignment
Answer: b)
19. In which stage are roles clarified?
a) Forming
b) Storming
c) Norming
d) Adjourning
Answer: c)
20. Group decision making improves:
a) Individual performance
b) Information sharing
c) Organizational structure
d) Employee salaries
Answer: b)

Tips for Exam Preparation

· Memorize Definitions: Understand terms like group, cohesion, groupthink,

and decision-making techniques.
· Understand Stages: Be familiar with Tuckman’s five stages and their im-
plications for team management.
· Use Examples: Relate concepts to workplace scenarios (e.g., how group-
think affects project decisions).

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· Compare Types: Differentiate formal and informal groups with examples.
· Practice Question Types: Use MCQs for quick recall, 5-mark questions for
concise explanations, and 15-mark questions for detailed analyses with ex-
amples.

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 Human Resource Module-3: Perception

Module 3: Perception

1. Definition of Perception

Perception is the process by which individuals select, organize, and interpret

sensory information to make sense of their environment. In organizational be-
haviour, it refers to how employees interpret workplace events, people, and sit-
uations, influencing their attitudes and behaviors.

2. Nature and Importance of Perception

Nature:
· Subjective: Perception varies among individuals based on their experi-
ences, beliefs, and biases.
· Selective: People focus on certain stimuli while ignoring others.
· Interpretive: Individuals assign meaning to stimuli based on their cogni-
tive framework.
· Dynamic: Perception changes with new information or context.
Importance:
· Influences Behavior: Shapes how employees respond to tasks, colleagues,
and management.
· Affects Communication: Misinterpretations can lead to conflicts or mis-
understandings.
· Drives Decision-Making: Perceptions of situations guide choices and ac-
tions.
· Enhances Team Dynamics: Understanding perceptions fosters collabora-
tion and empathy.
· Impacts Job Satisfaction: Positive perceptions of the workplace improve
morale and productivity.

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3. Factors Influencing Perception

· Perceiver Factors: Attitudes, motives, interests, experiences, and expecta-

tions.
· Target Factors: Characteristics of the object or person, such as appearance,
behavior, or novelty.
· Situational Factors: Context, such as time, location, or social setting, that
influences perception.

4. Perceptual Selectivity

Perceptual selectivity is the process by which individuals filter and prioritize

sensory information based on relevance and interest.
· External Factors:
– Intensity: Stronger stimuli (e.g., loud sounds) attract attention.
– Size: Larger objects are more noticeable.
– Contrast: Stimuli that stand out from the background are prioritized.
– Repetition: Repeated stimuli gain attention.
– Motion: Moving objects are more likely to be noticed.
– Novelty: Unique or new stimuli draw focus.
· Internal Factors:
– Motivation: Needs or goals influence what is perceived.
– Expectations: Preconceived notions shape perception.
– Personality: Individual traits affect selective attention.

5. Link between Perception and Decision Making

Perception influences decision-making by shaping how individuals interpret in-

formation and evaluate options.
· Information Processing: Perception filters relevant data for decisions.
· Biases: Perceptual errors (e.g., stereotyping, halo effect) can lead to flawed
decisions.
· Problem Identification: Perception determines how problems are recog-
nized and prioritized.
· Evaluation of Alternatives: Perceived risks and benefits guide choices.
· Workplace Impact: Accurate perceptions lead to better managerial deci-
sions, while misperceptions can cause conflicts or poor outcomes.

2
Q&A for Exam Preparation

Short-Answer Questions (2-3 Marks Each)

Q1: What is perception in the context of organizational behaviour?

