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Behavior in Organizations > Chapter 5 - Employee Motivation > Flashcards

Chapter 5 - Employee Motivation Flashcards

1
Q

What are drives also known as?

A

Primary needs

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2
Q

What are hardwired characteristics of the brain that energize individuals to correct deficiencies or maintain an internal equilibrium?

A

Drivers

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3
Q

Fill in the Blanks:

Drivers are _____ and _______

A
  1. Innate

2. Universal

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4
Q

What produces human needs?

A

Drives and the emotions that they produce

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5
Q

What are drive-generated emotions directed toward goals?

A

Needs

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6
Q

What 3 things influence goal-directed behaviors?

A

Self-concept, social norms, and past experience

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7
Q

What is a motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporated both emotions and rationality?

A

Four-drive theory

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8
Q

List the 4 drives in the four-drive theory

A
  1. Drive to acquire
  2. Drive to bond
  3. Drive to comprehend
  4. Drive to defend
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9
Q

Are the 4 drives in the four-drive theory dependent on one another?

A

No

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10
Q

Are certain drives in the four-drive theory more important than the others?

A

No

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11
Q

How many of the 4 drives in the four-drive theory do we try to fulfill everyday?

A

3

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12
Q

Which drive is the drive to take/keep objects and personal experiences?

A

Drive to acquire

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13
Q

What is the drive to acquire the basis of?

A

Hierarchy and status

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14
Q

Which drive is the drive to form relationships and social commitments?

A

Drive to bond

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15
Q

What is the drive to bond the basis of?

A

Social identity

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16
Q

Which drive is the drive to satisfy curiosity and resolve conflicting information?

A

Drive to comprehend

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17
Q

What is the drive to comprehend the basis of?

A

Growth and self-actualization

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18
Q

Which drive is the drive to protect ourselves physically, psychologically, and socially?

A

Drive to defend

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19
Q

Which of the 4 drives is a reactive drive?

A

Drive to defend

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20
Q

What is the drive to defend triggered by?

A

A threat

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21
Q

What is the drive to defend the basis of?

A

Fight or flight

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22
Q

What are the 4 drives influenced by?

A

Background emotions

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23
Q

What determines which emotions are tagged to incoming information?

A

The 4 drives

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24
Q

What do drives generate?

A

Independent and often competing emotions

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25
Q

What determine how to translate drives into needs?

A

Our mental skill set

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26
Q

What directs the motivation force of our emotions to decisions and behavior that are expected to reduce the tension?

A

Our mental skill set

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27
Q

What are our mental skill sets?

A

Our social norms, past experience, and personal values

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28
Q

What is one implication of the four-drive theory?

A

It needs to provide balance across the drives

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29
Q

List 4 ways that organizations provide balance across drives

A
  1. Reasonably challenging jobs
  2. Learning opportunities
  3. Appropriate rewards and recognition
  4. Positive social relations with colleagues
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30
Q

What is the use of power and position mainly to serve the organization?

A

Socialized Power

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31
Q

What is the use of power mainly for own self-interests?

A

Personalized Power

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32
Q

What are the 2 effects that pay can have?

A
  1. Incentive effect

2. Sorting effect

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33
Q

What are the 2 types of jobs that individual monetary incentives tend to work best for?

A

Jobs that are well-learned and less complex

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34
Q

What are 2 factors of well-learned and less complex jobs?

A

They have few performance dimensions and shorter cycle times

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35
Q

What are the 5 disadvantages of monetary incentives?

A
  1. It causes employees to pay less attention to work behaviors that are not incentivized
  2. It promotes dysfunctional behaviors
  3. It ignores antecedents to behavior
  4. It discourages creative behavior
  5. It can damage work relations and trust when it is perceived as unfair
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36
Q

True or False:

Many employees do not want at risk pay

A

True

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37
Q

What is a motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes?

A

Expectancy theory

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38
Q

List the 3 levels of the expectancy theory

A
  1. Effort-to-performance expectancy
  2. Performance-to-outcome expectancy
  3. Outcome valences
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39
Q

What is an anticipated satisfaction or dissatisfaction that an individual feels towards an outcome?

A

A valence

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40
Q

When do outcomes have a positive valence?

A

When they are consistent with out values and satisfy our needs

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41
Q

What is the objective of the effort-to-performance expectancy?

A

To increase the employee’s belief that they are capable of performing a job successfully

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42
Q

What is the objective of the performance-to-outcome expectancy?

A

To increase the employee’s belief that their good performance will result in certain outcomes

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43
Q

What is the objective of outcome valences?

