Chapter 2: Management and Engagement

Question 1

Distributive Justice

Answer 1

Perceptions of the fairness of the distribution of the outcomes in an organization.

Question 2

Engagement

Answer 2

The emotional commitment an employee has to their organization and goals or “what’s in it for us”.

Question 3

Equity Theory

Answer 3

Theory of motivation based on the assumption that people are motivated by the fairness of their work inputs and outputs relative to the perceived inputs and outcomes of other employee’s.

Question 4

Expectancy Theory

Answer 4

Theory that people are motivated by their expectation of success as determined by expectancy, instrumentality, and valence.

Question 5

Extinction

Answer 5

Curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them.

Question 6

Extrinsic Motivation

Answer 6

The enthusiasm that comes from the consequences of performing one’s job and not the behavior (performing) itself. Reward such as pay benefits and bonuses vacation time, etc. or examples of extrinsic.

Question 7

Goal-Setting Theory

Answer 7

A theory of motivation based on the assumption that people are motivated by contributing inputs that achieve organizational goals.

Question 8

Inequity

Answer 8

Condition that exists when an employee’s input/output rations in not perceived to be fair relative to other employee’s.

Question 9

Informational Justice

Answer 9

Person’s perception of the extent to which his or her manage provides explanations for decisions and the procedures used to to arrive at them.

Question 10

Instrumentality

Answer 10

In expectancy theory, perception about extent to which performance results in the attainment of outcomes.

Question 11

Interpersonal Justice

Answer 11

A person’s perception of the fairness of the interpersonal treatment he or she receives form whoever distributes outcomes to him or her.

Question 12

Intrinsic Motivaton

Answer 12

The enthusiasm that comes from performing one’s job. Work that is interesting or challenging, more likely to lead to this behavior.

Question 13

Learning Theory

Answer 13

Theory of motivation based on the assumption that people are motivated by the outcomes they recieve for performing desired behaviors and attaining desired goals.

Question 14

Motivation

Answer 14

Level of energy, commitment, and creativity that an employee brings to their jobs or “what’s in it for me.”

Question 15

Need Theory

Answer 15

Theory that people are motivated to obtain outcomes at work that satisfy their needs or the requirements for survival and well-being.

Question 16

Operant Conditioning Theory

Answer 16

Theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

Question 17

Organizational Behavior Modification (OB MOD)

Answer 17

Systemic application of operant condition techniques to promote the performance of the organizationally functional behaviors and discourage the performance of dysfunctional behaviors.

Question 18

Procedural Justice

Answer 18

Person’s perception of the fairness of the procedures that are used to determine how to distribute outcomes in an organization.

Question 19

Self-efficacy

Answer 19

A person’s believe about his or ability to perform a behavior successfully.

Question 20

Social Learning Theory

Answer 20

Theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behaviors.

Question 21

Social Motivation

Answer 21

The enthusiasm that comes form behaviors that benefit or help others.

Question 22

Valence

Answer 22

Person’s perception about how desirable each of the outcomes available form a job or organization is to an employee.

Question 23

Vicarious Learning

Answer 23

Learning that occurs when a person is motivated and positively reinforced to perform a behavior by watching another person model the behavior.

Question 24

Maslows Theory

Answer 24

People seek to satisfy a hierarchy of five basic kinds of needs. Physiological, safety, belonging, esteem, and self actualization. Once need is met, it ceases to operate as a source of motivation.

Question 25

Alderfers ERG THeory

Answer 25

Condensed Maslows theory into three, existence, relatedness, growth. Can be motivated by more than one need at the same time.

Question 26

Herzbergs Motivator-Hygiene Theory

Answer 26

Two kinds of needs, motivator (nature of work and how challenging) and hygiene (context in which work is performed). Satisfying hygiene needs did not result in high levels of motivation, but did occur when motivator needs were met.

Question 27

McClelland Theory

Answer 27

three catagories of needs, Achievement, affiliation, and power. Not inherent but learned and developed.

Question 28

Employee stock option

Answer 28

A financial instrument that entitles bear to buy shares and organization stock at a certain price during a certain period or under certain conditions.

Question 29

Expectancy

Answer 29

And expectancy theory of perception about the extent to which effort results in a certain level of performance.

Question 30

Merit pay plan

Answer 30

Compensation plan that bases pay on performance.

Question 31

Negative reinforcement

Answer 31

Eliminating or removing undesired outcomes when people perform organizationally functional behaviors.

Question 32

Outcome

Answer 32

What an individual obtains from their work both material and in material.

Question 33

Positive reinforcement

Answer 33

Giving people outcome they desire when they perform organizationally functional behaviors.

Question 34

Punishment

Answer 34

Administering an undesired or negative consequence when dysfunctional behavior occurs

Question 35

Self reinforcement

Answer 35

Any desired or attractive outcome, or reward that a person gives to himself or herself for good performance.

Question 36

Three sources of motivation

Answer 36

Intrinsic extrinsic and social sources.