BA 304 Quiz 11

Question 1

Motivated to perform an activity to earn a reward or avoid punishment

Answer 1

Extrinsic Motivation

Question 2

Motivated perform an activity for its own sake and personal rewards

Answer 2

Intrinsic Motivation

Question 3

Carrot and the Stick motivation is most effective for … … people(reward/ punishment)

Answer 3

extrinsically motivated

Question 4

Most of the time people are more strongly motivated by … …

Answer 4

intrinsic motivation

Question 5

intrinsic motivation is your …

Answer 5

purpose(your why)

Question 6

You can not seek one, it will find you

Answer 6

purpose

Question 7

-to help get your family out of poverty
-to be the best at something
-to leave a legacy
-to serve/help others
-to have fun and enjoy life

Answer 7

examples of intrinsic motivators

Question 8

public health anti-smoking campaign that uses graphic images of the health consequences of smoking—like diseased lungs, cancer-ridden mouths, or people speaking through a tracheostomy

Answer 8

externally motivate through fear

Question 9

Knowing employees’ intrinsic motivators can help you foster their …, and build their …

Answer 9

purpose
legacy

Question 10

Setting achievable goals can motivate
people (short-term versus long term (requires vision))

Answer 10

Goal Setting Theory

Question 11

Job satisfaction and dissatisfaction arise from:
Motivators (Satisfiers, higher motivation and job satisfaction, intrinsic factors related to the nature of the work itself) such as: Achievement, Recognition, Responsibility, Growth or advancement, meaningful work

Hygiene Factors (Maintenance Factors, when inadequate cause dissatisfaction, but when present don’t necessarily motivate just prevent dissatisfaction)These are extrinsic and related to the work environment, such as: Salary, Company policies, Working conditions, Job security, Supervisor quality

Answer 11

Hertzberg’s Two-Factor Theory (Maintenance vs Motivators)

Question 12

Achievement, Recognition, Responsibility, Growth or advancement, meaningful work

Answer 12

Hertzberg’s Two-Factor Theory: Motivators

Question 13

Salary, Company policies, Working conditions, Job security, Supervisor quality

Answer 13

Hertzberg’s Two-Factor Theory: Maintenance

Question 14

Theory based on the idea that behavior is shaped by consequences, and individuals are motivated to repeat behaviors that are rewarded and avoid those that are punished

Answer 14

Reinforcement Theory

Question 15

Adding something pleasant to increase a behavior(Ex. Giving a bonus for good performance.)

Answer 15

Positive Reinforcement

Question 16

Removing something unpleasant to increase a behavior(Ex. Taking away extra work when an employee meets a deadline.)

Answer 16

Negative Reinforcement

Question 16

Removing reinforcement to weaken a behavior(Ex. Ignoring attention-seeking behavior to make it stop.)

Answer 16

Extinction

Question 17

Theory suggests that people are motivated by fairness in how rewards are distributed

Answer 17

Equity Theory

Question 18

Equity Theory: Individuals compare their … (e.g., effort, experience, time) and … (e.g., salary, recognition) to those of others.

Answer 18

inputs
outputs

Question 19

The perceived fairness of how rewards and resources are shared among individuals

Answer 19

Distributive Justice

Question 20

The Neuroscience of Motivation: focuses on … … and …

Answer 20

social threats
rewards

Question 21

1. The brain treats many social threats and rewards with … intensity as physical threats and rewards
2. These lead to more … and …, or trying harder and being more …

Answer 21

similar
caution
retreat
competitive

Question 22

The Neuroscience of Motivation(Social Threats and Rewards):
3. The threat response is more intense and more common– triggering … (and often needs to be carefully … in social interactions)

Answer 22

anxiety
minimized

Question 23

Physical or social threats
release what?

Answer 23

cortisol

Question 24

This: Decreases sensitivity to pain Raise blood pressure and sugar Suppresses immune system Causes digestive issues Can be a cause of heart disease Affects memory and attention (short-term help, long-term hinders)

Answer 24

Cortisol

Question 25

Physical or social rewards release what?

Answer 25

dopamine

Question 26

Phone apps are designed to exploit your ... ... (Cue/Trigger: notification pop ups(creates anticipation and a little spike in dopamine)--> Behavior (Action): check notification(a compliment)--> Reward: gives you a dopamine hit (your brain feels rewarded) Your brain remembers: “Picking up the phone = good feeling.” therefore next time you’re bored your brain craves that dopamine hit and urges you to check again

Answer 26

reward loop

Question 27

Outcome of Neuroscience of Motivation: The capacity to make decisions, solve problems, be creative, and collaborate with others is generally ... by a threat response and ... with a reward response

Answer 27

reduced increased

Question 28

What are the five levels of The SCARF Model?

Answer 28

Status, Certainty, Autonomy, Relatedness, Fairness

Question 29

Relative importance to others

Answer 29

Status

Question 30

Ability to predict the future

Answer 30

Certainty

Question 31

Our sense of control

Answer 31

Autonomy

Question 32

How safe we feel with others

Answer 32

Relatedness

Question 33

How fair we perceive exchanges to be

Answer 33

Fairness

Question 34

Reward/Dopamine: Recognition of role/experience Threat/Cortisol: Perceived loss of status

Answer 34

Status

Question 35

Reward/Dopamine: Predictability in environment Threat/Cortisol: Uncertainty

Answer 35

Certainty

Question 36

Reward/Dopamine: Feeling heard/trusted Threat/Cortisol: No common connection

Answer 36

Relatedness

Question 37

Reward/Dopamine: Inclusion in decisions Threat/Cortisol: Loss of control

Answer 37

Autonomy

Question 38

Reward/Dopamine: Decisions are ‘just’ Threat/Cortisol: Decisions seem arbitrary

Answer 38

Fairness

Question 39

Looks at the relative importance of people: How can I ensure that they know they are valued?

Answer 39

What to consider regarding status

Question 40

Looks at our ability to predict the future, How certain are we: How can I clarify where they stand, and what will happen?

Answer 40

What to consider regarding certainty

Question 41

Looks at our perception of having control over our environment: How can I provide them with some degree of input and choice?

Answer 41

What to consider regarding autonomy

Question 42

Looks at our relationships and sense of fitting in: How can I make them feel part of the team?

Answer 42

What to consider regarding relatedness

Question 43

Looks at our perception of being treated fairly, for you and for others: Taking everything together, am I treating them and others fairly?

Answer 43

What to consider regarding fairness

Question 44

Scarf Application: Think of an individual that you may need to further ... How can you ... elements of SCARF with them? What ... might they perceive that may be getting in the way of their ...

Answer 44

engage apply threats/ engagements