Ch. 7

Question 0

Intensity

Answer 0

How hard a person tries

Question 1

Motivation

Answer 1

An individual’s intensity, direction, and persistence of effort toward obtaining a goal

Question 2

Direction

Answer 2

Effort should be directed toward the organization’s goals

Question 3

Persistence

Answer 3

How long a person can maintain effort

Question 4

Abraham Maslow’s Hierarchy of Needs

Answer 4

1. ) Physiological
2. ) Safety
3. ) Social
4. ) Esteem
5. ) Self-Actualization

Question 5

Social

Answer 5

Affection, belongingness, acceptance, & friendship

Question 7

Esteem

Answer 7

Internal: self-respect, autonomy, & achievement

External: status, recognition, & attention

Question 8

Lower-Order Needs

Answer 8

Physiological & Safety

• Satisfied externally

Question 9

Higher-Order Needs

Answer 9

Social, Esteem, & Self-Actualization

• Satisfied internally

Question 10

Douglas McGregor’s Theory X

Answer 10

Managers assume employees inherently dislike work and must therefore be directed or coerced into performing it.

Question 11

Douglas McGregor’s Theory Y

Answer 11

Managers assume employees view work as natural as rest or play, and therefore can learn to accept and even seek responsibility.

Question 12

Frederick Herzberg’s Two-Factor Theory (or Motivation Hygiene Theory)

Answer 12

Relates intrinsic factors to job satisfaction and extrinsic factors to dissatisfaction

Question 13

Hygiene Factors

Answer 13

Factors that placate workers

Question 14

David McClelland’s Theory of Needs

Answer 14

1. ) Need for Achievement (nAch)
2. ) Need for Power (nPow)
3. ) Need for Affiliation (nAff)

Question 15

Need for Power (nPow)

Answer 15

The need to make others behave in a way they would not have otherwise

Question 16

Need for Affiliation (nAff)

Answer 16

The desire for friendly and close interpersonal relationships

Question 17

Self-Determination Theory

Answer 17

Intrinsic motivation is better than extrinsic motivation.

Question 18

Cognitive Evaluation Theory

Answer 18

A version of Self-Determination theory; proposes that extrinsic rewards reduces intrinsic interest in a task

Question 19

Self-Concordance

Answer 19

How strongly peoples’ reasons for pursuing goals are consistent with their interests & core values

Question 20

Job Engagement

Answer 20

The investment of an employee’s physical, cognitive, & emotional energies into job performance

Question 21

Goal-Setting Theory

Answer 21

Specific, challenging goals with feedback lead to higher performance.

Question 22

Promotion Focus

Answer 22

Striving for goals through advancement and accomplishment, and approaching conditions that move you closer to desired goals

Question 23

Prevention Focus

Answer 23

Fulfilling duties & obligations, and avoiding conditions that pull you away from desired goals

Question 24

Management by Objectives (MBO)

Answer 24

Emphasizes participatively set goals that are tangible, verifiable, & measurable

Question 25

Albert Bandura’s Self-Efficacy Theory

Answer 25

An individual’s belief that she is capable of performing a task

Question 26

What are 4 ways Self-Efficacy can be increased?

Answer 26

1. ) Enactive Mastery
2. ) Vicarious Modeling
3. ) Verbal Persuasion
4. ) Arousal

Question 27

Reinforcement Theory

Answer 27

Behavior is a function of its consequences, and reinforcement conditions behavior.

Question 28

Behaviorism

Answer 28

Behavior follows stimuli in a relatively unthinking manner.

Question 29

Social-Learning Theory

Answer 29

We learn through observation and experience.

Question 30

What are the 4 learning processes that determine influence on an individual?

Answer 30

1. ) Attentional
2. ) Retention
3. ) Motor Reproduction
4. ) Reinforcement

Question 31

Attentional Processes

Answer 31

• People learn from a model when they recognize and pay attention to its critical features.
• Models that are attractive, repeatedly available, important to us, or similar to us work best.

Question 32

Retention Processes

Answer 32

A model’s influence depends on how well the individual remembers the model’s action after the model is no longer readily available.

Question 33

Motor Reproduction Processes

Answer 33

A person must emulate the model and perform the modeled activities.

Question 34

Reinforcement Processes

Answer 34

Individuals are motivated to exhibit the model behavior if positive incentives or rewards are provided.

Question 35

Equity Theory

Answer 35

Individuals compare their job inputs & outcomes with those of others, and then respond to eliminate any inequalities.

Question 36

Based on Equity Theory, employees who perceive inequity will make one of what 6 choices?

Answer 36

1. ) Change inputs
2. ) Change outcomes
3. ) Distort perceptions of self
4. ) Distort perceptions of others
5. ) Choose a different referent
6. ) Leave the field

Question 37

Organizational Justice

Answer 37

Perception of fairness in the workplace; composed of distributive, procedural, informational, & interpersonal justice

Question 38

Distributive Justice

Answer 38

Perceived fairness of outcomes such as rewards, pay, & recognition among employees

Question 39

Procedural Justice

Answer 39

Perceived fairness of the process used to determine the distribution of rewards

Question 40

Informational Justice

Answer 40

Reflects whether managers explain decisions to employees and keep them informed

Question 41

Interpersonal Justice

Answer 41

Reflects whether employees are treated with dignity & respect

Question 42

Victor Vroom’s Expectancy Theory

Answer 42

The tendency to act in a certain way depends on the expectation that the act will be followed by an attractive outcome.

Question 43

What are the 3 relationships of Expectancy Theory?

Answer 43

1. ) Effort-Performance
2. ) Performance-Reward
3. ) Rewards-Personal Goals

Question 45

Self-Actualization

Answer 45

Drive to become what we are capable of becoming; includes growth, achieving our potential, & self-fulfillment