A: Perception is the process by which individuals select, organize, and interpret
sensory information to understand their workplace environment, influencing
their attitudes and behaviors.
Q2: Why is perception considered a subjective process?
A: Perception is subjective because it varies based on an individual’s experi-
ences, beliefs, biases, and expectations, leading to different interpretations of
the same stimuli.
Q3: What are the key characteristics of perception?
A: Perception is subjective, selective, interpretive, and dynamic, as individuals
filter and interpret information based on their unique perspectives and contexts.
Q4: Why is perception important in the workplace?
A: Perception influences employee behavior, communication, decision-making,
team dynamics, and job satisfaction, impacting overall organizational effective-
ness.
Q5: How does perception affect communication in organizations?
A: Perception affects communication by shaping how messages are interpreted,
potentially leading to misunderstandings or conflicts if perceptions differ.
Q6: What are the main factors influencing perception?
A: Perception is influenced by perceiver factors (attitudes, motives, experiences),
target factors (appearance, behavior), and situational factors (context, time).
Q7: How do perceiver factors affect perception?
A: Perceiver factors, such as attitudes, motives, interests, and past experiences,
shape how individuals interpret and prioritize workplace stimuli.
Q8: Give an example of how situational factors influence perception.
A: A stressful work environment may cause an employee to perceive a manager’s
feedback as criticism rather than constructive guidance.
Q9: What is perceptual selectivity?
A: Perceptual selectivity is the process by which individuals filter and prioritize
sensory information based on external (e.g., intensity, size) and internal (e.g.,
motivation) factors.
Q10: How does the contrast factor influence perceptual selectivity?
A: Contrast makes stimuli that stand out from their background (e.g., a bright
logo) more noticeable, increasing the likelihood of attention.
Q11: How do internal factors like motivation affect perceptual selectivity?
A: Motivation directs attention to stimuli relevant to an individual’s needs or
goals, such as noticing promotion opportunities when seeking career growth.
Q12: How does perception influence decision-making in organizations?
A: Perception shapes how individuals interpret information, identify problems,

3
evaluate alternatives, and make decisions, impacting the quality of outcomes.
Q13: What are perceptual biases, and give an example?
A: Perceptual biases are errors in perception that distort judgment, such as stereo-
typing, where assumptions about a group affect decisions about an individual.
Q14: How does perception affect problem identification in decision-making?
A: Perception determines whether an issue is recognized as a problem, as indi-
viduals prioritize stimuli based on their experiences and biases.
Q15: How can accurate perceptions improve managerial decisions?
A: Accurate perceptions ensure managers correctly interpret data and employee
needs, leading to informed decisions that enhance performance and morale.
Q16: What is the impact of misperceptions in workplace decision-making?
A: Misperceptions can lead to poor decisions, conflicts, or inefficiencies, such as
misjudging an employee’s performance due to the halo effect.

Medium-Answer Questions (5 Marks Each)

Q17: Explain the nature of perception with its key characteristics.

A: Perception is the process of selecting, organizing, and interpreting sensory
information to understand the environment. Its key characteristics include:
– Subjective: Varies based on individual experiences and biases.
– Selective: Focuses on certain stimuli while ignoring others.
– Interpretive: Assigns meaning based on cognitive frameworks.
– Dynamic: Changes with new information or context.
These characteristics make perception critical in shaping workplace behavior
and interactions.
Q18: Discuss the factors influencing perception in the workplace.
A: Perception is influenced by three main factors:
– Perceiver Factors: Attitudes, motives, interests, and past experiences shape
how individuals interpret stimuli. For example, an optimistic employee
may perceive feedback positively.
– Target Factors: Characteristics like appearance or behavior of the target
affect perception. For instance, a confident speaker may be perceived as
competent.
– Situational Factors: Context, such as time or work environment, influences
perception. For example, a deadline may make neutral feedback seem crit-
ical.
These factors collectively determine how employees perceive workplace events.
Q19: Describe perceptual selectivity and its external factors.
A: Perceptual selectivity is the process of filtering and prioritizing sensory infor-
mation based on relevance. External factors influencing it include:

