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Management > Chapter 16: Motivating Employees > Flashcards

Chapter 16: Motivating Employees Flashcards

1
Q

Motivation

A

the process by which a person’s efforts are:
- Energized - measure of intensity, drive, and vigor
- Directed - channeled to benefit the organization
- Sustained - toward attaining a goal (persistent)

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2
Q

Maslow’s Hierarchy of Needs theory (1943)

A

Human needs form a hierarchy of needs
- Once a lower level need is substantially satisfied an individual is no longer motivated to satisfy that need, and moves on to satisfy the next level of need

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3
Q
  1. Self actualization needs
A

a person’s need to become what they are capable of becoming, the best they can be!

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4
Q
  1. Esteem needs
A

a person’s need for internal factors (e.g self respect, autonomy and achievement) and external factors ( such as status, recognition and attention

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5
Q
  1. Social needs
A

A person’s needs for affection, belongingness, acceptance, and friendship

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6
Q

Safety needs

A

a persons needs for security and protection from physical and emotional harm

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7
Q

Physiological needs

A

a person’s needs for food, drink, shelter, sexual satisfaction, and other physical need

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8
Q

Herzberg’s Two factor Theory (1950s)

A

Intrinsic factors are related to job satisfaction, motivation whereas extrinsic factors are associated with job dissatisfaction or no dissatisfaction- but not satisfaction

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9
Q

Intrinsic

A

from Latin word intrinsecus; inwardly, innate, inborn. Part of your basic nature or character

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10
Q

Extrinsic

A

coming or operating from the outside, external to you in nature

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11
Q

Two factor theory (Motivation vs Hygiene)

A

Motivators - (intrinsic) factors that increase job satisfaction and thus, motivation

  • Hygiene factors - (extrinsic) factors that eliminate job dissatisfaction, but don’t motivate. When these factors are adequate, people won’t be dissatisfied, but they won’t be satisfied either
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12
Q

Motivators

A
  • Achievement
  • recognition/respect
  • work itself
  • responsibility
  • advancement
    growth
  • relationship with supervisor
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13
Q

Hygiene factors

A
  • supervision
  • company policy
  • working conditions
  • salary
  • status
  • security
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14
Q

Contrasting views of Satisfaction & Dissatisfaction

A

Herzberg believed the data suggested the opposite of satisfaction was not dissatisfaction ( as traditionally believed) Removing dissatisfying characteristics from a job would not necessarily make that job more satisfying (or motivating).

Herzberg proposed that a dual continuum existed: The opposite of “satisfaction” is “no satisfaction,” and the opposite of “dissatisfaction” is “no dissatisfaction.”

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15
Q

McGregor’s Theory X

A

the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform

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16
Q

McGregor’s Theory Y

A

The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction

Little if any consistent evidence exists to definitively prove either assumption is valid (separate from motivational factors)

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17
Q

Three Needs Theory ( McClelland 1961)

A

three acquired (non-innate) needs (achievement, power, and affiliation) are major motives in work

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18
Q

Needs for Achievement (nAch)

A

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

  • avoid very easy or difficult tasks
  • focus on own success, not or others; achievements, not rewards
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19
Q

Need for Power (nPow)

A

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

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20
Q

Need for affiliation (nAff)

A

the desire for friendly and interpersonal relationships

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21
Q

TAT Measurement

A

Thematic Apperception Test

Each picture is briefly shown to a person who writes a story based on the picture. Trained interpreters determine the individual’s levels of nAch, nPow, and nAff

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22
Q

Goal Setting Theory

A

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

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23
Q

Contingent factor
1. Opportunity to participate

A

affects goals acceptance

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24
Q

Contingent Factor
2. Self Efficacy

A

belief you are capable of (better performing a task)

  • Individuals with high efficacy respond to criticism (negative feedback) with increased effort and motivation
  • Individuals with low efficacy respond to criticism (negative feedback) with reduced effort

As a manager, make sure you understand the efficacy level of those you manage!

