Chapter 15: Motivating Employees

Question 1

motivation

Answer 1

process by which a person’s efforts are energized, directed, and sustained toward attaining a goal

Question 2

Maslow’s Hierarchy of Needs Theory

Answer 2

5 human needs: physiological, safety, social, esteem, and self actualization; as each need becomes satisfied, the next need becomes dominant

Question 3

McGregor’s Theory X

Answer 3

employees dislike work, are lazy, avoid responsibility, and must be coerced to perform
(external motivation)

Question 4

McGregor’s Theory Y

Answer 4

employees are creative, enjoy work, seek responsibility, and can exercise self-direction
(internal motivation)

Question 5

Herzberg’s Two-Factor Theory (TFT)

Answer 5

intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are related to job

Question 6

hygiene factors (TFT)

Answer 6

extrinsic factors that eliminate job dissatisfaction but don’t motivate

ex. salary, status, sercurity

Question 7

motivators (TFT)

Answer 7

intrinsic factors that increase job satisfaction and motivation

ex. achievement, recognition, growth

Question 8

McClelland’s Three-Needs Theory (3NT)

Answer 8

3 acquired (not innate) needs—achievement, power, and affiliation—are major motives in work

Question 9

need for achievement (3NT)

Answer 9

drive to succeed and excel in relation to a set of standards

Question 10

need for power (3NT)

Answer 10

need to make others behave in a way that they would not have behaved otherwise

Question 11

need for affiliation (3NT)

Answer 11

desire for friendly and close interpersonal relationships

Question 12

Goal-Setting Theory

Answer 12

specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals

Question 13

Reinforcement Theory

Answer 13

behaviour is a function of its consequences (behaviours with good conqs repeated and bad conqs avoided)

Question 14

reinforcers (RT)

Answer 14

consequences immediately following a behaviour that increase the probability that the behaviour will be repeated

Question 15

job design

Answer 15

way tasks are combined to form complete jobs

Question 16

job scope

Answer 16

number of different tasks required and frequency with which these tasks are repeated

Question 17

job enlargement

Answer 17

horizontal expansion of a job through increasing job scope

Question 18

job enrichment

Answer 18

vertical expansion of a job by adding planning and evaluating responsibilities

Question 19

job depth

Answer 19

degree of control employees have over their work

Question 20

5 Job Characteristics Model (JCM)

Answer 20

• skill variety
• task identity
• task significance
• autonomy
• feedback

Question 21

skill variety

Answer 21

degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents

Question 22

task identity

Answer 22

degree to which a job requires completion of a whole and identifiable piece of work

Question 23

task significance

Answer 23

degree to which a job affects the lives or work of other people

Question 24

autonomy

Answer 24

degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out

Question 25

feedback

Answer 25

degree to which carrying out work activities required by a job results in the individual’s obtaining direct and clear information about the effectiveness of his or her performance

Question 26

relational perspective of work design (DMJ)

Answer 26

approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships

Question 27

proactive perspective of work design (DMJ)

Answer 27

approach to job design in which employees take the initiative to change how their work is performed

Question 28

high-involvement work practices (DMJ)

Answer 28

work practices designed to elicit greater input or involvement from workers

Question 29

Equity Theory (EQT)

Answer 29

employee compares their job’s inputs–outcomes ratio with that of relevant others and then responds to correct any inequity

Question 30

referents (EQT)

Answer 30

persons, systems, or selves against which individuals compare themselves to assess equity

Question 31

distributive justice (EQT)

Answer 31

perceived fairness of the amount and allocation of rewards among individuals
(greater influence on employee satisfaction)

Question 32

procedural justice (EQT)

Answer 32

perceived fairness of the process used to determine the distribution of rewards
(greater influence on organizational commitment, trust in managers, turnover rate)

Question 33

Expectancy Theory (EXT)

Answer 33

individual will choose a behaviour that will maximize benefits or pleasure and minimize pain or cost

ex. working long hours = increase salary or promotion

Question 34

expectancy/effort–performance linkage (EXT)

Answer 34

probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance

improve performance: provide training

Question 35

instrumentality/performance–reward linkage (EXT)

Answer 35

degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome

increase performance will lead to rewards: give promised rewards

Question 36

valence/attractiveness of reward (EXT)

Answer 36

importance that the individual places on the potential outcome or reward that can be achieved on the job and considers both goals and needs of the individual

meaningful rewards: give valued rewards

Question 37

4 Motivation issues today

Answer 37

• Motivating in tough economic circumstances
• Managing cross-cultural motivational challenges
• Motivating unique groups of workers
• Designing effective rewards programs

Question 38

Motivating in Tough Economic Circumstances

Answer 38

• requires meetings
• open lines of communication
• getting employees inputs on issues
• creating common goals
• continued encouragement

Question 39

Managing Cross-Cultural Motivational Challenges

Answer 39

ex. Japan and Mexico security needs is foundational level

Question 40

Motivating Unique Groups of Workers

Answer 40

• diverse workforce
• professionals
• temporary workers
• min-wage employees

Question 41

motivating a diverse workforce

Answer 41

• men want autonomy
• women want flexible work hours and good interpersonal relationships
• genz want jobs they can express themselves and practice good ethics

Question 42

motivating professionals

Answer 42

work bc they actually like their job and not for the money and like challenges and want to be recognized for their work

Question 43

motivating temporary workers

Answer 43

• include opportunity for perm position
• opportunity for training
• fair treatment

Question 44

motivating min-wage employees

Answer 44

• employee recognition programs

* praising them

Question 45

Designing Effective Rewards Programs

Answer 45

• open-book management
• employee recognition programs
• pay-for-performance programs

Question 46

open-book management

Answer 46

organization’s financial statements are shared with all employees

Question 47

employee recognition programs

Answer 47

provide managers with opportunities to give employees personal attention and express interest, approval, and appreciation for a job well done

Question 48

pay-for-performance programs

Answer 48

variable compensation plans that pay employees on the basis of some performance measure