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Commerce & Accountancy 2022 Paper II 50 marks Explain

Paper II — Q3

(a) Explain, with the help of the expectancy theory, why a lot of workers are not motivated on their jobs and do only the minimum…

(a) Explain, with the help of the expectancy theory, why a lot of workers are not motivated on their jobs and do only the minimum necessary to get by. (20 marks) (b) "Organizational culture is the set of assumptions, beliefs, values and norms which are shared by an organization's members." Explain. Discuss the positive and negative impacts of organizational culture. (6+7+7=20 marks) (c) Critically examine the Freudian stages of personality development. (10 marks)

हिंदी में प्रश्न पढ़ें

(a) प्रत्याशा सिद्धान्त की सहायता से स्पष्ट कीजिए कि क्यों अधिकतर श्रमिक अपने कार्यों पर अभिप्रेरित नहीं होते हैं तथा वे सिर्फ न्यूनतम आवश्यक कार्य करते हैं। (20 अंक) (b) "संगठनात्मक संस्कृति मान्यताओं, विश्वासों, मूल्यों तथा मानकों का वह समूह है, जो संगठन के सदस्यों द्वारा साझा किए जाते हैं।" स्पष्ट कीजिए। संगठनात्मक संस्कृति के सकारात्मक एवं नकारात्मक प्रभावों की विवेचना कीजिए। (6+7+7=20 अंक) (c) व्यक्तित्व विकास की फ्रायडियन अवस्थाओं का आलोचनात्मक परीक्षण कीजिए। (10 अंक)

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Directive word: Explain

This question asks you to explain. The directive word signals the depth of analysis expected, the structure of your answer, and the weight of evidence you must bring.

See our UPSC directive words guide for a full breakdown of how to respond to each command word.

How this answer will be evaluated

Approach

The question demands explanation (for a and b) and critical examination (for c). Allocate approximately 40% of time and content to part (a) given its 20 marks, 40% to part (b) which also carries 20 marks, and 20% to part (c) with 10 marks. Structure with a brief introduction linking motivation, culture and personality as interconnected OB concepts, then address each sub-part sequentially with clear sub-headings, and conclude by synthesizing how these three dimensions collectively shape organizational effectiveness.

Key points expected

  • Part (a): Clear exposition of Vroom's Expectancy Theory with its three components—Expectancy (E), Instrumentality (I), and Valence (V)—and how breakdown in any component leads to minimal effort
  • Part (a): Application showing why workers do 'minimum necessary': low E-I-V perceptions, weak performance-reward link, or negative valence for outcomes
  • Part (b): Explanation of organizational culture definition with Schein's three levels (artifacts, espoused values, basic assumptions) or similar framework
  • Part (b): Positive impacts: enhanced commitment, coordination, control, and competitive advantage through strong culture (citing Indian examples like Tata or Infosys)
  • Part (b): Negative impacts: resistance to change, groupthink, cultural clash in M&As, and stagnation (citing Satyam or Kingfisher Airlines)
  • Part (c): Critical examination of Freud's five psychosexual stages—oral, anal, phallic, latency, genital—with fixation concepts
  • Part (c): Critical evaluation: lack of empirical validation, overemphasis on sexuality, cultural bias, but acknowledgment of influence on personality studies and organizational behavior
  • Integration: Brief connection showing how personality (c) affects motivation (a) and culture fit (b) in organizational settings

Evaluation rubric

DimensionWeightMax marksExcellentAveragePoor
Demand-directive understanding20%10For (a), explains Expectancy Theory with E-I-V formula and applies it precisely to 'minimum effort' phenomenon; for (b), distinguishes between explaining the definition and discussing impacts as separate tasks; for (c), demonstrates 'critical examination' by evaluating strengths and limitations, not merely describing stagesCovers all three parts but treats (b) as single discussion rather than structured explain-then-discuss; describes Freudian stages without critical evaluation; basic E-I-V mention without application to worker behaviorMisinterprets directives—describes when explanation needed, or explains when critical examination required; conflates parts (a) and (b); omits critical dimension entirely for part (c)
Content depth & accuracy25%12.5Accurate mathematical representation of Motivational Force = Expectancy × Instrumentality × Valence; correct sequencing of Freudian stages with age ranges; cites seminal theorists (Vroom, Schein/Hofstede for culture, Freud) with precise conceptual boundariesCorrect core concepts but minor errors in formula presentation or stage sequencing; mentions culture theorists without specifying contributions; superficial treatment of fixation in Freudian theoryFundamental errors—confuses Expectancy Theory with Equity or Goal-Setting Theory; misorders Freudian stages; conflates organizational culture with climate or structure; significant factual inaccuracies
Structure & flow20%10Clear tripartite structure with explicit headings (a), (b), (c); within (b), distinct sub-sections for explanation, positive impacts, and negative impacts; logical progression from individual motivation (a) to group culture (b) to personality foundation (c); effective signposting and transitionsAll parts present but (b) lacks clear internal segmentation; some overlap between explanation and discussion; adequate paragraphing but weaker transitions between theoretical frameworksUndifferentiated wall of text; missing sub-part (c) or severe imbalance; random organization without thematic progression; no headings or clear part identification
Examples / case-law / data20%10For (a), concrete workplace scenarios showing E-I-V breakdown (e.g., IT sector employees perceiving appraisal bias); for (b), Indian corporate examples—Tata's ethical culture, Infosys's C-LIFE values, or negative cases like Satyam's culture of deception; for (c), application of fixation to adult work behaviors (e.g., anal-retentive perfectionism in accountants)Generic or Western examples only (Microsoft, Google); mentions Indian companies without specific cultural attributes; limited application of Freudian concepts to organizational behaviorNo examples whatsoever; irrelevant examples (confusing motivation theories); fabricated or clearly incorrect case references; examples that contradict the theory being explained
Conclusion & analytical edge15%7.5Synthesizes three sub-parts into coherent argument about managing human resources—showing how personality foundations (c) shape individual motivation patterns (a) which interact with organizational culture (b); offers prescriptive insight for HR managers; acknowledges contemporary relevance and limitations of classical theoriesBrief summary of main points without true synthesis; restates introduction; limited forward-looking or managerial implications; treats three parts as isolated rather than interconnectedNo conclusion; abrupt ending; or conclusion that introduces entirely new unsubstantiated claims; purely descriptive closing without analytical integration

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