Ch 9 Motivation

Question 1

Motivation

Answer 1

Force that drives an employee to do well

Question 2

Organizational citizenship behaviors (OCBs)

Answer 2

Behaviors that are not part of an employee’s job but which make the organization a better place to work (e.g. Helping others, staying late).

Question 3

Self-esteem

Answer 3

Extent to which person views him or herself as a valuable and worthy individual.

Question 4

Consistency Theory

Answer 4

Korman’s theory that employees will be motivated to perform at levels consistent with their levels is self-esteem

Question 5

Chronic self-esteem

Answer 5

The positive or negative way in which a person views himself or herself as a whole.

Question 6

socially influenced self-esteem

Answer 6

The positive or negative way in which a person views him or herself based on expectations of others.

Question 7

Self-fulfilling prophecy

Answer 7

Idea that people behave in ways consistent with their self image

Question 8

Galatea effect

Answer 8

When high self expectations result in higher levels of performance

Question 9

Pygmalion effect

Answer 9

The idea that if people believe something is true, they will act in a manner consistent with that belief.

Question 10

Golem effect

Answer 10

When negative expectations of an individual cause a decrease in that individuals performance

Question 11

Intrinsically motivated

Answer 11

Seek to perform well because they either enjoy performing actually task or enjoy challenge of successfully completing task.

Question 12

Extrinsic motivation

Answer 12

Motivated to perform well to receive some type of reward or avoid negative consequences.

Question 13

Work Preference Inventory (WPI)

Answer 13

Measure of individuals orientation toward intrinsic versus extrinsic motivation. 2 dimensions of intrinsic (enjoyment, challenges) and 2 measures of extrinsic (compensation, outward orientation)

Question 14

Need for achievement

Answer 14

Motivated by jobs that are challenging and over which they have some control, whereas employees who have minimal achievement needs are more satisfied when jobs involve little challenge and have high probability of success.

Question 15

Need for affiliation

Answer 15

Motivated by jobs in which they can work with and help other people

Question 16

Need for power

Answer 16

Motivated by a desire to influence others rather than simply to be successful.

Question 17

Self regulation

Answer 17

A persons ability to select, set, and modify goals to adapt to changing conditions. 4 step process

1- choose goals and set levels for each goal
2- plan how accomplish each goal
3- take action toward accomplishing goals
4- evaluate progress toward attainment and either maintain, revise, or abandon goal

Question 18

Job characteristics Theory

Answer 18

Employees desire jobs that are meaningful, provide them with opportunity to be personally responsible for outcome of their work (autonomy), and provide them with feedback.

Jobs will have motivation potential if there is skill variety, task identification, and task significance.

Question 19

Maslows Needs Hierarchy

Answer 19

Basic Biological needs
Safety needs
Social needs 
Ego needs
Self Actualization needs

Question 20

Needs Theory

Answer 20

A Theory based in idea that employees will be satisfied with jobs that satisfy their needs.

Question 21

ERG Theory

Answer 21

Aldefer’s needs Theory, which describes three levels of satisfaction: existence, relatedness, and growth.

Question 22

Two Factor Theory

Answer 22

Herzberg’s needs Theory, postulating that there are two factors involved in job satisfaction: hygiene factors and motivators.

Question 23

Hygiene Factors

Answer 23

Job-related elements that result from but do not involve job itself.

Question 24

Motivators

Answer 24

In Herzberg’s two-factor Theory, elements of a job that concern the actual duties performed by employee.

Question 25

Operant conditioning

Answer 25

Principles which state that employees will engage in behaviors for which they are rewarded and avoid behaviors for which they are punished. Type of learning.

Question 26

Premack Principle

Answer 26

Idea that reinforcement is relative both within an individual and between individuals.

Question 27

Reinforcement Hierarchy

Answer 27

A rank ordered list of reinforcers go an individual.

Question 28

Social Recognition

Answer 28

A motivation technique using such methods as personal attention, signs of approval, and expressions of appreciation.

Question 29

Pay for performance

Answer 29

Employees paid on basis of how much they produced

Question 30

Merit pay

Answer 30

Incentive plan in which employees receive pay bonuses based on performance appraisal scores.

Question 31

Gainsharing

Answer 31

A group incentive system, in which employees paid a bonus based on improvements in group productivity.

Question 32

Baseline

Answer 32

The level of productivity before implementation of a gainsharing plan

Question 33

Expectancy Theory

Answer 33

Vroom’s Theory that motivation is a function of expectancy, instrumentality, and valence.

Question 34

Expectancy

Answer 34

Perceived relationship between the amount of effort an employee puts in and the results

Question 35

Instrumentality

Answer 35

Extent to which the outcome of a workers performance, if noticed, results in a particular consequence.

Question 36

Valence

Answer 36

Extent to which an employee values a particular consequence.

Question 37

Equity Theory

Answer 37

Based on premise that our levels of motivation and job satisfaction are related to how fairly we believe we are treated in comparison to others.

Question 38

Inputs

Answer 38

In equity theory, personal elements we put into our jobs. Time, effort, education, experience.

Question 39

Outputs

Answer 39

Events we receive from our jobs. Pay, benefits, challenge, responsibility.

Question 40

Input/output ratio

Answer 40

Ratio of how much employees believe they put into their jobs to how much they get from their jobs.

Question 41

Organizational justice

Answer 41

If employees are treated fairly they will be more satisfied and motivated.