4
 – Intensity: Strong stimuli (e.g., loud announcements) attract attention.
– Size: Larger objects (e.g., a prominent sign) are noticed more.
– Contrast: Stimuli standing out (e.g., a unique design) gain focus.
– Repetition: Repeated stimuli (e.g., frequent reminders) are prioritized.
– Motion: Moving objects (e.g., a flashing light) draw attention.
– Novelty: Unique stimuli (e.g., a new policy) are noticed more.
These factors help individuals focus on relevant workplace information.
Q20: How do perceptual biases affect decision-making in organizations?
A: Perceptual biases distort how information is interpreted, leading to flawed
decisions. Common biases include:
– Halo Effect: Judging a person based on one positive trait (e.g., assuming a
friendly employee is competent).
– Stereotyping: Making assumptions about a group (e.g., assuming older em-
ployees resist technology).
– Selective Perception: Focusing only on information that aligns with beliefs.
These biases can lead to unfair hiring, misjudged performance, or poor strategic
decisions, reducing organizational effectiveness.

Long-Answer Questions (15 Marks Each)

Q21: Discuss the importance of perception in organizational behaviour and

its role in decision-making.
A: Perception is critical in organizational behaviour as it shapes how employees
interpret and respond to workplace stimuli, influencing their attitudes, behav-
iors, and interactions. Its importance lies in:
– Influencing Behavior: Perception determines how employees react to tasks,
colleagues, or policies. For example, perceiving a manager as supportive
encourages engagement.
– Affecting Communication: Misinterpretations of messages can lead to con-
flicts or collaboration, depending on perception accuracy.
– Driving Decision-Making: Perception filters information used in decisions,
impacting their quality.
– Enhancing Team Dynamics: Understanding diverse perceptions fosters em-
pathy and teamwork.
– Impacting Job Satisfaction: Positive perceptions of the work environment
boost morale and productivity.
In decision-making, perception plays a pivotal role by:
– Information Processing: Filters relevant data, such as noticing critical project
details.

5
 – Problem Identification: Determines which issues are prioritized (e.g., per-
ceiving low morale as a problem).
– Evaluation of Alternatives: Shapes how risks and benefits are assessed (e.g.,
perceiving a project as high-risk).
– Biases: Errors like stereotyping or the halo effect can lead to flawed deci-
sions, such as unfair promotions.
For example, a manager’s perception of an employee’s potential may influence
promotion decisions, but biases can lead to errors. Accurate perceptions ensure
informed decisions, while training to reduce biases can enhance organizational
outcomes.
Q22: Explain perceptual selectivity in detail and its impact on workplace
behavior.
A: Perceptual selectivity is the process by which individuals filter and prioritize
sensory information based on external and internal factors, allowing them to
focus on relevant stimuli in a complex environment. It is essential in the work-
place, where employees are exposed to numerous stimuli daily.
External Factors:
– Intensity: Strong stimuli, like a loud announcement, capture attention.
– Size: Larger objects, such as a prominent notice board, are noticed more.
– Contrast: Stimuli that stand out, like a unique uniform, draw focus.
– Repetition: Repeated stimuli, such as frequent reminders, gain attention.
– Motion: Moving objects, like a flashing notification, are prioritized.
– Novelty: New or unique stimuli, such as a new policy, attract focus.
Internal Factors:
– Motivation: Employees notice stimuli aligned with their goals (e.g., a bonus
opportunity).
– Expectations: Preconceived notions shape what is noticed (e.g., expecting a
manager to be strict).
– Personality: Traits like extraversion may lead to noticing social cues more.
Impact on Workplace Behavior:
– Attention to Tasks: Selective perception determines which tasks or issues
employees prioritize, affecting productivity. For example, an employee mo-
tivated by career growth may focus on skill-building opportunities.
– Interpersonal Relations: Selective perception influences how colleagues are
perceived, impacting teamwork or conflicts. For instance, noticing only
negative traits can strain relationships.
– Decision-Making: Selective attention to certain data can lead to biased de-
cisions, such as ignoring critical feedback.

