2: Motivation

Question 1

Maslow’s hierarchy of needs

Answer 1

1. Physiological
2. Safety
3. Love/belonging
4. Esteem
5. Self-actualization

Question 2

1. Physiological examples

Answer 2

Breathing, food, water, sex, sleep, homeostasis, excretion

Question 3

2. Safety examples

Answer 3

Security of: body, employment, resources, morality, the family, health, property

Question 4

3. Love/belonging examples

Answer 4

Friendship, family, sexual intimacy

Question 5

4. Esteem examples

Answer 5

Self-esteem, confidence, achievement, respect of others, respect by others

Question 6

5. Self-actualization examples

Answer 6

Morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts

Question 7

The “trio of needs”

Answer 7

• Power
• Affiliation
• Achievement

Question 8

Motivation

Answer 8

Effort and persistence exerted by individuals as they work through specific tasks

Question 9

Alderfer’s Three Dimensions of Motivation

Answer 9

1. Existence
2. Relatedness
3. Growth

Question 10

McClelland’s Factors

Answer 10

1. Need for Affiliation
2. Need for Achievement
3. Need for Power

Question 11

1. Need for Affiliation

Answer 11

Person may appear to be applying inconsistent standards and reluctant to engage in necessary conflict

Question 12

2. Need for Achievement

Answer 12

Person will excel at certain tasks, may be afraid to delegate and will be prone to micromanagement

Question 13

3. Need for Power

Answer 13

Person may be more concerned with influence and will be perceived as consistent

Question 14

Cognitive Evaluation Theory

Answer 14

The introduction of rewards creates a situation where the motivation and thus the effort a person puts into a task decreases

Question 15

Expectancy Theory

Answer 15

A person will put effort into task that will improve performance and in turn will result in something of value

Question 16

Equity Theory

Answer 16

A person will compare their effort to reward ratio and then compare it with others around them

Question 17

The four dimensions of perceived justice

Answer 17

1. Distributive justice
2. Procedural justice
3. Interpersonal justice
4. Informational justice

Question 18

1. Distributive justice

Answer 18

How rewards and resources are distributed

Question 19

2. Procedural justice

Answer 19

How decisions are reached

Question 20

3. Interpersonal justice

Answer 20

How people are treated

Question 21

4. Informational justice

Answer 21

What information is used and communicated

Question 22

Optimal experience (aka “flow”)

Answer 22

The process where a person becomes completely engaged in the activity; it becomes effortless and the person experiences mastery over the task

Question 23

Herzberg’s two-factor theory

Answer 23

1. Hygiene
2. Motivators

Question 24

1. Hygiene factors

Answer 24

1. Pay
2. Working conditions
3. Quality of supervisor
4. Organizational policies

Question 25

2. Motivators factors

Answer 25

1. Achievement 2. Recognition 3. Work design and nature of work 4. Responsibility 5. Advancement 6. Growth

Question 26

Job characteristics

Answer 26

- Skill variety - Task Identity - Task significance - Autonomy - Feedback

Question 27

Theory X

Answer 27

□ People are basically lazy □ People need to be coerced and controlled □ People will not work hard if left to their own □ People place security needs over other needs and dislike change

Question 28

Theory Y

Answer 28

□ Employees are fundamentally self-directed and capable □ Work is as natural as play □ The average person seeks responsibility □ Decision-making should be decentralized

Question 29

Extrinsic Motivators

Answer 29

- Salary - Bonuses - Free food - Gift baskets

Question 30

Intrinsic Motivators

Answer 30

- Mentorship - Coaching - Allow employee to allocate their time to a project of their choice

Question 31

Talent management

Answer 31

- Involves direct and indirect compensation as well as opportunity flexibility, and chance for advancement

Question 32

Social Comparison Theory moderators:

Answer 32

1. Relevance 2. Similarity (to target of comparison) 3. Proximity to standard (rankings) 4. Number

Question 33

1. Relevance

Answer 33

The more the performance dimension is personally relevant, the more social comparison concerns and competitive motivation

Question 34

2. Similarity (to target of comparison)

Answer 34

The more similar in ability, performance, or attributes, the more social comparison concern and competitive motivation

Question 35

3. Proximity to standard (rankings)

Answer 35

The higher one is ranked, the stronger the social comparison concerns and thus the stronger competitive motivation; the more middling the rank, the less concern for social comparison.

Question 36

4. Number

Answer 36

As the number of competitors decreases, social comparison concerns and competitive motivation increase (“The N-Effect”)

Question 37

The dark side of social comparison

Answer 37

- Envy - Unethical behavior - Sabotage - Preventing others from joining - Reduced willingness to maximize joint gains

Question 38

1. Growth mindset

Answer 38

Failure is an opportunity to grow

Question 39

2. Fixed mindset

Answer 39

Failure is a limit of a person's abilities

Question 40

Primary problem with reward systems

Answer 40

They do not reward the behaviors that organizations really want to motivate "hoping for 'A' while rewarding 'B'"