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Management > Ch 9 > Flashcards

Ch 9 Flashcards

1
Q

motivation

A

The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of
persistence

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2
Q

Direction

A

possible behaviors the individual could engage in

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3
Q

Effort

A

how hard the individual will work

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4
Q

Persistence

A

whether the individual will keep trying or give up

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5
Q

three elements of motivation

A

direction, effort, persistance

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6
Q

Intrinsically Motivated Behavior

A

Behavior that is performed for its own sake

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7
Q

Extrinsically Motivated Behavior

A

Behavior that is performed to acquire material or social rewards or to avoid punishment

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8
Q

Prosocially motivated behavior

A

behavior performed to benefit or help others

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9
Q

Outcome

A

Anything a person gets from a job or an organization

ex. pay, job security, autonomy, accomplishment

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10
Q

Input

A

Anything a person contributes to his or her job or organization
(Ex. time, effort, skills, knowledge, work behaviors)

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11
Q

Expectancy theory

A

The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

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12
Q

Expectancy

A

the belief that effort (input) will result in a certain level of performance

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13
Q

Instrumentality

A

the belief that performance results in the attainment of outcomes

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14
Q

Valence

A

how desirable each of the available outcomes from the job is to a person

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15
Q

Need Theories

A

Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs

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16
Q

Maslow’s hierarchy of needs

A

arrangement of five basic needs that, according to Maslow, motivate behavior.
Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of
needs is motivational at a time.

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17
Q

Herzberg’s Motivation-Hygiene Theory

A

A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed).

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18
Q

Motivator needs

A

relate to the nature of the work itself and how challenging it is

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19
Q

hygiene needs

A

are related to the physical and psychological context in which the work is performed

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20
Q

Need for Achievement

A

A strong desire to perform challenging tasks well and meet personal standards for excellence

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21
Q

Need for Affiliation

A

Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other

22
Q

Need for Power

A

Extent to which an individual desires to control or influence others

23
Q

Equity Theory

A

A theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs.

24
Q

Equity

A

Justice, impartiality, and fairness to which all organizational members are entitled

25
Q

Inequity

A

Lack of fairness

26
Q

Underpayment inequity

A

exists when a person perceives that his own outcome–input ratio is less than the ratio of a referent.

27
Q

Overpayment inequity

A

exists when a person perceives that his own outcome–input ratio is greater than the ratio of a referent.

28
Q

Goal Setting Theory

A

Focuses on identifying the types of goals that are effective in producing high levels of motivation and performance and explaining why goals have these effects

29
Q

Learning Theories

A

Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals

30
Q

Learning

A

A relatively permanent change in person’s knowledge or behavior that results from
practice or experience

31
Q

Operant Conditioning

A

People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

32
Q

Positive Reinforcement

A

Giving people outcomes they desire when they perform organizationally functional behaviors

33
Q

Negative Reinforcement

A

Eliminating undesired outcomes when people perform organizationally functional behaviors

34
Q

Extinction

A

Curtailing the performance of a dysfunctional behavior by eliminating whatever is reinforcing them

35
Q

Punishment

A

Administering an undesired or negative consequence when dysfunctional behavior occurs

36
Q

Social Learning Theory

A

A theory that takes into account how learning and motivation are influenced by people’s
thoughts and beliefs and their observations of
other people’s behavior

37
Q

Vicarious Learning

A

Learning that occurs when a learner is motivated to perform a behavior by watching another person perform and be reinforced for doing so.
Also called Observational Learning

38
Q

Self-Reinforcement

A

Any desired or attractive outcome or award that a person can give himself or herself for good performance

39
Q

Self-efficacy

A

A person’s belief about his or her ability to perform a behavior

40
Q

Expectancy

A

Instrumentality, the association between performance and outcomes, must be high for motivation to be high

41
Q

Need Theory

A

pay is used to satisfy many needs

42
Q

Equity Theory

A

pay is given in relation to inputs

43
Q

Goal Setting Theory

A

pay is linked to attainment of goals.

44
Q

Learning Theory

A

outcomes (pay), is distributed upon performance of functional behaviors

45
Q

Merit Pay Plan

A

A compensation plan that bases pay on performance

46
Q

Employee Stock Option

A

A financial instrument that entitles the bearer to buy shares of an organization’s stock at a certain price during a certain period of time or under certain conditions.

47
Q

Piece-rate Pay

A

Employee’s pay is based on the number of units that the employee produces

48
Q

Commission Pay

A

Employee’s pay is based on a percentage of sales that the employee makes

49
Q

Scanlon plan

A

focuses on reduced expenses or cutting costs

50
Q

Profit sharing

A

employees receive a share of an organization’s profits

Management (13 decks)

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