6
 – Job Satisfaction: Positive selective perception (e.g., noticing rewards) en-
hances morale, while negative focus (e.g., on workplace stress) reduces it.
For example, an employee may selectively notice a manager’s praise due to high
motivation, boosting their performance, but ignore constructive criticism, hin-
dering growth. Organizations can improve workplace behavior by fostering
awareness of perceptual selectivity and reducing biases through training.

Multiple-Choice Questions (MCQs)

1. What is perception in organizational behaviour?

a) The process of organizing and interpreting sensory information
b) The study of group dynamics
c) The measurement of job satisfaction
d) The process of setting organizational goals
Answer: a)
2. Which characteristic of perception refers to focusing on certain stimuli?
a) Subjective
b) Selective
c) Interpretive
d) Dynamic
Answer: b)
3. Why is perception important in organizations?
a) It directly sets organizational policies
b) It influences employee behavior and decision-making
c) It eliminates workplace conflicts
d) It determines employee salaries
Answer: b)
4. Which of the following is a perceiver factor influencing perception?
a) Size of the target
b) Attitudes of the individual
c) Time of the event
d) Novelty of the stimuli
Answer: b)
5. How do situational factors affect perception?
a) They determine personality traits
b) They influence the context in which stimuli are interpreted
c) They eliminate perceptual biases
d) They set organizational goals
Answer: b)
6. What is perceptual selectivity?
a) The process of ignoring all sensory information
b) The process of prioritizing certain stimuli over others
c) The process of setting organizational objectives
d) The process of measuring employee performance

7
 Answer: b)
7. Which external factor influences perceptual selectivity?
a) Motivation
b) Intensity
c) Expectations
d) Personality
Answer: b)
8. How does the halo effect impact perception?
a) It ensures accurate decision-making
b) It causes judgments based on a single trait
c) It eliminates workplace biases
d) It increases job satisfaction
Answer: b)
9. Perception influences decision-making by:
a) Setting organizational budgets
b) Filtering relevant information for decisions
c) Determining employee promotions
d) Eliminating workplace diversity
Answer: b)
10. Which perceptual bias involves judging a group based on assumptions?
a) Halo effect
b) Stereotyping
c) Contrast effect
d) Selective attention
Answer: b)
11. What role does perception play in problem identification?
a) It sets organizational policies
b) It determines how issues are recognized
c) It eliminates workplace conflicts
d) It measures employee performance
Answer: b)
12. Which factor makes a moving object more likely to be noticed?
a) Repetition
b) Motion
c) Contrast
d) Size
Answer: b)
13. How does motivation influence perceptual selectivity?
a) It eliminates external stimuli
b) It directs attention to goal-relevant stimuli
c) It sets organizational goals
d) It measures job satisfaction
Answer: b)
14. What is a consequence of misperceptions in decision-making?

8
 a) Improved team collaboration
b) Increased workplace conflicts
c) Enhanced job satisfaction
d) Higher employee salaries
Answer: b)
15. Which theory explains perception as a subjective process?
a) Scientific Management
b) Cognitive Theory
c) Systems Theory
d) Contingency Theory
Answer: b)
16. How does perception impact team dynamics?
a) It sets team goals
b) It fosters collaboration and empathy
c) It eliminates diversity
d) It determines team salaries
Answer: b)
17. What is an example of a target factor in perception?
a) Employee’s past experiences
b) Behavior of a colleague
c) Time of the meeting
d) Organizational culture
Answer: b)
18. Which external factor of perceptual selectivity involves repeated stimuli?
a) Intensity
b) Repetition
c) Motivation
d) Expectations
Answer: b)
19. How does perception influence job satisfaction?
a) It directly sets employee salaries
b) It shapes perceptions of the work environment
c) It eliminates workplace stress
d) It determines organizational structure
Answer: b)
20. What is the link between perception and evaluation of alternatives?
a) Perception eliminates all alternatives
b) Perception guides the assessment of risks and benefits
c) Perception sets organizational policies
d) Perception measures employee performance
Answer: b)

9
Tips for Exam Preparation

· Memorize Definitions: Clearly understand terms like perception, percep-

tual selectivity, and perceptual biases.
· Use Examples: Relate concepts to workplace scenarios (e.g., how stereo-
typing affects hiring decisions).
· Understand Factors: Differentiate between perceiver, target, and situa-
tional factors influencing perception.
· Link to Decision-Making: Explain how perception impacts problem iden-
tification and evaluation of alternatives.
· Practice Question Types: Use MCQs for quick recall, 5-mark questions for
concise explanations, and 15-mark questions for detailed answers with ex-
amples.