A

To increase the employee’s expected satisfaction with outcomes resulting from desired performance

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44
Q

List 7 ways that managers can influence e-p expectancies

A
  1. Select people with the required skills and knowledge
  2. Provide training
  3. Clarify job requirements
  4. Provide sufficient time and resources
  5. Assign simpler or fewer tasks until employee can master them
  6. Provide examples of similar employees who have completed the task
  7. Provide coaching
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45
Q

List 4 ways that managers can influence p-o expectancies

A
  1. Measure job performance accurately
  2. Clearly explain the outcomes that will result from successful performance
  3. Describe how rewards are based on performance
  4. Give examples to show that better performance yields higher rewards
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46
Q

List 3 ways that managers can influence outcome valences

A
  1. Use rewards that employees value
  2. Individualize rewards
  3. Minimize counter-valent outcomes
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47
Q

What is one of the best developed and most useful approaches to motivation?

A

Goal setting

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48
Q

What is the process of motivating employees and clarifying their role perceptions by establishing performance objectives?

A

Goal setting

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49
Q

What is a popular acronym for the characteristics of effective goal setting?

A

SMARTER

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50
Q

What does SMARTER stand for?

A
  1. Specific
  2. Measurable
  3. Achievable
  4. Relevant
  5. Time-framed
  6. Exciting
  7. Reviewed
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51
Q

What does the Specific guideline in SMARTER include?

A

What needs to be accomplished and sometimes how it is to be accomplished

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52
Q

What do specific guidelines clarify?

A

Task and performance standards

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53
Q

What do specific guidelines allow for?

A

Measurement of performance

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54
Q

What does the Measurable guideline in SMARTER describe?

A

The quantity, quality, cost, and other standards

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55
Q

What does the Achievable guideline in SMARTER state?

A

That goals should be challenging, but not so difficult that employees lose their motivation to achieve them

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56
Q

True or False:

As the goal level/challenge goes up task performance goes up, but eventually if it is too challenging task performance/effort decreases

A

True

57
Q

What does the Relevant guideline in SMARTER state?

A

That the goal needs to be relevant to the individual’s job and within their control

58
Q

What does the Time-framed guideline in SMARTER need to specify?

A

When the goal should be completed or when it will be assessed

59
Q

What 3 things does the Exciting guideline in SMARTER include?

A
  1. Meaningful work
  2. Linked to employee’s development
  3. Involve employees in goal setting process
60
Q

What does the Reviewed guideline in SMARTER provide?

A

Ongoing feedback about goal progress and attainment

61
Q

What does the Reviewed guideline encourage?

A

Group members to engage in experiential learning every now and then

62
Q

When should learning goals be used?

A

When tasks are novel and complex

63
Q

Why should learning goals be used when tasks are novel and complex?

A

Successful task performance requires learning and strategy development

64
Q

What refers to information about our behavior and its consequences?

A

Feedback

65
Q

List the 5 characteristics of effective feedback

A
  1. Specific
  2. Relevant
  3. Timely
  4. Credible
  5. Frequent
66
Q

What does it mean if effective feedback is specific?

A

It should refer to specific metrics

67
Q

What does it mean if effective feedback is relevant?

A

It should refer to the individual’s behavior and the outcomes within their control

68
Q

What does it mean if effective feedback is timely?

A

The information should be available soon after the behavior or results occur

69
Q

What does it mean if effective feedback is credible?

A

The information comes from a reliable and trustworthy source

70
Q

What are the 2 factors of frequent feedback?

A
  1. How long it takes to complete the task

2. The employees knowledge and experience with the task

71
Q

Fill in the Blank:

Effective feedback is a ____________ between the manager and employee

A

Two-way conversation

72
Q

What 2 things is effective feedback focused on?

A
  1. Improving mutual understanding of performance

2. Enabling effective future performance

73
Q

What is the perceived fairness in the outcomes we receive compared to our contributions and the outcomes and contributions of others?

A

Distributive justice

74
Q

What is the perceived fairness of the procedures used to decide the distribution of resources?

A

Procedural justice

75
Q

What is a theory explaining how people develop perceptions of fairness in the distribution and exchange of resources?

A

Equity theory

76
Q

What is the value of outcomes you receive divided by the value of inputs you provide in the exchange relationship?

A

Outcome-input ratio

77
Q

What are the inputs in the outcome-input ratio?

A

What employees contribute

78
Q

What are the outcomes in the outcome-input ratio?

A

What employees receive

79
Q

What is an example of an input in the outcome-input ratio?

A

Skills

80
Q

What is an example of an outcome in the outcome-input ratio?

A

Pay

81
Q

What does the equity theory say we compare the outcome-input ratio to?

A

A comparison other

82
Q

What is the comparison other?

A

The person/people we compare our outcome-input ratio with

83
Q

What is the comparison of the outcome-input ratio with the comparison other?

A

The equity evaluation

84
Q

What is the equity evaluation also known as?

A

The perception of equity/inequity

85
Q

What do people experience when they are overrewarded?

A

Inequality tension

86
Q

Is inequality tension a positive or negative emotion?

