Chapter 11

Question 1

Motivation

Answer 1

Something that prompts a person to release his or her energy in a certain direction

Question 2

Need

Answer 2

The gap between what is and what is required

Question 3

Want

Answer 3

The gap between what is and what is desired

Question 4

Intrinsic rewards

Answer 4

The rewards that are part of the job itself

Question 5

Extrinsic rewards

Answer 5

The rewards that are external to the job

Question 6

Scientific management

Answer 6

A system of management developed by Frederick W. Taylor and based on four principles: developing a scientific approach for each element of a job, scientifically selecting and training workers, encouraging cooperation between workers and managers, and dividing work and responsibility between management and workers according to who can better perform a particular task

Question 7

Hawthorne effect

Answer 7

The phenomenon that employees perform better when they feel singled out for attention or feel that management is concerned about their welfare

Question 8

Maslow’s hierarchy of needs

Answer 8

A theory of motivation developed by Abraham Maslow; it holds that humans have five levels of needs and act to satisfy their unmet needs. At the base of the hierarchy are fundamental physiological needs, followed in order by safety, social, esteem, and self-actualization needs

Question 9

ERG theory

Answer 9

A theory of motivation developed by Clayton Alderfer that better supports empirical research than Maslow’s hierarchy of needs theory. The three components of the model are existence, relatedness, and growth

Question 10

Existence

Answer 10

The concern for basic material existent motivators

Question 11

Relatedness

Answer 11

The concern for interpersonal relations

Question 12

Growth

Answer 12

The concern for personal growth

Question 13

Theory X

Answer 13

A management style formulated by Douglas McGregor that is based on a pessimistic view of human nature and assumes that the average person dislikes work, will avoid it if possible, prefers to be directed, avoids responsibility, and wants security above all

Question 14

Theory Y

Answer 14

A management style formulated by Douglas McGregor that is based on a relatively optimistic view of human nature; assumes that the average person wants to work, accepts responsibility, is willing to help solve problems, and can be self-directed and self-controlled

Question 15

Theory Z

Answer 15

A theory developed by William Ouchi that combines North American and Japanese business practices by emphasizing long-term employment, slow career development, moderate specialization, group decision making, individual responsibility, relatively informal control over the employee, and concern for workers

Question 16

Motivating factors

Answer 16

Intrinsic job elements that lead to worker satisfaction

Question 17

Hygiene factors

Answer 17

Extrinsic elements of the work environment that do not serve as a source of employee satisfaction or motivation

Question 18

Expectancy theory

Answer 18

A theory of motivation that holds that the probability of an individual’s acting in a particular way depends on how strongly that person believes the act will have a particular outcome, and on whether they value that outcome

Question 19

Equity theory

Answer 19

A theory of motivation that holds that worker satisfaction is influenced by employees’ perceptions about how fairly they are treated compared to their coworkers

Question 20

Goal-setting theory

Answer 20

A theory of motivation based on the premise that an individual’s intention to work toward a goal is a primary source of motivation

Question 21

MBO

Answer 21

Management by objectives:
A systematic approach where individuals are given clear, specific objectives and goals to achieve that are consistent with those of the organization

Question 22

Job enlargement

Answer 22

The horizontal expansion of a job based on an increase in the number and variety of tasks that a person performs

Question 23

Jon enrichment

Answer 23

The vertical expansion of a job based on an increase in the employee’s autonomy, responsibility, and decision-making authority

Question 24

Job rotation

Answer 24

The shifting of workers from one job to another; also called cross-training

Question 25

Job sharing

Answer 25

A scheduling option that allows two individuals to split the tasks, responsibilities, and work hours of one 40-hour-per-week job

Question 26

Telecommuting

Answer 26

An arrangement in which employees work at home and are linked to the office by phone, fax, and computer