10
 Human Resource Module-4: Motivation

Module 4: Motivation

1. Definition of Motivation

Motivation is the process that initiates, directs, and sustains effort toward achiev-
ing individual or organizational goals. In organizational behaviour, it refers to
the internal and external factors that stimulate employees to perform effectively
and remain committed to their work.

2. Theories of Motivation

Maslow’s Hierarchy of Needs Theory

· Proposes that human needs are arranged in a hierarchy of five levels:

– Physiological Needs: Basic survival needs (e.g., food, water, shelter).
– Safety Needs: Security, stability, and protection.
– Social Needs: Belongingness, relationships, and love.
– Esteem Needs: Recognition, respect, and self-esteem.
– Self-Actualization: Achieving one’s full potential.
· Lower-level needs must be satisfied before higher-level needs motivate be-
havior.

McGregor’s Theory X and Theory Y

· Theory X: Assumes employees are lazy, lack ambition, and need to be con-
trolled through rewards and punishments.
· Theory Y: Assumes employees are self-motivated, responsible, and seek
opportunities for growth and creativity.
· Managers’ assumptions influence their leadership style and employee mo-
tivation.

1
Herzberg’s Motivation-Hygiene Theory

· Hygiene Factors: Job aspects that prevent dissatisfaction when adequate

but do not motivate when present (e.g., salary, company policies, working
conditions).
· Motivators: Job aspects that drive motivation when present (e.g., achieve-
ment, recognition, responsibility).
· Emphasizes that eliminating dissatisfaction does not guarantee motivation.

Alderfer’s ERG Theory

· Condenses Maslow’s needs into three categories:

– Existence: Basic material needs (e.g., food, safety).
– Relatedness: Social and interpersonal relationships.
– Growth: Personal development and self-actualization.
· Allows for multiple needs to be active simultaneously and includes a frustration-
regression principle (if higher needs are unmet, lower needs regain prior-
ity).

McClelland’s Theory of Needs

· Focuses on three learned needs:

– Need for Achievement (nAch): Drive to excel and accomplish goals.
– Need for Affiliation (nAff): Desire for interpersonal relationships and
social acceptance.
– Need for Power (nPow): Desire to influence or control others.
· Needs vary among individuals and influence their motivation and behav-
ior.

Vroom’s Expectancy Theory

· Proposes that motivation depends on three factors:

– Expectancy: Belief that effort leads to performance.
– Instrumentality: Belief that performance leads to rewards.
– Valence: Value placed on the rewards.
· Motivation = Expectancy × Instrumentality × Valence.

2
Q&A for Exam Preparation

Short-Answer Questions (2-3 Marks Each)

Q1: What is motivation in the context of organizational behaviour?

