Question

28. Adams‟ equity theory 29. Herzberg‟s factor theory 30. Maslow‟s hierarchy of needs theory 31. McGregor‟s Theories X and Y 32. Vroom‟s expectancy theory a. Applies the insights of the Hawthorne studies to propose a working environment that uses people‟s creativity and sense of work as fulfilling in and of itself; b. Not all actions geared towards meeting people‟s needs motivate people; c. People‟s effort will depend on the ratio between their rewards and those of other members of the organization; d. Peoples‟ psychological needs are predictable and orderly; e. Proposes a model of how individuals uniquely will exert effort in their employment.

Answer 1

28. Adams‟ equity theory - c. People‟s effort will depend on the ratio between their rewards and those of other members of the organization.

Herzberg‟s factor theory - b. Not all actions geared towards meeting people‟s needs motivate people.

Maslow‟s hierarchy of needs theory - d. Peoples‟ psychological needs are predictable and orderly.

McGregor‟s Theories X and Y - a. Applies the insights of the Hawthorne studies to propose a working environment that uses people‟s creativity and sense of work as fulfilling in and of itself.

Vroom‟s expectancy theory - e. Proposes a model of how individuals uniquely will exert effort in their employment.

Step-by-step explanation:

Adams' equity theory (Option c) posits that people's effort in the workplace is influenced by their perception of fairness in the ratio between their rewards and those of their colleagues. This theory aligns with the concept that employees seek a balance between their inputs and outputs, emphasizing the importance of perceived equity in motivation.

Herzberg's factor theory (Option b) suggests that not all actions aimed at meeting people's needs serve as motivators. According to Herzberg, certain factors, such as job satisfaction and motivation, are influenced by different sets of conditions, indicating that fulfilling basic needs alone may not necessarily motivate individuals.

Maslow's hierarchy of needs theory (Option d) asserts that people have predictable and orderly psychological needs arranged in a hierarchy. This theory implies that individuals progress through stages of needs, from basic physiological requirements to higher-level psychological needs, influencing their motivation and behavior.

McGregor's Theories X and Y (Option a) draw insights from the Hawthorne studies, proposing a working environment that taps into people's creativity and a sense of work as fulfilling in itself. This theory contrasts the traditional Theory X, which assumes employees dislike work and need external control, with Theory Y, suggesting that employees can find work fulfilling and are motivated intrinsically.

Vroom's expectancy theory (Option e) proposes a model where individuals uniquely exert effort in their employment based on the expectation that their efforts will lead to desired outcomes. This theory underscores the importance of the perceived link between effort, performance, and rewards in motivating individuals.