Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

Management > chapter 12 > Flashcards

chapter 12 Flashcards

1
Q

motivation

A

psychological processes that arouse and direct goal-oriented behavior

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

personality factors

A

ability, personality, needs, values, emotions, and attitudes

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

contextual factors

A

physical work environment, group norms, org culture, rewards and reinforcement, communication tech, org design, org climate, job design and leader behavior

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

extrinsic reward

A

external payoff (money, praise)

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

intrinsic rewards

A

self satisfaction (pleasing yourself, sense of accomplishment, pride)

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

why motivated workforce is important

A
  • attracts prospective workers to join org and keeps talented workers in org
  • reduces absenteeism and turnover
  • produces increased productivity, higher quality work, and better customer service
  • encourages people to go above and beyond their job descriptions
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

simple model of motivation

A

unfulfilled needs create a motivation to perform certain behaviors which leads to rewards that will fulfill those needs

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

content (need based perspectives)

A

emphasize the needs that motivate people

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

needs

A

physiological or psychological deficiencies that drive behavior

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

maslow hierarchy of needs

A

people are motivated by 5 levels of needs
1. physiological – salary
2. safety – health insurance
3. social – friendly work environment
4. esteem – nice job title
5. self actualization – challenging job

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

alderfers ERG

A
  • existence needs
  • relatedness needs
  • growth needs
    more than one need can be activated at a time, but it still has priority bottom to top
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

existence needs

A

desire for physical well being

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

relatedness needs

A

desire to have meaningful relationships

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

growth needs

A

desire to grow as human beings and reach our full potential

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

frustration-regression principle

A

people seeking to intensely fulfill lower level needs when higher level needs are frustrated

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

mcclellands acquired needs theory

A

3 high level needs are major motives that determine peoples behavior in the workplace. Learned through culture and life experience, not born with
- achievement
- affiliation
- power

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

control freak

A

need for achievement = normal
need for affiliation = small
need for power = large

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

need for achievement

A

desire to excel, solve problems, achieve excellence in difficult tasks, and do something more effectively or more efficiently.

strive to accomplish something new, outperform others, and meet or surpass goals. dependable and conscientious, high levels of self efficacy and thrive in challening environments

rewards based on efforts

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

need for affiliation

A

desire to be liked and accepted

establish and maintain warm, friendly relationships with others.

take well to group activities that satify social needs

worry about people more, and strive for social approval

do best at jobs that emphasize personal relationships (human resources)

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

need for power

A

desire to influence or control others

enjoy responsibility of being in charge of people and events.

competitive and strive to maintain sphere of influence and a positive reputation (inside and outside org)

do best at jobs that let them control others and give them public recognition

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

personal power

A

negative, controlling surroundings and need to manipulate and dominate others

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

insitutional power

A

positive, based on satus and the need to solve problems and further org goals

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

herbergs 2 factor theory

A

work satisfaction and dissatisfaction are two different continuums that arise from two different factors

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

hygiene factors

A

lower level needs associated with job dissatisfaction (salary, work conditions, relationships, policy)

