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Internal Audit Environment > 11. Managing The Performance Of People > Flashcards

11. Managing The Performance Of People Flashcards

0
Q

List five dimensions impacting on motivation

A 
The individual
The job
The formal organisation
The informal organisation
The environment
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1
Q

In terms of motivation, what are the three generic types of reward that may be important for job satisfaction?

A

Financial (salaries, wages, bonus, etc)
Non-financial rewards (flexi-time, health insurance, etc)
Psychological and social needs (status, networking, etc)

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2
Q

Describe the concept of ‘social loafing’

A

Individuals make less effort to achieve a goal when they work in a group than when they work alone.

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3
Q

How can social loafing be addressed?

A

Make it clear that monitoring is possible at any time.

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4
Q

What are the four assumptions held by Theory X managers?

A

Most people motivated mainly by security
Most people don’t enjoy work and will avoid if possible
Most people prefer to be directed and will avoid responsibility
High degree of coercion needed including monitoring, control, rewards and punishments

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5
Q

What four assumptions are held by Theory Y managers?

A

Most people are happy to work
Most people learn to accept and seek responsibility
Most people capable of applying abilities to address organisational problems
Most people are motivated and committed to working toward goals without need for monitoring

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6
Q

Motivational theories may be used to attempt a — in behaviour

A

Modification

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7
Q

What seven causes of human action were posited by Aristotle?

A

Chance
Nature

Compulsion
Habit

Reasoning
Anger

Appetite

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8
Q

What are the three categories of theories of motivation?

A

Content theories
Process theories
Social influence theories

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9
Q

— theories of motivation explore the satisfaction of various needs

A

Content

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10
Q

— theories of motivation focus on the rational, cognitive processes behind action

A

Process

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11
Q

Starting from the foundational level, what are the five levels of Maslow hierarchy of needs?

A 
Physiological
Safety
Belonging
Esteem
Self-actualisation
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12
Q

According to Maslow’s hierarchy of needs, what might physiological needs include?

A

Food
Warmth
Shelter
Sleep

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13
Q

According to Maslow’s hierarchy of needs, what might safety needs include?

A

Security
Structure
Stability
Freedom from danger

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14
Q

According to Maslow’s hierarchy of needs, what might belonging needs include?

A

Affection
Love
Being part of a group

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15
Q

According to Maslow’s hierarchy of needs, what might esteem needs include?

A

Respect
Status
Responsibility
Self-esteem

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16
Q

According to Maslow’s hierarchy of needs, what does self-actualisation involve?

A

Achieving full potential

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17
Q

What is the basic principle behind Maslow’s hierarchy of needs?

A

That more fundamental needs must be met before higher levels are necessary for motivation.

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18
Q

What kind of motivation theory is Maslow’s hierarchy of needs?

A

It is a content theory

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19
Q

In McClelland’s content theory of motivation, what are the three main groups of motivating factors?

A

Achievers - motivated by need to succeed and excel
Affiliation seekers - motivated by need for harmonious relationships
Power seekers - motivated by power or control over others

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20
Q

By what term is McLelland’s content theory of motivation often known?

A

Acquired Needs Theory

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21
Q

According to Herzberg’s content theory of motivation, what five factors are significant in terms of job DIS-satisfaction?

A 
Physical conditions of environment
Working relationships
Policy, administration, rules and procedures
Pay
Monitoring and supervision
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22
Q

According to Herzberg’s content theory of motivation, what five factors are important to job SATISFACTION?

A 
Recognition
Reponsibility
Achievement
Progression
Nature of the work itself
23
Q

According to Herzberg’s theory, by what term are those factors known which FRUSTRATE motivation?

A

Hygiene factors

24
Q

— factors are not sufficient to act as positive motivators, but their absence can lead to demotivation.

A

Hygiene

25
Q

List the four main kinds of process theories of motivation

A

Expectancy theory
Transactional analysis
Equity theory
Goal setting theory

26
Q

What is Vroom’s expectancy theory equation for motivational force?

A

Motivational force = valence x expectancy x instrumentality

27
Q

According to expectancy theory, individuals can be motivated as long as they believe what four things?

