Chapter 14: Motivating others to change

1. Guest et al. (1996) referred to an unwritten set of expectations between all organization members and those who represent the organization. Which of the following is NOT an expectation that organizations may have about their employees?

To be loyal To keep trade secrets To put the organization’s interests above their personal interests To work hard and do their best for the organization

2. Van Dam (2005) found that employees who reported high job satisfaction were ____________ change than those who were less satisfied.

more inclined to support more reluctant to more unsettled by in need of more communication about

3. Which four reasons did Kotter and Schlesinger (1979) identify for why organizational members might attempt to modify or resist a proposal for change?

Low trust; low tolerance for change; different assessments; parochial self-interest Low tolerance for change; old age; different assessments; parochial self-interest Different assessments; parochial self-interest; preference for problems over solutions; low trust Low trust; low tolerance for change; similar assessments; parochial self-interest

4. ‘Persuasive’ strategies __________________________ to educate people about the need for change.

present passionate arguments use biased messages involve people in the collection of information blame certain factors

5. Kotter and Schlesinger (1979) suggest that when fear and anxiety lie at the heart of resistance, an effective approach to motivating change is to offer facilitation and support. Which of the following is NOT an example of this?

The provision of training in new skills Giving time off after a demanding period Listening and providing emotional support Sending employees adverts for similar jobs to apply

6. Which of the following is a disadvantage of the negotiation approach to motivating people to change?

Those who may have been content to go along with the change may see the possibility of improving their lot People may view the negotiating strategy as cynical and become more resistant to change The approach decreases employee dedication to the organization People may feel ‘tricked’ into supporting the change

7. Seijts and Latham (2012) argue that attractive goals can have several effects. Which of the following is NOT something which they identify as being affected?

Priorities Effort Persistence All of the above

8. Stakeholder motivation is influenced by their expectations about the likelihood that they will actually receive valued outcomes in practice. Expectancy theory focuses attention on two expectancies about the future. Which of the following is an example of one of these expectancies?

Effort to performance expectancy Performance to effort expectancy Effort to outcome expectancy Commitment to performance expectancy

9. Which of the following is NOT an outcome that could be important to stakeholders?

Openness/sharing Location Employee personalities Security

10. Employees may resist change when they fear that their competencies may not be relevant in the changed situation. Which of the following is unlikely to reduce resistance from this source?

Considering possibilities for redeploying people to roles that will better utilize existing competences Involving people in identifying possibilities for redeployment Threatening to dismiss people who are reluctant to do whatever is necessary to develop required competencies Providing training to develop more relevant competences

11. There will be less resistance (and more support) in those situations where stakeholders feel they are being treated _________________, that is, their net benefits (or losses) compared to those enjoyed by comparable others.

better than others equitably relative to others with more respect than others as more knowledgeable than others

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