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PSYIND2 > 05 Motivation > Flashcards

05 Motivation Flashcards

1
Q

3 important components of motivation

A
  • direction
  • intensity
  • persistence
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2
Q

This refers to the amount of effort a person puts forth

A

intensity

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3
Q

This refers to the length of time a person sticks with a given action

A

persistence

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4
Q

This refers to an individual’s choice when presented with a number of possible alternatives

A

direction

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5
Q

2 categories of motivation theories

A
  • content theories

- process theories

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6
Q

Content theories focus on (blank) needs

A

individual needs

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7
Q

Process theories focus on (blank)

A

cognitive

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8
Q

5 theories that fall under content theories

A
  • Maslow’s hierarchy of needs
  • Alderfer’s ERG theory
  • McClelland’s acquired needs theory
  • 4-drive theory
  • Herzberg’s 2-factor theory
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9
Q

2 types of rewards

A

intrinsic and extrinsic rewards

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10
Q

These are rewards that do not require the participation of another person or source

A

intrinsic rewards

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11
Q

These are rewards that are given by some other person or source

A

extrinsic rewards

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12
Q

A theory of motivation concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation

A

self-determination theory (SDT)

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13
Q

A version of SDT that holds that allocating extrinsic rewards for behavior that had been previously intrinsically motivating tends to decrease the overall level of motivation

A

cognitive evaluation theory

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14
Q

The cognitive evaluation theory holds true if (blank)

A

if the rewards are seen as controlling

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15
Q

Intrinsic motivation = (blank) of work

Extrinsic motivation = (blank) of work

A

intrinsic = quality

extrinsic = quantity

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16
Q

This states that a high-probability behavior can be used to reinforce a low-probability behavior

A

Premack principle

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17
Q

The Premack principle describes the work ethic of this generational group

A

baby boomers

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18
Q

These are hardwired characteristics of the brain that correct deficiencies or maintain internal equilibrium by producing emotions to energize individuals

A

drives

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19
Q

These are motivational forces of emotions channeled to correct deficiencies

A

needs

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20
Q

This theory recognizes that human beings have several hardwired drives

A

Four-Drive Theory

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21
Q

The Four-Drive Theory was proposed by (blank) and (blank)

A

Paul Lawrence and Nitin Nohria

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22
Q

What are these four hardwired drives?

A
  • drive to acquire
  • drive to bond
  • drive to learn
  • drive to defend
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23
Q

This is the drive to seek, take control, and retain objects and personal experiences

A

drive to acquire

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24
Q

This is the drive to form social relations and develop mutually caring commitments

A

drive to bond

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25
Q

This is the drive to satisfy our curiosity, to know and understand ourselves and the environment

A

drive to learn

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26
Q

This is the drive to protect ourselves physically and socially

A

drive to defend

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27
Q

This drive is the foundation of competition

A

drive to acquire

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28
Q

This drive is related to the higher-order needs of growth and self-actualization

A

drive to learn

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29
Q

This drive is probably the first to develop

A

drive to defend

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30
Q

This drive includes relative status and recognition in society

A

drive to acquire

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31
Q

This drive forms social identities by aligning with social groups

A

drive to bond

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32
Q

This drive includes protecting our relationships, acquisitions, and belief system

A

drive to defend

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33
Q

True or False

The four drives are innate but vary per culture

A

false

the four drives are innate and universal

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34
Q

True or False

The manifestation of these drives are interdependent

A

false

the four drives are independent of each other

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35
Q

True or False

The four drives are the ones most salient across cultures; other drives were excluded due to their lack of universality

A

false

the four drives are the complete set

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36
Q

Identify which among the four drives are proactive and reactive

A 
proactive = acquire, bond, learn
reactive = defend
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37
Q

The main advantage of the four-drive theory

A

based on research

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38
Q

The main disadvantage of the four-drive theory

A

far from complete, there could be other drives

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39
Q

2 practical implications of the four-drive theory

A
  • ensure that there are balanced work opportunities to fulfill these drives
  • keep the fulfillment of the drives balanced
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40
Q

The most well-known theory of motivation

A

Maslow’s hierarchy of needs

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41
Q

Physiological, safety, belongingness, and esteem needs are classified as (blank) needs because (blank)

A

deficiency needs, because they become activated when unfulfilled

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42
Q

Self-actualization is a (blank) need because (blank)

A

growth need, because it continues to develop even when fulfilled

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43
Q

3 advantages of Maslow’s hierarchy of needs

A
  • more holistic/integrative
  • more humanistic
  • more positivistic
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44
Q