A

Clear link between effort and performance
Clear link between performance and reward
Reward is desirable
Value of reward outweighs effort required to achieve it

28
Q

In the expectancy theory equation, what does ‘valence’ mean?

A

The degree to which an employee attaches value to a given reward.

29
Q

In the expectancy theory equation, what does ‘expectancy’ mean?

A

The confidence that individuals have about what they are doing and what they are capable of doing.

30
Q

In the expectancy theory equation, what does ‘instrumentality’ mean?

A

The degree of certainty individuals attach to the relationship between performance and reward.

31
Q

What are the five different motivators or drivers identified by transactional analysis?

A 
Be strong
Be perfect
Hurry up
Please others
Try hard
32
Q

The equity theory of motivation argues that people look for a — — in relationships.

A

Trade-off

33
Q

According to the equity theory of motivation, how do individuals measure whether they are being treated fairly?

A

Compare rewards that they are getting for their inputs to the rewards being received by others.

34
Q

According to the equity theory of motivation what will people do if they feel they are being treated unfairly?

A

They will try to restore the equilibrium in a number of ways.

35
Q

According to the equity theory of motivation, in what four whys might an individual seek to restore equilibrium when they feel they are being treated unfairly?

A

Reducing inputs
Seeking increases in their rewards
Reducing rewards being enjoyed by others
Changing the basis of their evaluation

36
Q

What are the three basic concepts of the social influence theory of motivation?

A

Job expansion
Job rotation
Job enrichment

37
Q

Job — involves the addition of new tasks at the same level of responsibility, an increase in the RANGE of tasks.

A

Expansion

38
Q

Job — involves moving between jobs to give employees an opportunity to work in different roles

A

Rotation

39
Q

Job — involves building the level and complexity of tasks to ensure it becomes more rewarding

A

Enrichment

40
Q

Group motivation - what are the four chief advantages of effective team work?

A

Provides structure for collaborative problem-solving
Enables job extension for individuals
Inculcates feeling of collective responsibility
Serves to share skills and experience to the benefit of wider organisation

41
Q

Group motivation - what are the four disadvantages of group working?

A

Can drift away from original purpose
May be used as powerbase by individuals for dominating the group
May create a mindset at odds with the organisation’s way of doing things
May absorb too much time and resources

42
Q

Katzenbach describes what five types of teams?

A 
Working group
Pseudo-team
Potential team
Real team
High-performance team
43
Q

How do ‘working groups’ begin?

A

When individuals undertake similar or related tasks, sharing information, but lacking a sense of group identity or common goals.

44
Q

What are the characteristics of a ‘pseudo-team’?

A

Individuals begin to be more formally connected, including meeting as a team, but does not really function collectively.

45
Q

What are the characteristics of a ‘potential team’?

A

Individuals begin to recognise the opportunities for effective performance and begin to work towards it. But further clarification of shared goals and purpose is needed.

46
Q

What are the characteristics of a ‘real team’?

A

There is a genuine commitment to achieving a common purpose. Outcomes are greater than the some of those that may be achieved by individuals.

47
Q

What are the characteristics of a high-performance team?

A

Continues trend of real team as well as supporting each other in the achievement of personal goals.

48
Q

What are the five main characteristics of a really effective team?

A 
Small number of individuals
Complementary skills
Shared purpose
Shared approach
Shared accountability
49
Q

According to Tuckman and Jensen, what are the five typical stages in the development of teams?

A 
Forming
Storming
Norming
Performing
Adjourning and transforming
50
Q

Team roles: according to Belbin, what are the three main foci of the nine team roles?

A

Action
Social
Thinking

51
Q

According to Belbin’s model of team roles, what three roles come under the focus of ‘action’?

A

Implementer
Completer-finisher
Shaper (trouble shooter)

52
Q

According to Belbin’s model of team roles, what three roles come under the heading of ‘social’?

A

Coordinator
Teamworker
Resource investigator

53
Q

According to Belbin’s model of team roles, what three roles come under the heading of ‘thinking’?

A

Monitor-evaluator
Plant (ideas person who thinks up creative solutions)
Specialist

54
Q

According to Belbin’s model of team roles, people typically have — to — preferred roles within a group.

A

Three to four

Internal Audit Environment (14 decks)

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