A: Motivation is the process that initiates, directs, and sustains effort toward
achieving individual or organizational goals, driven by internal and external
factors.
Q2: What is the basic premise of Maslow’s Hierarchy of Needs?
A: Maslow’s theory states that human needs are arranged in a hierarchy (phys-
iological, safety, social, esteem, self-actualization), with lower needs requiring
satisfaction before higher needs motivate.
Q3: How does McGregor’s Theory X differ from Theory Y?
A: Theory X assumes employees are lazy and need control, while Theory Y as-
sumes employees are self-motivated and seek responsibility.
Q4: What are hygiene factors in Herzberg’s theory?
A: Hygiene factors are job aspects like salary, policies, and working conditions
that prevent dissatisfaction when adequate but do not motivate when present.
Q5: What are the three needs in Alderfer’s ERG Theory?
A: The three needs are Existence (basic material needs), Relatedness (social re-
lationships), and Growth (personal development).
Q6: What is the need for achievement in McClelland’s theory?
A: The need for achievement (nAch) is the drive to excel, accomplish challenging
goals, and succeed in tasks.
Q7: What is expectancy in Vroom’s Expectancy Theory?
A: Expectancy is the belief that increased effort will lead to improved perfor-
mance.
Q8: How does valence influence motivation in Vroom’s theory?
A: Valence is the value an individual places on the rewards, influencing their
motivation to perform.
Q9: What is the frustration-regression principle in ERG Theory?
A: If higher-level needs (e.g., growth) are unmet, individuals regress to focusing
on lower-level needs (e.g., existence).
Q10: How does Herzberg’s theory differentiate between motivators and hy-
giene factors?
A: Motivators (e.g., achievement, recognition) drive motivation when present,
while hygiene factors (e.g., salary, policies) prevent dissatisfaction but do not
motivate.
Q11: What is the need for power in McClelland’s theory?
A: The need for power (nPow) is the desire to influence or control others and
make an impact.
Q12: How does Maslow’s self-actualization need apply in the workplace?
A: Self-actualization in the workplace involves employees seeking personal growth,

3
creativity, and fulfillment through meaningful work.
Q13: How do Theory X managers motivate employees?
A: Theory X managers use control, rewards, and punishments to motivate em-
ployees, assuming they lack ambition.
Q14: What is instrumentality in Vroom’s Expectancy Theory?
A: Instrumentality is the belief that successful performance will lead to desired
rewards.
Q15: How does McClelland’s need for affiliation affect workplace behavior?
A: The need for affiliation (nAff) drives employees to seek positive relationships,
fostering teamwork and collaboration.
Q16: Why is motivation important in organizations?
A: Motivation enhances employee performance, productivity, engagement, and
retention, aligning individual and organizational goals.

Medium-Answer Questions (5 Marks Each)

Q17: Explain Maslow’s Hierarchy of Needs Theory and its application in the
workplace.
A: Maslow’s Hierarchy of Needs Theory proposes that human needs are arranged
in five levels: physiological (e.g., food, shelter), safety (e.g., job security), social
(e.g., teamwork), esteem (e.g., recognition), and self-actualization (e.g., personal
growth). Lower needs must be satisfied before higher needs motivate behavior.
In the workplace, organizations can apply this by:
– Providing fair salaries to meet physiological needs.
– Ensuring job security for safety needs.
– Fostering team collaboration for social needs.
– Offering recognition for esteem needs.
– Providing challenging roles for self-actualization.
This approach aligns employee motivation with organizational goals.
Q18: Discuss Herzberg’s Motivation-Hygiene Theory with examples.
A: Herzberg’s Motivation-Hygiene Theory distinguishes between hygiene fac-
tors and motivators. Hygiene factors (e.g., salary, company policies, working
conditions) prevent dissatisfaction when adequate but do not motivate when
present. Motivators (e.g., achievement, recognition, responsibility) drive moti-
vation when present. For example:
– A competitive salary (hygiene factor) prevents dissatisfaction but may not
inspire high performance.
– Receiving praise for a successful project (motivator) encourages employees
to take initiative.
Organizations must address hygiene factors and provide motivators to enhance
employee engagement.

