Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Principles of Management > CH 9: Motivation > Flashcards

CH 9: Motivation Flashcards

1
Q

Motivation

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Effort

A

How hard a person works.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Persistence

A

When faced with roadblocks and other obstacles, people keep trying or give up.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Intrinsically Motivated Behavior

A

Behavior that is performed for its own stake.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Extrinsically Motivated Behavior

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Prosocially Motivated Behavior

A

Behavior that is performed to benefit or help others.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Outcome

A

Anything a person gets from a job or organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Input

A

Anything a person contributes to his or her job or organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Expectancy Theory

A

Victor H. Broom: 1960’s
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.
Expectancy -> Effort

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Expectancy

A

A perception about the extent to which effort results in a certain level of performance.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Instrumentality

A

A perception about the extent to which performance results in the attainment of outcomes.
Instrumentality-> Performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Valence

A

How desirable each of the outcomes available from a job or an organization is to a person.
Valence -> Outcome

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Need

A

A requirement or necessity for survival and well-being.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Abraham Maslow

A

Hierarchy of Needs:
Low- Psychological
Safety
Belongingness
Esteem
High-Self-actualization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Hierarchy of Needs

A

An arrangement of 5 basic needs that, according to Maslow, motivate behavior. He proposed that the lowest level of unmet needs is the prime motivator and that one level of needs is motivational at a time.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Federick Herzberg

A

Herzberger’s Motivator-Hygiene Theory
Two Factors:
1. Outcomes that lead to high levels of motivation and job satisfaction
2. Outcomes that can prevent people from being dissatisfied

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Herzberger’s Motivator-Hygiene Theory

A

A need theory that distinguishes between motivator needs and hygiene needs and proposes that motivator needs must be met for motivation and job satisfaction to be high.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Motivator Needs

A

Related to the nature of the work itself and how challenging it is.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Hygiene Needs

A

Related to the physical and psychological context in which the work is performed.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

David McClelland

A

Researched the needs for achievement, affiliation, and power.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Need for Achievement

A

The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Need for Affiliation

A

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

24
Q

Need for Power

A

The extent to which an individual desires to control or influence others.

25
Q

Equity Theory

A

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

26
Q

J. Stacy Adams

A

Equity Theory: 1960’s
Motivation is influenced by the comparison of one’s own outcome-input ratio with outcome-input ratio of a referent.

27
Q

Referent

A

A person or a group of people who are perceived to be similar to oneself.

28
Q

Equity

A

The justice, impartiality, and fairness to which all organizational members are entitled.

When a person perceives his or her own outcome-input ratio to be equal to a referent’s outcome-input ratio.

29
Q

Inequity

A

Lack of fairness.
Two types:
1. Underpayment Inequity
2. Overpayment Inequity

30
Q

Underpayment Inequity

A

The inequity that exists when a person perceives that his or her own outcome input ratio is less than the ratio of a referent.

31
Q

Overpayment Inequity

A

The inequity that exists when a person perceives that his or her own outcome-input ratio is greater than the ratio of a referent.

32
Q

Distributive Justice

A

A person’s perception of the fairness of the distribution of outcomes in an organization.

33
Q

Procedural Justice

A

A person’s perception of the fairness of the procedures that are used to determine how to distribute outcomes in an organization.

34
Q

Interpersonal Justice

A

A person’s perception of the fairness of the interpersonal treatment he or she receives from whoever distributes outcomes to him or her.

35
Q

Informational Justice

A

A person’s perception of the extent to which his or her manager provides explanations for decisions and the procedures used to arrive at them.

36
Q

Goal Setting Theory

A

A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects.

37
Q

Ed Locke and Gary Latham

A

Researchers for Goal Setting Theory
Suggested that the goals organizational members strive to attain are prime determinants of their motivation and subsequent performance.
Goals must be specific and difficult.

38
Q

Goal

A

What a person is trying to accomplish through his or her efforts and behaviors.

39
Q

Learning Theories

A

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

40
Q

Learning

A

A relatively permanent change in knowledge or behavior that results from practice or experience.

41
Q

Operant Conditioning Theory

A

The theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

42
Q

B.F. Skinner

A

Psychologist; Created Operant Conditioning Theory

43
Q

Positive Reinforcement

A

Giving people outcomes they desire when they perform organizationally functional behaviors.

44
Q

Negative Reinforcement

A

Eliminating or removing undesired outcomes when people perform organizationally functional behaviors.

45
Q

Extinction

A

Curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them.

46
Q

Punishment

A

Administering an undesired or negative consequence when dysfunctional behaviors occurs.

47
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.

48
Q

Vicarious Learning

A

Learning that occurs when the learner becomes motivated to perform a behavior by watching another person performing it and being reinforced for doing so; also called observational learning.

49
Q

Self-Reinforcer

A

Any desired or attractive outcome or reward that a person gives to himself or herself for good performance.

50
Q

Self-efficacy

A

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

51
Q

Merit Pay Plan

A

A compensation plan that bases pay on performance.

52
Q

Piece-Rate Pay

A

individual-based merit plan

53
Q

Commission Pay

A

Individual-based merit plan

54
Q

Profit Sharing

A

Employees receive a share of an organization’s profit

55
Q

Employee Stock Options

A

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

56
Q

Multiplier Effect

A

M = EIV

Principles of Management (7 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions