1. If the model of performance-enhancement methods encapsulated in Figure 5.1 is valid, Barcelona's top managers believe that employees can potentially be motivated to enhance performance. Judging from the video, which perspective on motivation do you think they prefer-need, process, or learning based? Why?
2. Given this preference, what forms of potential for motivated behavior do you think that they prefer to focus on? Which methods of enhancing performance-job design, employee participation, etc.-are they most likely to use?
3. Would the top managers at Barcelona be averse to applying the criteria of job characteristics theory to their policies and practices for motivating employees? Think about each criterion-experienced meaningfulness of the work, experienced responsibility for work outcomes, and knowledge of results-separately as well as collectively.
4. Do top managers at Barcelona appear to encourage participation as a motivational strategy, at least for some employees? Consider the specific factors in the chapter's definition of empowerment-setting goals, making decisions, and solving problems. In what ways does this definition help to explain the approach to empowerment in Barcelona? In what ways do Barcelona's top managers appear to play variations on these factors?