Assessment 7: Two-Factor Profile On Page W 40

Assessment 7 Two Factor Profile On Page W 40assessment 21 Organizat

Assessment 7: Two-Factor Profile on page W-40. Assessment 21: Organizational Design Preference on page W-52. Assessment 22: Which Culture Fits You on page W-53. Experiential Exercise 4: What Do You Value in Work on page W-56 (complete number 1). Experiential Exercise 14: Job Design Preferences on page W-66 (complete number 1—left column). Experiential Exercise 15: My Fantasy Job on page W-67 (complete numbers 1 and 2). Experiential Exercise E: Internal/External Motivators Questionnaire on page W-94 (complete numbers 1–5).

Paper For Above instruction

The series of assessments and experiential exercises outlined above collectively aim to deepen understanding of individual preferences, motivations, and perceptions related to organizational behavior and personal career development. This comprehensive approach offers valuable insights into how individuals align with various organizational structures, cultures, and roles, which is essential for both personal growth and organizational effectiveness.

Starting with the Two-Factor Profile on page W-40, this assessment typically explores the motivational factors that influence employee satisfaction and performance. It distinguishes between factors that cause job satisfaction and those that cause dissatisfaction, aligning closely with Herzberg’s Two-Factor Theory. Understanding these elements helps individuals recognize what enhances or hinders motivation in their professional lives, providing a foundation for personal development and better workplace engagement.

Assessment 21 on page W-52 shifts focus to organizational design preferences. This exercise encourages participants to reflect on different organizational structures—such as hierarchical, flat, or matrix—and identify which aligns best with their working style and values. Recognizing personal preferences aids in career planning and helps organizations design workplaces that optimize employee satisfaction and productivity.

Assessment 22, described as "Which Culture Fits You" on page W-53, involves identifying organizational cultures—be it clan, adhocracy, market, or hierarchy—that resonate most with an individual's values and behaviors. This assessment emphasizes the importance of cultural fit for job satisfaction and long-term commitment, guiding individuals toward environments where they can thrive.

Experiential Exercise 4 titled "What Do You Value in Work" on page W-56, focuses on personal work values. Completing this exercise reveals what individuals prioritize in their professional lives—such as autonomy, recognition, or meaningful work—and informs career decisions aligned with core motivations.

Experiential Exercise 14, "Job Design Preferences" on page W-66, involves exploring specific aspects of job roles that individuals find most fulfilling. Completing the left column for question 1 helps identify preferred job characteristics, which can guide career development and potential role modifications.

In Experiential Exercise 15, titled "My Fantasy Job" on page W-67, participants articulate their ideal or dream job by completing two specific questions. This exercise fosters self-awareness, helping individuals clarify their aspirations and visualize ideal career paths.

Finally, Experiential Exercise E, "Internal/External Motivators Questionnaire" on page W-94, involves evaluating personal motivators—what internally drives oneself versus external influences. Completing questions 1 through 5 provides insights into factors that sustain motivation and can inform strategies for enhancing engagement and satisfaction.

Collectively, these assessments and exercises generate rich personal and organizational insights, enabling individuals to align their motivations, values, and preferences with suitable organizational environments and career paths. For organizations, understanding these individual differences supports better talent placement and development initiatives—ultimately fostering more engaged, satisfied, and productive employees.

References

  • Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. John Wiley & Sons.
  • Smith, P. C., Kendall, L. M., & Hulin, C. L. (1969). The Measurement of Satisfaction in Work and Retirement. Rand McNally.
  • Robbins, S. P., & Coulter, M. (2018). Management (14th ed.). Pearson.
  • Hofstede, G. (1998). Masculinity and Femininity: The Taboo Dimension of National Cultures. Sage Publications.
  • Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.
  • Hackman, J. R., & Oldham, G. R. (1976). Motivation Through Design of Work: Test of a Theory. Organizational Behavior and Human Performance, 16(2), 250–279.
  • Hersey, P., & Blanchard, K. H. (1969). Management of Organizational Behavior: Utilization of Human Resources. Prentice-Hall.
  • Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705–717.
  • Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-Determination in Human Behavior. Springer Science & Business Media.
  • Greenberg, J., & Baron, R. A. (2003). Behavior in Organizations. Pearson Education.

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