25
Q

Reinforcement Theory

A

behavior is a function of consequences (operant learning)

26
Q

Job Enlargement/Job scope

A

the number of different tasks required in a job and the frequency with which those tasks are repeated

knowledge enlargement activates lead to more job satisfaction

27
Q

Job enrichment/job depth

A

the degree of control employees have over their work (freedom, independence)

27
Q

Reinforcers

A

consequences that immediately follow a desired behavior increase the probability that the behavior will be repeated

Ignore (do not reinforce) rather than punish undesirable behavior. Punishment is a temporary solution and may have unpleasant side effects

28
Q

Job design

A

a combination of tasks to form complete jobs (to take advantage of employees strength/skills)

29
Q

Job Characteristics Model (JCM)

A

designing jobs that identify 5 primary core job dimensions for job satisfaction

30
Q

Skill variety

A

degree to which a job requires a variety of activites - employee can use a number of different skills/ talents

31
Q

Tasks Identity

A

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

32
Q

Task Significance

A

the degree to which a job has a substantial impact of the lives or work of other people

33
Q

Autonomy

A

the degree to which a job provides substantial freedom, to the individual for designing the work

33
Q

Feedback

A

receiving clear information about performance

34
Q

Relational Perspective of work design

A

an approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships (employee kitchens, gyms, etc)

35
Q

Proactive Perspective of work design

A

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

36
Q

High-involvement work practices

A

work practices designed to elicit greater input/involvement from workers

37
Q

Equity theory

A

proposes employees compare what they get from a job (outcomes) with what they put into it (inputs), and then they compare their inputs–outcomes ratio with the inputs–outcomes ratios of relevant others

38
Q

Referents (relevant others)

A
  • persons = coworkers, friends, neighbors, associates
  • selves = past experiences, outside commitments
  • systems = (pay) policies, rules, regulations
39
Q

Procedural justice

A

perceived fairness of the process used to determine the distribution of rewards (influences trust, organizational commitment)

40
Q

Distributive Justice

A

Perceived fairness of the amount and allocation of rewards among individuals (greater influence on employee satisfaction and supervisor-employee relationship)

41
Q
A
41
Q

Expectancy Theory (victor voom)

A

an individual tends to act in a certain way based on:
- expectations that the act will be followed by a given outcome
- the attractiveness of that outcome to the individual

42
Q

Expectancy Theory Variables

A

There are three

43
Q
A
44
Q

Instrumentality (performance-reward linkage)

A

the perception that a particular level of performance will result in attaining a desired outcome ( reward)

44
Q

Expectancy (effort-performance linkage)

A

The perceived probability that an individual’s effort will result in a certain level of performance

45
Q

Valence (attractiveness of reward)

A

the attractive ness/importance of the performance reward (outcome) to the individual

46
Q

Motivating a diverse workforce

A

Through flexibility

compressed workweek: longer daily hours, but fewer days
- Flexible work hours: specific weekly hours with varying arrival, departure, lunch, and break times around certain core hours during which all employees must be present
- Telecommuting: employees work from hoe using computer links

47
Q

Motivating A workforce with diverse needs

A

-Compressed Workweek :longer daily hours, but fewer days
- Flexible work hours (flextime) : specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which employees must be present
- Telecommuting: Employees work from home using computer links

48
Q

Motivating Professional (Managers)

A

Characters of Professionals
- Strong and long term commitment to their field/expertise
- Tend to focus on their work as their central linter interest (flow)
- Loyalty is to their profession, not to the employer
- Have the need to regularly update their knowldge
- Don’t define their workweek as 8am to 5 pm
- Like work/job challenges - finding solutions to orblems
- Support/recognition that their work is important

49
Q

Motivating Non-managers

A
  • Employee recognition programs (need not be $$$)
  • Provision of sincere praise, justice, fairness
  • Typically have other interest outside of work that can compensate for needs not met on the job
50
Q

Motivating Contingent workers

A
  • Opportunity to become a permanent employee
  • Opportunity for training
51
Q

Cross Cultural Challenges

A

Motivational programs are most applicable where (USA) individualism/achievement are cultural characteristics
- Collective cultures view rewards as “entitlements” to be distributed based on individual needs, not individual performance

Interesting work is important to mist workers, regardless of national culture

52
Q

Open book management

A

a motivational approach in which an organization’s financial statements (the “books”) are shared with all employees (links performance to results)

53
Q

Employee Recognition Programs

A

Based on personal attention and expression of interest, approval, and appreciation for a job well done (highly motivating, but must be compatible with equity theory)

53
Q

Pay-for-performance Programs

A

variable compensation plans that pay employees on the basis of performance measures (must be compatible with expectancy theory)

Management (4 decks)

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