with absence of these factors –> job dissatisfaction

presence of hygiene factors isnt enough to cause job satisfaction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
motivating factors
higher level needs associated with job satisfaction (achievement, recognition, responsibility, and advancement) presence of motivators cause job satisfaction absence doesnt cause job dissatisfaction
25
process perspectives
thought processes people use to decide how to act. -- focus on impact of extrinsic and intrinsic rewards on motivation
26
equity theory
employees perceptions as to how fairly they think they are being treated compared to others. assumption : when people perceive unfairness in the workplace they behave to restore equity
27
perceptions of fairness
equity theory comparisons of ones own ratio of outcomes to inputs against another persons ratio.
28
perceived ratio
returns (outputs) to contributions (inputs) determines perceived equity ratio is equal to others? happy state of equity. support org change, and cooperate in group settings ratio is less? perceive inequity
29
how to reduce/ eliminate perceived inequity
- change their work effort (reduce input) ex : take longer breaks or call in sick more often - attempt to change outcomes, ask boss for a raise - change perceptions. exaggerate how much they work - leave job by quitting or transferring to another department
30
organizational justice
extent to which employees perceive they are treated fairly at work - distributive justice - procedural justice - interactional justice
31
distributive justice
fairness in distribution of resources and rewards --> perceive distributive justice if share of rewards was proportional to effort put in
32
procedural justice
process and procedures used to make decisions. --> increase perception by applying rules consistently and allowing employees to have input about workplace procedures
33
interactional justice
quality of interpersonal treatment among people when procedures are implemented --> managers have communicated truthfully and treated them with courtesy and respect
34
expectancy theory
people are motived by 1. how much they want something and 2. how likely they think they are to get it. motivation is based on the relationship between effort, performance, and outcomes high level of motivation requires high expectancy, instrumentality, and valence
35
expectancy
Effort —> performance particular level of effort will lead to a particular level of performance. influenced by how much self efficacy a person has high effort to performance expectancy believes putting in more hours will lead to more sales
36
instrumentality
Performance —> rewards expectation that successful performance of a task will lead to a desired outcome high performance to reward expectancy believes making more sales will result in a bonus or promotion
37
valence
value or importance a worker assigns to a possible outcome or reward place high valence on a high bonus
38
job design
distribution of orgs work among its employees and the application of motivational theories to jobs to increase satisfaction and performance
39
job simplification or scientific managment
process of reducing the number of tasks that a worker performs simplified jobs tend to result in high levels of job dissatisfaction and low levels of employee motivation previously fitting people to jobs
40
job enlargement or horizontal loading
fitting jobs to people increasing the number of tasks in a job to increase variety and motivation doesnt significantly increase job performance in the long term
41
job enrichment or vertical loading
building motivating factors (responsibility, achievement, recognition, stimulating work, and advancement) into a job
42
job characteristics model
hackman and oldham 5 core job characteristics that drive 3 psychological states that are critical in an employee to trigger employee motivation works best for those who have necessary knowledge and skill, a desire for personal development and context satisfactions (right working conditions)
43
skill variety
1 of 5 job characteristics diverse abilities and skills are used on the job
44
task identity
1 of 5 job characteristics worker performs all the tasks required for job completion from beginning to end ex producer of custom made furniture is higher than assembly line worker
45
task significance
1 of 5 job characteristics job has an effect on other people, either inside or outside org. doctor significance is higher than maid
46
autonomy
1 of 5 job characteristics employee can make their own choices about scheduling and performing tasks autonomy higher when not micromanaged feel more responsible for results when given more freedom in working on tasks
47
feedback
1 of 5 job characteristics managers give workers clear, direct information about the quality of their performance higher for basketball players who receive constant feedback
48
meaningfulness of work
employees experiences the feeling that the job they do matters to the world and affects other people skill variety, task identity, and task significance
49
responsibility of results
employee experience a sense of ownership over the output that their work produces. autonomy
50
knowledge of results
employee gains clear understanding of the relative success of work outcomes feedback
51
work outcomes
Results from employee performance positive results from motivated employees - high work performance - high work satisfaction - high work motivation - low absenteeism and turnover
52
contingency factors
how much an individual wants personal and psychological development (including knowledge and skill, desire for personal growth, and context satisfactions [appropraite work environment, pay])
53
relational job design
designing the relational aspects of work to increase employees prosocial motivation
54
prosocial motivation
desire to benefit others social capital and working harder, smarter, cooperatively, and safely prosocial motivation strongly correlated with prosocial behavior and moderately correlated with employee well being and performance outcomes
55
reinforcement perspective
role of positive and negative consequences in motivation operant conditioning and law of effect
56
operant conditioning
controlling behavior by manipulating the consequences (skinner)
57
law of effect
behavior with positive consequences tends to be repeated while behavior with negative consequences tends to not be repeated (thorndike) foundation of operant conditioning
58
reinforcement theory
explain behavior as a product of reinforcement or consequences behavior with positive consequences tends to be repeated while negative consequences behavior tends to not be repeated
59
law of contingent reinforcement
for behavior to be shaped, the reward must be delivered only if the desired behavior is shown
60
law of immediate reinforcement
behaviors are reinforced most effectively when the reward is delivered immediately after the desired behavior is shown
61
behavior modification
using reinforcement theory to change peoples behavior
62
positive reinforcement
use of positive consequences to encourage desirable behavior exceed quota for sales and get praise, money, award, recognition
63
negative reinforcement
removal of a negative stimulus to encourage a desired behavior struggling to meet quota salesperson stops hearing nagging once his quota is met
64
extinction
ignoring (not reinforcing) an undesired behavior to discourage it teacher wants student to stop dominating a discussion -- doesnt call on student
65
Punishment
Discouraging undesired behavior by presenting something negative or withdrawing something positive

Management (16 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions