CH 11 Review Q's & Summary Flashcards
How does the concept of allostasis differ from homeostasis?
Allostasis pertains to how we make changes for new circumstances.
Which of the following is NOT good advice about making a New Year’s resolution?
Make it general, such as “I will do my best.”
If you are supervising employees who say they can finish a challenging job in six weeks, what kind of bonus should you promise them?
A bonus they can earn by finishing within six weeks but also a not-quite-so-good bonus for finishing within eight weeks
What is the usual consequence of resisting a temptation?
Decreased probability of resisting the next temptation
Which of the following would increase your probability of contributing money to a charity?
Several weeks in advance, someone asks you to estimate your probability of contributing to the charity.
Which of these bits of advice is best for someone who is trying to resist a temptation?
Remind yourself of ethical norms.
What are the main ways in which motivation affects job performance?
Extrinsic motivation mainly increases quantity, and intrinsic motivation mainly increases quality.
What is a transformational leader?
Someone who is seen as visionary and stimulating
Characteristics of motivated behaviors.
Motivated behaviors vary from time to time, from situation to situation, and from person to person.
They persist until the individual reaches the goal.
Motivation as drive reduction.
Some aspects of motivation can be described as drive reduction
but people strive for new experiences that do not reduce any apparent drive.
Homeostasis and allostasis.
Many motivated behaviors tend to maintain body conditions and stimulation at a near-constant, or homeostatic, level.
In addition, behaviors anticipate future needs.
Motivation as incentive.
Motivations are partly under the control of incentives—external stimuli that pull us toward certain actions.
Both drives and incentives control most motivated behaviors.
Extrinsic and intrinsic motivations.
Motivations include the possible rewards and
the joy of the task itself.
Motivation conflict.
People seldom do anything for just one reason.
In general, biological needs take priority over other motivations, but not always.
Goal setting.
Setting a goal motivates strong effort if the goal is high but realistic. Other important factors include making a serious commitment to the goal,
receiving feedback on progress, and believing that the goal will bring a fair reward.
Making goals realistic.
People tend to underestimate how much time and effort they will need to achieve their goals.
It is best to plan for more time and resources than seem necessary and to start as quickly as possible.
Deadlines.
Deadlines motivate people to work harder.
Setting deadlines for parts of an assignment can spread out the task.
Overcoming procrastination.
People get started toward their goals if they set specific plans about what they will do, when, and where.
Estimating your probability of doing something increases your chance of doing it. Making any kind of decision helps end procrastination.
Delayed gratification.
People vary in whether they choose a larger reward later over a smaller one now. Children who can delay gratification show long-term advantages when they reach adolescence.
It is often easier to choose the delayed reward if you make the choice far in advance.
Overcoming temptations.
It is better to avoid tempting situations than to try to combat temptation. Resisting a temptation helps people to later resist the same type of temptation, but it often weakens their ability to resist other types.
Seeing another person yield to temptation increases the risk of also yielding, unless one sees the other person as an outsider, different from oneself. A reminder about ethical norms decreases cheating in some situations.
Job design.
The scientific-management approach emphasizes efforts to find the best, most efficient, safest way to do a job.
According to the human-management approach, jobs should be made interesting enough to give workers a sense of achievement.
Job satisfaction.
Job satisfaction is strongly correlated with an individual’s interest in the job, and moderately correlated with good performance on the job.
People with a happy disposition are more likely than others to be satisfied with their jobs, as are older workers in general. Job satisfaction also requires a perception that the pay scale is fair.
Job burnout.
Some people have a long-lasting discouragement that
alienates them from their job and their coworkers.
Leadership.
The demands of leadership depend on the situation. Organizations generally work best if many people can take a leadership role, depending on the situation.
When an organization thrives, its leader is perceived as visionary. Leaders perceived as using rewards to get employees to do their work efficiently are effective in situations when the business is stable.
