Please follow the instructions and do not use step by step.(LONG AND CLEAR ANSWER PLEASE)

1.Consider the five core job characteristics (variety, identity, significance, autonomy, and feedback). Do you think that any one of those characteristics is more important than the other four? Is it possible to have too much of some job characteristics? (Min words 150-200)

2. If you managed people in an organization in which there were lots of hindrance stressors, what actions would you take to help ensure that your employees coped with the stressors using a problem-focused (as opposed to emotion-focused) strategy? (Min words 200-300)

Ed Bastian's prouiv-sharing formula stands as abe of his biggest legacies. Originally, the formula gave employess 10 percent of Delta's first $2.5 billion in pretax profits. They would then eam 20 percent of the profits beyond that $2.5 bilson. Later, manapement brokered a deal with its flight attendants mechanies, and customerfacing employees to trade a krwer share af the proits For a sizable increase in base pay. Delta's pilots-who are unionized-rejected that deal, however. After a particularly provitable ye2r in 2013, Delta wound up giving all of its employees ibe increase in base pay as well as using the original 10 percent and 20 pereent formulas. As Bastion nated at a recent Velvet, "Wo'll deliver oeer $1 billion to you in profit sharing on Valentine's Day for the fifth year in a row, " It is those kinds of oompensation events that alkow Delta employees to eari an average of 5 perent more than employees at Amenicas of United Continental. Such high compensation levels can have a number af motivational benefits. For example, they eive Delta employpes a sease of nccomplishment and jab security-especially with an employer that was coevatly bankfuph. They also provibe a sense of occupational equity, given that employces are so much berter off than peers at other airlines. A drawback of profiesharing, however, is that ir depends on so mokh more than employees' collective efforts or job performance. For example Della's inestments in plane and terminal upgrades have constraintd profit levels, as has a recent thee in fuel cost5. And the increases in base ow have created their own drag on profit levels. It's eisy for employees to stay motivated wacn each year is as licrative as the last one-or even more so. But what if things slow domn, or even reverso? To Bistian, the task becemes twofold. First, be needs to find the "sweet spot" for monctary inventises sa that they an cantimue ta motivale without becoming ton expensive 4 In the pas CHAPTEA 6 Mutinainac bouple of yearx," he notes, "we had a lot of cost inflation ... in part heczuse we still needed to catch op on labor froen the bie culs fotlowing our bankruptey ... But now we re cauglat up. . His plan, maving fornard, is to modulate base pay inereases to the growth in the U.S. economy when accounting for inflution-a fleure that is 4,5 percent ar the time of this writing. Second, be needs to lind bew strategies for growitg revenue at the company. Although suct strategies are the realm of a different course, their success will affect Delta's ability to motivate its emplayes. 6.1 Which motivational theories does Delta appear to be leveraging in its approkct to motivation? 6.2 Pieture being an emplogee of Delta durine the period whete the company transitioned intoand out of-bankruptcy. What motivational implications would that experience have, and liow long would they last? 6.3 Which do you think is most motivational for Delta's employees? Their high base pay, their generoas profit sharing, or a CFO who is so accessible and communicative? - Sorive masatice Exercise: Explaining Pay Differences The purpase of this evercise is to demonstrate how compensation can he used to influence moti vation. This exercise uses groups, so your instructor will either assign you to a group or ask you to create your own group. The exercise has the following steps: 6.1 Read the following scetarioc Caris Clements and Pat Paltner are both computef programmers working for the same Fortune 500 company. One day they found nat that Chris earns $60,820 jer year. while Pat earns $72,890. Chris was surprised and said, '1 can't think of amy reason why we should be paid so differently." "T can think of at least 10 rencnos," Pat respunded. Can you, like Pat, think of at least 10 reasons that could cause this cifference in salary between two people? These reasons can be legal or illegal, wise or urwise. 6.2 Going around the group from member to member, generate a list of 10 conceivable reasons why Pat may he earning more than Chris. Rememher, the reasons can he legal or illegal, aise or unwise. 6.3 Cansider whether the theories discassed in the chapler-expectancy theory, goal setting theary equity theory, and psychological empowerment-are relevint to the list of reasans yoitve generated. Maybe one of the theuries supports the wisdom of a given reason. For example. maybe Pat's job is more difficult than Chris's jab. Equity theory would support the wisdom of that reason because jah difficulty is a relevant input. Mayhe sne of the theories questions the wisdom of a given reason. For example, maybe Clitis's boss believes that salary increases are a poor use of limiled financial resources. Expectancy theory would question the wisdom of that reason because that philosophy harms instrumentality. 6.4 Elect a group member to write the group's 10 reasons on the board. Then indicate which thenries are relewant to the various reasans by writing one or more of the following abbreviations next to a given reason: EX for expectancy theary, GS for goal setting thenry, FQ for equity theory, and PE for psychological empowerment. 6.5 Class discussion (wherher in gmoups or as a class) should center on which theories seem most relevant to the polenlial reasons for the pay Jifferences between Chris and Pat. Are there some potential reasons that don't seem relevant to any of the four theories? Do those reasons tend to be legal or illegal, mise or unwise