Chapter 10- Motivating Employees Flashcards

Question

ERG theory 2 models

Answer 1

satisfaction progression (moving from existence to relatendess to growth) frustration regression (growth to relatedness to existence)

Answer 2

-ERG needs can overlap -ERG many need pursued together -ERG you can move down

Answer 3

-ERG needs can overlap -ERG many need pursued together -ERG you can move down -ERG accounts for cultural diffs and diff need orders

Answer 4

THEORY X: -conssitent w taylor sciefic man. -people dislike work -managers must coerce control and threaten -people must be led bc no ambition and no repsonsibiility: only care abt secruity RESULt: autocratic workplace

Answer 5

consistent with ides of the human relations movement 1.people like work 2. people work toward goals when committed & work will bring rewards 3. people want responsibility 4. employees can bring success, orgs needa utilize hr

Answer 6

theory x is kinda like reality, y is what should be the guidelines

Answer 7

emphasizes teamwork and co-operative wokring relations, individual acountabulity, strong need to be connected to ateam goal: econurage workers to become generalists through job rotation and training to develop skill that are transferable

Answer 8

we thought that job satisfaction and dissatisfaction was on same scale, but after herxberg we realized two OPP scales one set of factors (maintenance factors) are for joy one set of

Answer 9

part of two factor theory: job security pay wokring conditions when present can reduce dissatisfaction ( but do not necessarily increase satisfaction/mmotivation) ABSENCE: RESULTS IN DISSATIFACTION!!!!!!

Answer 10

to make sure ur not dissatisfied (not to incerase satisfaction)

Answer 11

other side of two factor theory recogonition and responsibility and opp for advancement increases motivation but absence does not necessarily increase dissatisfaction; purpose is to increase satisfaction not affect disatisfaction

Answer 12

maintenance factors: decrease dissatisfaction, not imporovev satisfaction motivating: increase satisfaction, not affect dissatisfaction

Answer 13

employee pay is maintenace factor, but sometimes can be motivation factor for recognition if it given specifically as a rewrad

Answer 14

non-monetary forsmo fmotivation such as recgoniction advanctment and growth opps improve employee performacne even more than PAYYY ALONE

Answer 15

Based off of motivation and maintenance factors such as physical wokrpspace, trianing, financial benegits, comunity involvenemtn

Answer 16

means of modifiyign behaviour based on the premise that if you reward a behavuour then it will continue, if you punish it will stop

Answer 17

means of modifiyign behaviour based on the premise that if you reward a behavuour then it will continue, if you punish it will stop

Answer 18

systematic program of reincofrment and punishment ot get good behaviour only

Answer 19

what does this mean look at 10.4 visual

Answer 20

ENCOURAGE GOOD BEHAVIOUR: 1 positive: add reward 2 negative: removing something unpleasant (not having to stay late) DISCOURAGE IT: 3 punishment : adds something unpleasant (creates hostility) 4 exntinction: witholding reawrds (not giving raises) this can create misnterpreation that goals r not important

Answer 21

making points system to incentivze employees

Answer 22

explains why employees are motivated -states that people are motivated based on the premise that they want equiatbale treatment EQUITY: REWARDS BASED ON ACHIEVEMENT, not everyone needs same reward

Answer 23

Divide my inputs by my outcomes to get reward ratio then we compare what we have with others (Even if its wrong biased corrupt) then we decide: do we quit, do we ask for a raise, fo we improev efforts (if we feel underrewarded)

Answer 24

A classic motivation theory

Answer 25

maslow erg two factor reinforecment

Answer 26

are classicla theories met? is it equitable? do employees feel rewarded proportionalty?

Answer 27

motivation depends on how much we want a certain outcome, and how likely we are to get it

Answer 28

effort creates expectiations of performance performacne creates expectations of outcome outcomec reates expectations of indivdiual need

Answer 29

for a job to motivating the meployee must be able to expect that htye can do it

Answer 30

goal setting theoy is that employees are motivates to achieve goals that they establish w managers! feasible nad sepcific goals work <3

Answer 31

1. employee particiaption 2. personal tailored rewards 3. collaboraitngw manager proved extra motivation IT INCORPORATES EMELENTS OF VAIROU SMOTIVATION THEORIES

Answer 32

MBO is management to focu so n achievable goals to realize the best results! - the focus is on results! not activites <3

Answer 33

1 set goals 2 develop action plan 3 iplement action plan 4 review performacne

Answer 34

diffult but achievable foals and management support

Answer 35

work scheduling strategies are necessary for motivation <3 -flextime: employees set their own work hours FOR IDEAL WORK -job sharing: 2 people work 1 job! two people alternate one job (it is a skilled job), people use it to ease into retirement -hybrid working -telecommuting: working from home using internet

Answer 36

core time when they must be at work flex time: employees can work here or work later but they must work at certain times

Answer 37

they reduce wokrer burnout

Answer 38

motivating people by providing them with increased variety, responsibility, and control over their jobs opposite of taylors scientific

Answer 39

making jobs elargement job rediseng and job rotation the goal is to keep the work interesting and not monotonous

Answer 40

type of job enrichment where you are assigned entirely new tasks that fit your skill set and org needs!

Answer 41

type of job enrichment where u are moved from one job to another for specific peridos of time maybe once a week this required trianing and can dramatically increase the variety of tasks you get ot do <3

Answer 42

type of job ernrichment give syou more tasks bu tismilar to complete

Answer 43

can be job enrichment but also as a traiing tool

Answer 44

a situation which employees own at least a aprt of the comay they work by being shareholders

Answer 45

1. empower those who want to have the increased responisbility 2. increase responsibility may need to increase rewards too babes so consider it (equity theory) 3. train and deve employees fo rnay new jobs to which they will be assinged (expectancy theory)

Answer 46

1. functional: they all belng to same department 2. corss functional: members of team belon gto diff dpeartments/ temporary 3. self managed: monitored but not managed 4. virtual: communicate online,can be like any 3 prior ones

Answer 47

Members of team belong to same functional department such as marketing, production, etc. * Supervised and led by the manager for that functional area.

Answer 48

* Members of team are from different functional departments (also referred to as a matrix structure). * Team members are led both by their functional manager and the team manager—usually a project or program manager. * Utilized often for projects and new product development. * Often temporary in nature. * Also called project teams.

Answer 49

Group of employees with skills and the ability to manage themselves. * Team is monitored, but not actively led, by managers. * The leadership role is shared or rotated within the team. * Team members held mutually responsible for meeting objectives. * Also called self-directed teams.

Answer 50

* Members are geographically dispersed but communicate electronically. * Can be structured like functional, cross-functional, or self-managed teams depending on the skills and authority of the members.

Answer 51

synergy: co-operation b/w members often lead to faster and more effective results creativity: diff perspectives can help solve probs satisfies needs: prvoed for social needs suports accuracy: errors avodied

Answer 52

team conflict, social loafing (when team meber does not perform their work) groupthink : afraid to speak up for ur ideas

Answer 53

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