4
Q19: Describe Alderfer’s ERG Theory and how it differs from Maslow’s the-
ory.
A: Alderfer’s ERG Theory condenses Maslow’s five needs into three: Existence
(basic material needs), Relatedness (social relationships), and Growth (personal
development). Unlike Maslow’s strict hierarchy, ERG allows multiple needs to
be active simultaneously and includes a frustration-regression principle, where
unmet higher needs (e.g., growth) lead to a focus on lower needs (e.g., existence).
For example, if an employee cannot achieve growth through challenging tasks,
they may focus on securing a higher salary (existence). This flexibility makes
ERG more adaptable to workplace dynamics.
Q20: Explain Vroom’s Expectancy Theory and its relevance to motivation.
A: Vroom’s Expectancy Theory states that motivation depends on three factors:
Expectancy (effort leads to performance), Instrumentality (performance leads
to rewards), and Valence (value of rewards). Motivation is calculated as Ex-
pectancy × Instrumentality × Valence. For example, an employee will work
harder if they believe effort improves performance (expectancy), performance
leads to a bonus (instrumentality), and they value the bonus (valence). This the-
ory is relevant as it helps managers design reward systems that align with em-
ployee expectations and goals.

Long-Answer Questions (15 Marks Each)

Q21: Compare and contrast Maslow’s Hierarchy of Needs and Herzberg’s

Motivation-Hygiene Theory, with examples of their application in the work-
place.
A: Maslow’s Hierarchy of Needs Theory proposes that human needs form a
five-level hierarchy: physiological, safety, social, esteem, and self-actualization.
Lower needs must be met before higher needs motivate. For example, offering
a competitive salary meets physiological needs, while providing recognition ful-
fills esteem needs. Herzberg’s Motivation-Hygiene Theory divides job factors
into hygiene factors (e.g., salary, policies) that prevent dissatisfaction and moti-
vators (e.g., achievement, recognition) that drive motivation. For instance, a safe
workplace (hygiene factor) prevents dissatisfaction, but a promotion (motivator)
inspires effort.
Similarities:
– Both emphasize fulfilling employee needs to enhance motivation.
– Both recognize the importance of higher-level needs (e.g., esteem in Maslow,
recognition in Herzberg).
Differences:
– Maslow’s theory is a general hierarchy of needs, while Herzberg’s focuses
on job-specific factors.
– Maslow’s needs are sequential, while Herzberg’s hygiene and motivator
factors operate independently.

5
 – Herzberg’s theory suggests hygiene factors alone cannot motivate, unlike
Maslow’s broader approach.
Workplace Application:
– Maslow: A company provides health benefits (safety), team-building events
(social), and skill development programs (self-actualization).
– Herzberg: A company ensures fair policies (hygiene) and offers performance-
based recognition (motivator) to boost engagement.
By combining both, organizations can address basic needs and provide motiva-
tors to enhance performance and satisfaction.
Q22: Discuss Vroom’s Expectancy Theory and McClelland’s Theory of Needs,
explaining their implications for motivating employees in organizations.
A: Vroom’s Expectancy Theory posits that motivation depends on Expectancy
(effort leads to performance), Instrumentality (performance leads to rewards),
and Valence (value of rewards). For example, an employee will work harder if
they believe effort improves sales targets (expectancy), achieving targets earns a
bonus (instrumentality), and they value the bonus (valence). McClelland’s The-
ory of Needs focuses on three learned needs: achievement (nAch), affiliation
(nAff), and power (nPow). For instance, an employee with high nAch seeks chal-
lenging projects, while one with high nAff values teamwork.
Implications for Motivation:
– Vroom’s Theory: Managers must ensure employees believe effort leads to
performance (e.g., provide training), performance leads to rewards (e.g.,
clear reward systems), and rewards are valued (e.g., personalized incen-
tives). This enhances motivation by aligning expectations with outcomes.
– McClelland’s Theory: Organizations can tailor motivation strategies to em-
ployee needs. High nAch employees thrive with challenging goals, nAff em-
ployees benefit from collaborative environments, and nPow employees ex-
cel in leadership roles.
Workplace Example:
– Vroom: A sales team is motivated by a clear commission structure (instru-
mentality) and training to improve skills (expectancy), with bonuses tai-
lored to individual preferences (valence).
– McClelland: A project manager with high nPow is motivated by leading
a team, while an employee with high nAff is motivated by team-building
activities.
By applying both theories, organizations can design targeted motivation strate-
gies, improving performance and engagement.

