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Management > chapter 12 > Flashcards

chapter 12 Flashcards

1
Q

motivation

A

psychological processes that arouse and direct goal-oriented behavior

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2
Q

personality factors

A

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

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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

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4
Q

extrinsic reward

A

external payoff (money, praise)

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5
Q

intrinsic rewards

A

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

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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
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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

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8
Q

content (need based perspectives)

A

emphasize the needs that motivate people

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9
Q

needs

A

physiological or psychological deficiencies that drive behavior

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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

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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
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12
Q

existence needs

A

desire for physical well being

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13
Q

relatedness needs

A

desire to have meaningful relationships

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14
Q

growth needs

A

desire to grow as human beings and reach our full potential

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15
Q

frustration-regression principle

A

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

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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

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17
Q

control freak

A

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

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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

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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)

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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

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20
Q

personal power

A

negative, controlling surroundings and need to manipulate and dominate others

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21
Q

insitutional power

A

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

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22
Q

herbergs 2 factor theory

A

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

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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

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24
Q

motivating factors

A

higher level needs associated with job satisfaction (achievement, recognition, responsibility, and advancement)

presence of motivators cause job satisfaction

absence doesnt cause job dissatisfaction

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25
Q

process perspectives

A

thought processes people use to decide how to act.

– focus on impact of extrinsic and intrinsic rewards on motivation

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26
Q

equity theory

A

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
Q

perceptions of fairness

A

equity theory
comparisons of ones own ratio of outcomes to inputs against another persons ratio.

28
Q

perceived ratio

A

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
Q

how to reduce/ eliminate perceived inequity

A
  • 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
Q

organizational justice

A

extent to which employees perceive they are treated fairly at work
- distributive justice
- procedural justice
- interactional justice

31
Q

distributive justice

A

fairness in distribution of resources and rewards
–> perceive distributive justice if share of rewards was proportional to effort put in

32
Q

procedural justice

A

process and procedures used to make decisions.
–> increase perception by applying rules consistently and allowing employees to have input about workplace procedures

33
Q

interactional justice

A

quality of interpersonal treatment among people when procedures are implemented
–> managers have communicated truthfully and treated them with courtesy and respect

34
Q

expectancy theory

A

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
Q

expectancy

A

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
Q

instrumentality

A

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
Q

valence

A

value or importance a worker assigns to a possible outcome or reward

place high valence on a high bonus

38
Q

job design

A

distribution of orgs work among its employees and the application of motivational theories to jobs to increase satisfaction and performance

39
Q

job simplification or scientific managment

A

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
Q

job enlargement or horizontal loading

A

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
Q

job enrichment or vertical loading

A

building motivating factors (responsibility, achievement, recognition, stimulating work, and advancement) into a job

42
Q

job characteristics model

A

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
Q

skill variety

A

1 of 5 job characteristics

diverse abilities and skills are used on the job

44
Q

task identity

A

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
Q

task significance

A

1 of 5 job characteristics

job has an effect on other people, either inside or outside org.

doctor significance is higher than maid

46
Q

autonomy

A

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
Q

feedback

A

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
Q

meaningfulness of work

A

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
Q

responsibility of results

A

employee experience a sense of ownership over the output that their work produces.

autonomy

50
Q

knowledge of results

A

employee gains clear understanding of the relative success of work outcomes

feedback

51
Q

work outcomes

A

Results from employee performance

positive results from motivated employees

  • high work performance
  • high work satisfaction
  • high work motivation
  • low absenteeism and turnover
52
Q

contingency factors

A

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
Q

relational job design

A

designing the relational aspects of work to increase employees prosocial motivation

54
Q

prosocial motivation

A

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
Q

reinforcement perspective

A

role of positive and negative consequences in motivation

operant conditioning and law of effect

56
Q

operant conditioning

A

controlling behavior by manipulating the consequences (skinner)

57
Q

law of effect

A

behavior with positive consequences tends to be repeated while behavior with negative consequences tends to not be repeated (thorndike)

foundation of operant conditioning

58
Q

reinforcement theory

A

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
Q

law of contingent reinforcement

A

for behavior to be shaped, the reward must be delivered only if the desired behavior is shown

60
Q

law of immediate reinforcement

A

behaviors are reinforced most effectively when the reward is delivered immediately after the desired behavior is shown

61
Q

behavior modification

A

using reinforcement theory to change peoples behavior

62
Q

positive reinforcement

A

use of positive consequences to encourage desirable behavior

exceed quota for sales and get praise, money, award, recognition

63
Q

negative reinforcement

A

removal of a negative stimulus to encourage a desired behavior

struggling to meet quota salesperson stops hearing nagging once his quota is met

64
Q

extinction

A

ignoring (not reinforcing) an undesired behavior to discourage it

teacher wants student to stop dominating a discussion – doesnt call on student

65
Q

Punishment

A

Discouraging undesired behavior by presenting something negative or withdrawing something positive

Management (16 decks)

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