3 disadvantages of Maslow’s hierarchy of needs

A
  • lacks empirical support
  • people have different hierarchies
  • needs change more rapidly than what the theory suggests
  • wrongly assumed that needs are universally hierarchical
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45
Q

This theory collapses Maslow’s 5 needs into 3

A

ERG theory of motivation

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46
Q

The ERG theory of motivation is proposed by (blank)

A

Clayton Alderfer

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47
Q

The 3 needs of the ERG theory of motivation are (blank)

A
  • existence
  • relatedness
  • growth
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48
Q

This ERG theory of motivation need refers to the desire for physiological and material well-being

A

existence

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49
Q

This ERG theory of motivation need refers to the desire for satisfying interpersonal relationships

A

relatedness

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50
Q

This ERG theory of motivation need reefers to the desire for continued personal growth and development

A

growth

51
Q

This component refers to an already-satisfied lower-level need becoming activated when a higher-level need is not satisfied

A

frustration-regression component

52
Q

The ERG theory of motivation contends that (blank)

A

more than one need may be activated at the same time

53
Q

2 main advantages of the ERG theory of motivation

A
  • allowance for regression

- more flexible

54
Q

The main disadvantage of ERG theory of motivation

A

minimal supporting evidence

55
Q

This theory differentiated two ways of thinking about the motivation of people

A

McGregor’s Theory X and Y

56
Q

According to McGregor’s Theory X and Y, this theory has managers believing that employees inherently dislike work and must be forced to do it

A

Theory X

57
Q

According to McGregor’s Theory X and Y, this theory has managers assuming that employees view work as natural and can learn to accept and even seek responsibilities

A

Theory Y

58
Q

This theory identifies 2 different factors as primary causes of job satisfaction/dissatisfaction

A

Herzberg’s Two-Factor Theory

59
Q

How did Herzberg come up with his theory?

A

by asking employees to report times they felt good about their jobs and times they felt bad about them

60
Q

The two factors of Herzberg

A

hygiene and motivator factors

61
Q

Hygiene factors (blank)

A

placate workers

62
Q

Job dissatisfaction occurs when (blank) are poor

A

hygiene factors

63
Q

To enhance job satisfaction, focus on enhancing (blank) factors

A

motivator factors

64
Q

3 disadvantages of Herzberg’s Two-Factor Theory

A
  • questionable methodology
  • relied on raters to make interpretations who may be biased
  • assumed a relationship between satisfaction and productivity but only studied satisfaction
65
Q

This theory originated from themes identified from the Thematic Apperception Test

A

McClelland’s Acquired Needs Theory

66
Q

3 needs under McClelland’s Acquired Needs Theory

A
  • need for achievement
  • need for affiliation
  • need for power
67
Q

According to McClelland’s Acquired Needs Theory, this need assumes that people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success

A

need for achievement

68
Q

According to McClelland’s Acquired Needs Theory, this need has people seeking approval from others, conforming to their wishes, and avoiding conflict

A

need for affiliation

69
Q

According to McClelland’s Acquired Needs Theory, this need has people wanting to control their environment to benefit themselves or others

A

need for power

70
Q

The main advantage of McClelland’s Acquired Needs Theory

A

research supports his theory that needs can be learned

71
Q

This theory refers to managers needing to make employees feel good about themselves for them to be motivated to perform better in work

A

Korman’s Consistency Theory

72
Q

Korman’s Consistency Theory is concerned about employees’ (blank)

A

self-esteem

73
Q

3 outcomes of employees with high self-esteem

A
  • more motivated
  • better performance
  • higher performance self-rating
74
Q

Self-esteem is the extent to which people view themselves as (blank)

A

valuable and worthy

75
Q

3 types of self-esteem

A
  • chronic
  • situational
  • socially influenced
76
Q

Chronic self-esteem refers to how people view themselves as (blank)

A

as a whole

77
Q

Situational self-esteem refers to how people view themselves in (blank)

A

a particular situation

78
Q

Socially influenced self-esteem refers to how people view themselves based on (blank)

A

the expectations of others

79
Q

[Korman’s Consistency Theory]

This refers to people behaving in ways consistent with their self-image

A

self-fulfilling prophecy

80
Q

[Korman’s Consistency Theory]

This refers to self-expectations resulting in higher levels of performance

A

galatea effect

81
Q

[Korman’s Consistency Theory]

This refers to training supervisors to communicate a feeling of confidence in an employee

A

supervisor behavior

82
Q

[Korman’s Consistency Theory]

This refers to when people believe that something is true, they act in a manner consistent with that belief

A

Pygmalion effect

83
Q

[Korman’s Consistency Theory]

This refers to negative expectations of individuals causing a dip in performance

A

golem effect

84
Q

This theory believes that managers should always try to intervene actively in work situations to meet employees’ expectations of success

