05_Organizational Psych: Overview and Motivation

Question 1

Scientific management:

Taylor’s Primary motivating factor

Answer 1

Individuals are driven by economic self-interest

Money = most effective motivator

Question 2

Human Relations Movement (Mayo):

Overview

Answer 2

Greater emphasis on worker needs, motives, and relationships

Identified the “Hawthorne effect”

Question 3

Hawthorne effect:

Overview

Answer 3

Research phenomenon: job performance improved as a result of participating in the research study

Productivity increased regardless of changes were made in work environments

Question 4

Mayo:

Informal Workgroup Norms

Answer 4

Production above or below the informal norm results in social pressure to conform

Rate busters = workers who produce too much

Chiselers / Just lazy = coworkers who produce too little

Question 5

Determinants of MacGregor’s Theory X and Theory Y Management styles

Answer 5

Based managers’ assumptions of employee characteristics

Question 6

Beliefs of Theory X Managers

Answer 6

Employees dislike work and avoid it whenever possible

Employees must be directed and controlled

Question 7

Beliefs of Theory Y Managers

Answer 7

Work is as natural as play

Employees are capable of self-control and self-direction

Question 8

Relationship Between Motivation and Performance

Answer 8

High motivation alone does not lead to high performance

Question 9

Performance Equation

Answer 9

Ability + Motivation + Environment

Question 10

Maslow’s five basic instinctual needs

Answer 10

Physiological

Safety

Social

Esteem

Self-actualization

Question 11

Maslow’s Need-Hierarchy Theory of Motivation:

Pre-potent motivators

Answer 11

Needs are arranged in a hierarchy

Each need acts as a motivator only when lower needs are met (prepotent)

*Self-actualization is ongoing, the only need that is never completely met

Question 12

Criticisms of Maslow’s Need-Hierarchy Theory

Answer 12

Needs are not always activated in the order described

Unfulfilled needs, especially psychological needs, take precedence over other needs

Question 13

Maslow’s needs rated highest by Managers

Answer 13

Esteem

Self-actualization

Question 14

ERG Theory (Alderfer):

Three Needs

Answer 14

Existence

Relatedness

Growth

[*More empirically supported than need-hierarchy theory]

Question 15

Need Theory:

McClelland used thematic apperception tests to identify these 3 needs that underlie job motivation

Answer 15

Need for achievement

Need for power

Need for affiliation

Question 16

High need for achievement:

Employee Characteristics

Answer 16

Prefer Moderate difficulty tasks and risk

Prefer to assume personal responsibility rather than delegate work

*Less suitable for management positions

Question 17

High need for achievement employees:

Preferred feedback

Answer 17

Frequent and concrete

Monetary rewards viewed as feedback and recognition
*not primary motivation

Question 18

Herzberg’s Two-Factor Theory of Satisfaction and Motivation:

Overview

Answer 18

Motivator Factors: Higher-level needs

Hygiene Factors: Lower-level needs

Satisfaction and Dissatisfaction are Independent constructs

One can be both satisfied and dissatisfied at the same time

Question 19

Herzberg’s Two-Factor Theory:

Higher-level needs

Answer 19

Opportunities for responsibility, advancement, recognition, and achievement

When fulfilled = Increase job satisfaction and motivation

When unfulfilled =Do not cause dissatisfaction

Question 20

Hertzberg:

Job enrichment

Answer 20

Combining several jobs into a larger job

Employee performs a meaningful unit of work and is given greater responsibility, freedom, and control

*Increases motivation

Question 21

Hertzberg:

Characteristics of individuals who welcome job enrichment

Answer 21

Younger, well-educated

Possess skills needed to perform the enriched job

High need for achievement

Question 22

Job Enlargement vs Job Enrichment

Answer 22

Enrichment = more higher-level tasks, Increases motivation and satisfaction
(vertical loading)

Enlargement = more tasks with more variety
(horizontal loading)

Question 23

Job Enlargement and Satisfaction

Answer 23

Can reduce boredom, but doesn’t impact satisfaction or motivation

Question 24

Locke and the Latham’s Goal-Setting Theory:

Overview

Answer 24

There is a higher motivation to achieve goals that have been consciously accepted and committed to

Question 25

Locke and the Latham’s Goal-Setting Theory:

When Participation in goal setting is necessary

Answer 25

When employees are not likely to accept assigned goals

Question 26

Goal-Setting Theory:

2 characteristics of goals that increase productivity

Answer 26

Specific

Moderately difficulty

Question 27

Goal-Setting Theory:

Relationship between Feedback and productivity

Answer 27

Feedback is crucial!

Goal setting + feedback is superior in improving productivity than either of them alone

Question 28

True or false?

Predictions of goal-setting theory are moderated in a consistent way by age, gender, or culture.

Answer 28

False.

Research shows no significant effects

Question 29

What types of goals are associated with greater goal commitment for people with high need for achievement?

Answer 29

Self-set goals

Question 30

Adams’s Equity Theory:

Overview

Answer 30

Impact of social comparison on motivation

Employees compare ratio input/outcome ratios of others are performing similar jobs

Satisfaction = equal ratios

Question 31

Expectancy Theory:

Three factors that influence motivation

Answer 31

High expectancy (effort = successful performance)

High instrumentality (high rewards)

Positive valence (rewards are valuable)

V-I-E

Question 32

Bandura’s Social-Cognitive Theory emphasizes self-regulation of behavior.

Name the 4 Processes of Self-Regulation

Answer 32

Goal-Setting

Self-Observation

Self-Evaluation

Self-Reaction

Question 33

Social-cognitive Theory:

Positive Self-Reaction

Answer 33

Current behaviors are meeting goals

Question 34

Social-cognitive Theory:

Negative Self-Reaction

Answer 34

Dissatisfaction provides motivation to:

Increase effort

Alter strategies

Modify goals

*Or abandon the activity