6
Multiple-Choice Questions (MCQs)

1. What is motivation in organizational behaviour?

a) The process of setting organizational goals
b) The process of initiating and sustaining effort toward goals
c) The measurement of employee performance
d) The study of group dynamics
Answer: b)
2. Which need is at the base of Maslow’s hierarchy?
a) Esteem
b) Physiological
c) Social
d) Self-actualization
Answer: b)
3. McGregor’s Theory X assumes employees are:
a) Self-motivated
b) Lazy and need control
c) Creative and responsible
d) Focused on growth
Answer: b)
4. In Herzberg’s theory, which is a hygiene factor?
a) Achievement
b) Recognition
c) Salary
d) Responsibility
Answer: c)
5. Alderfer’s ERG Theory includes which need?
a) Physiological
b) Relatedness
c) Esteem
d) Safety
Answer: b)
6. McClelland’s need for affiliation refers to:
a) Desire to excel
b) Desire for relationships
c) Desire for control
d) Desire for security
Answer: b)
7. In Vroom’s Expectancy Theory, valence refers to:
a) Effort leading to performance
b) Performance leading to rewards
c) Value of rewards
d) Organizational goals
Answer: c)

7
 8. What does the frustration-regression principle in ERG Theory suggest?
a) Higher needs motivate first
b) Unmet higher needs lead to focus on lower needs
c) All needs are met simultaneously
d) Needs are independent
Answer: b)
9. Which theory assumes employees seek responsibility?
a) Theory X
b) Theory Y
c) ERG Theory
d) Expectancy Theory
Answer: b)
10. Herzberg’s motivators include:
a) Company policies
b) Working conditions
c) Recognition
d) Salary
Answer: c)
11. In Maslow’s theory, social needs include:
a) Job security
b) Team relationships
c) Personal growth
d) Recognition
Answer: b)
12. Vroom’s Expectancy Theory formula is:
a) Motivation = Effort + Performance
b) Motivation = Expectancy × Instrumentality × Valence
c) Motivation = Achievement + Affiliation
d) Motivation = Needs + Goals
Answer: b)
13. McClelland’s need for power focuses on:
a) Interpersonal relationships
b) Achieving goals
c) Influencing others
d) Job security
Answer: c)
14. Which need in ERG Theory corresponds to Maslow’s self-actualization?
a) Existence
b) Relatedness
c) Growth
d) Safety
Answer: c)
15. Theory Y managers encourage:
a) Strict control

8
 b) Employee creativity
c) Punishment-based motivation
d) Rigid policies
Answer: b)
16. In Herzberg’s theory, poor hygiene factors lead to:
a) High motivation
b) Job dissatisfaction
c) Self-actualization
d) Team collaboration
Answer: b)
17. What motivates an employee with high nAch in McClelland’s theory?
a) Social relationships
b) Challenging goals
c) Leadership roles
d) Job security
Answer: b)
18. In Vroom’s theory, instrumentality refers to:
a) Effort leading to performance
b) Performance leading to rewards
c) Value of rewards
d) Organizational policies
Answer: b)
19. Maslow’s esteem needs include:
a) Food and shelter
b) Recognition and respect
c) Team relationships
d) Job security
Answer: b)
20. Which theory allows multiple needs to be active simultaneously?
a) Maslow’s Hierarchy
b) Herzberg’s Theory
c) ERG Theory
d) Theory X
Answer: c)

Tips for Exam Preparation

· Memorize Definitions: Understand motivation and key terms like hygiene

factors, expectancy, and nAch.
· Compare Theories: Be ready to contrast theories (e.g., Maslow vs. Herzberg)
with examples.
· Use Examples: Relate theories to workplace scenarios (e.g., how recogni-
tion motivates).

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· Understand Components: Know the components of each theory (e.g., Vroom’s
Expectancy × Instrumentality × Valence).
· Practice Question Types: Use MCQs for quick recall, 5-mark questions for
concise explanations, and 15-mark questions for detailed comparisons.

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