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NEW QUESTION: 1
Users can log in to the BMU self-service page through eSpace Desktop to schedule conferences.
A. FALSE
B. TRUE
Answer: B

NEW QUESTION: 2
Which of these is NOT an example of a Carbon Offsetting scheme?
A. Supplying new solar cookers in Indonesia.
B. Providing new for old car tyres in the United Kingdom.
C. Making electricity from landfill in South Africa.
D. Generating hydropower without dams in Fiji.
Answer: B

NEW QUESTION: 3
Drag the requirements from the left onto the correct policy types on the right.

Answer:
Explanation:

NEW QUESTION: 4
Which of the following theories describes the statement below?
"It states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction."
A. Expectancy theory
B. Herzberg's theory
C. Ouchi's Theory Z
D. McGregor's X and Y
Answer: B
Explanation:
Explanation/Reference:
Explanation:
Answer option A is correct.
Herzberg's Motivation-Hygiene Theory, also known as Two Factor Theory, was developed by Frederick Herzberg, a psychologist who found that job satisfaction and job dissatisfaction acted independently of each other. Two Factor Theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. Two Factor Theory distinguishes between the following:
Motivators (e.g. challenging work, recognition, responsibility) which give positive satisfaction, arising

from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth.
Hygiene factors (e.g. status, job security, salary and fringe benefits) which do not give positive

satisfaction, although dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects, such as company policies, supervisory practices, or wages/salary.
Essentially, hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed in order to motivate an employee to higher performance, Herzberg also further classified our actions and how and why we do them, for example, if you perform a work-related action because you have to, then that is classed as movement, but if you perform a work-related action because you want to, then that is classed as motivation.
Answer option B is incorrect. Ouchi's Theory Z, also known as the Japanese management style, believes in participative management. The organization is more of a familiar environment, and the organization strives for lifelong employment. Theory Z is the name applied to two competing management theories. In contrast to Theory X, which stated that workers inherently dislike and avoid work and must be driven to it, and Theory Y, which stated that work is natural and can be a source of satisfaction when aimed at higher order human psychological needs, Theory Z focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job.
According to Ouchi, Theory Z management tends to promote stable employment, high productivity, and high employee morale and satisfaction.
Answer option C is incorrect. McGregor's X and Y theory describes the project team members and their behavior on the project and how management responds.
Answer option D is incorrect. Expectancy theory is about choice. It explains the processes that an individual undergoes to make choices. In organizational behavior study, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management. Expectancy theory predicts that employees in an organization will be motivated when they believe that:
putting in more effort will yield better job performance

better job performance will lead to organizational rewards, such as an increase in salary or benefits

these predicted organizational rewards are valued by the employee in question.

In order to enhance the performance-outcome tie, managers should use systems that tie rewards very closely to performance. Managers also need to ensure that the rewards provided are deserved and wanted by the recipients. In order to improve the effort-performance tie, managers should engage in training to improve their capabilities and improve their belief that added effort will in fact lead to better performance.
Reference: "Project Management Body of Knowledge (PMBOK Guide), Fourth edition" Chapter: Communications and Human Resources Objective: Team Building