A

expectancy theory of motivation

85
Q

This theory posits that motivation is a result of a rational calculation

A

Vroom’s Expectancy Theory

86
Q

Vroom’s Expectancy Theory states that these 3 factors influence motivation

A
  • expectancy
  • instrumentality
  • valence
87
Q

[Vroom’s Expectancy Theory]

This is the probability assigned by a person that work effort will be followed by a given level of achieved task performance

A

expectancy

88
Q

[Vroom’s Expectancy Theory]

This is the probability assigned to a given level of achieved task performance that will lead to various work outcomes

A

instrumentality

89
Q

[Vroom’s Expectancy Theory]

This refers to the value attached by an individual to various work outcomes

A

valence

90
Q

The process of Vroom’s Expectancy Theory

A

indiv effort > indiv performance > org rewards > personal goals

91
Q

[Vroom’s Expectancy Theory]

The probability perceived by the individual that exerting a given amount of effort will lead to a desired performance

A

effort-performance relationship

92
Q

[Vroom’s Expectancy Theory]

The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome

A

performance-reward relationship

93
Q

[Vroom’s Expectancy Theory]

The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual

A

rewards-personal goals relationship

94
Q

Advantage of Vroom’s Expectancy Theory

A

empirically supported

95
Q

Disadvantage of Vroom’s Expectancy Theory

A

decision making is not necessarily rational

96
Q

This theory states that managers should be able to channel the energies of their people towards the attainment of well-stretched goals

A

goal-setting theory of motivation

97
Q

The goal-setting theory states that (blank) lead to higher performance

A

specific and difficult goals with feedback

98
Q

The goal-setting theory of motivation was proposed by (blank)

A

Locke and Latha,

99
Q

Goal-setting potentially improves employees in these two ways

A
  • amplify intensity and persistence of effort

- give employees clearer role perceptions

100
Q

For goal-setting to be effective, goals must have these 3 characteristics

A
  • specific
  • difficult
  • feedback
101
Q

[Goal-setting theory of motivation]

This is a program encompassing specific goals, participatively set, for an explicit time period with feedback on goal progress

A

management by objectives (MBO)

102
Q

[Goal-setting theory of motivation]

This is a goal-setting reward system that translates an org’s vision and mission into specific, measurable performance goals

A

balanced scorecard (BSC)

103
Q

[Goal-setting theory of motivation]

This is a positive organizational behavior approach to coaching and feedback that focuses on building and leveraging employees’ strengths

A

strength-based coaching

104
Q

2 close competitors of money

A

food and sex

105
Q

This theory states that managers should be able to ensure the fair distribution of resources

A

equity theory of motivation

106
Q

This principle states that everyone in the group should receive the same outcomes

A

equality principle

107
Q

This principle states that those with the greatest need should receive more than others

A

need principle

108
Q

This principle states that outcomes should be distributed in proportion to their contribution

A

equity principle

109
Q

This exists when people feel they have received relatively more than others have in proportion to work inputs

A

felt positive inequity

110
Q

This exists when people feel they have received relatively less than others have in proportion to work inputs

A

felt negative inequity

111
Q

This refers to an individual’s outcome/input and preferences and reaction to various outcome/input ratios

A

equity sensitivity

112
Q

This refers to people who are tolerant of situations where they are under-rewarded

A

benevolents

113
Q

This refers to people who want their outcome/input ratio to be equal to that of the comparison other

A

equity sensitives

114
Q

This refers to people who feel more comfortable in situations where they receive proportionately more than others for performing the same work

A

entitleds

115
Q

Advantage of the equity theory of motivation

A

widely studied and successful in predicting situations involving feelings of workplace injustice

116
Q

2 main disadvantages of the equity theory of motivation

A
  • difficult to put into practice

- only accounts some of our feelings of justice

117
Q

An overall perception of what is fair in the workplace

A

organizational justice

118
Q

3 types of organizational justice

A
  • distributive
  • procedural
  • interactional
119
Q

This type of org justice is the perceived fairness of the amount and allocation of rewards

A

distributive justice

120
Q

This type of org justice is the perceived fairness of the processes used to determine the distribution of rewards

A

procedural justice

121
Q

This type of org justice reflects the degree to which people are treated in executing procedures or determining outcomes

A

interactional justice

122
Q

2 types of interactional justice

A
  • informational justice

- interpersonal justice

123
Q

Informational justice refers to the degree to which employees are provided with (blank)

A

truthful explanations for decisions

124
Q

Interpersonal justice refers to the degree to which employees are (blank)

A

trated with dignity and respect

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