A

A negative emotion

87
Q

List 7 actions that reduce inequity tension

A
  1. Reduce our inputs
  2. Increase our outcomes
  3. Increase other’s inputs
  4. Reduce other’s outputs
  5. Change our perceptions
  6. Change comparison other
  7. Leave the field
88
Q

What are the 2 forms of fairness?

A
  1. Distributive justice

2. Procedural justice

89
Q

What is important in understanding how a person will respond to a distributive injustice?

A

Procedural justice

90
Q

What influences emotions and attitudes toward the organization and consequently influences behavior?

A

Procedural justice

91
Q

List the 7 ways to improve procedural justice

A
  1. Give employees voice in decisions
  2. Decision maker avoids bias
  3. Decisions are based on complete and accurate information
  4. Existing policies are applied consistently
  5. Decision maker listens to all sides
  6. Give full explanation of decision
  7. Treat people with dignity and respect
92
Q

How does equity perceptions and procedural justice perceptions influence responses to inequity?

A

Employees tend to experience anger toward the source of injustice, which generates various response behaviors

93
Q

What involves assigning tasks to a job, including the interdependency of those tasks with other jobs?

A

Job design

94
Q

What is the result of division of labor in which work is subdivided into separate jobs assigned to difficult people?

A

Job specialization

95
Q

List the 4 advantages of job specialization

A
  1. Less time changing activities
  2. Lower training costs
  3. Job mastered quickly
  4. Better person-job matching
96
Q

List the 4 disadvantages of job specialization

A
  1. Job boredom
  2. Higher absenteeism and turnover
  3. Lower work quality
  4. Lower work motivation
97
Q

What is a model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties?

A

Job characteristics model

98
Q

List the 5 core job characteristics

A
  1. Skill variety
  2. Task identity
  3. Task significance
  4. Autonomy
  5. Job feedback
99
Q

What is the extent to which employees must use different skills and talents to perform tasks within their jobs?

A

Skill variety

100
Q

What is the degree to which a job requires completion of a whole or identifiable piece of work?

A

Task identity

101
Q

What is the degree to which a job has a substantial impact on the organization and/or larger society?

A

Task significance

102
Q

What is the degree to which a job gives employees freedom, independence, and discretion to schedule their work and determine the procedures used in completing it?

A

Autonomy

103
Q

List the job characteristic model’s 3 critical psychological states

A
  1. Meaningfulness
  2. Responsibility
  3. Knowledge of results
104
Q

What is the critical psychological state of meaningfulness?

A

The belief that one’s work is worthwhile or important

105
Q

What is the critical psychological state of responsibility?

A

A sense of being personally accountable for the work outcomes

106
Q

What is the critical psychological state of knowledge of results?

A

An awareness of the work outcomes based on information from the job itself

107
Q

Which core job characteristics leads to the critical psychological state of meaningfulness?

A

Skill variety, task identity, and task significance

108
Q

Which core job characteristics leads to the critical psychological state of responsibility?

A

Autonomy

109
Q

Which core job characteristics leads to the critical psychological state of knowledge of results?

A

Job feedback

110
Q

List the 3 strategies that can increase the motivational potential of jobs

A
  1. Job rotation
  2. Job enlargement
  3. Job enrichment
111
Q

What is job rotation?

A

Employees moving from one job to another

112
Q

List the 3 benefits to job rotation

A
  1. Reduced boredom
  2. Increased flexibility
  3. Reduced repetitive strain injuries
113
Q

What is job enlargement?

A

Adding more tasks to an existing job

114
Q

Which core job characteristics does job enlargement increase?

A

Skill variety and task identity

115
Q

What is job enrichment?

A

Giving employees more responsibility for scheduling, coordinating, and planning their own work

116
Q

Which core job characteristics does job enrichment increase?

A

Skill variety, autonomy and higher-level job knowledge

117
Q

What does job enrichment involve?

A

The job characteristic model

118
Q

What are the 2 job enrichment strategies?

A
  1. Forming natural work units

2. Establishing client relationships

119
Q

What are the 3 job characteristics that the job characteristic model overlooks?

A
  1. Task interdependence
  2. Task variability
  3. Task analyzability
120
Q

True or False:

An important implication of Four Drive theory is that the organization should focus on the person’s dominant drive in order to motivate them.

A

False

121
Q

Which of the four drives is “reactive” rather than “proactive?”

A. Drive to acquire
B. Drive to comprehend
C. Drive to bond
D. Drive to defend

A

D. Drive to defend

122
Q

Hardwired characteristics of the brain that energize individuals to correct deficiencies or maintain an internal equilibrium refer to:

A. Emotions
B. Expectancies
C. Needs
D. Drives

A

D. Drives

123
Q

According to four-drive theory, people resolve competing drive demands by considering:

A. Their locus of control
B. Their past experience, personal values, and social norms
C. Emotional markers
D. Expectancy

A

B. Their past experience, personal values, and social norms

124
Q

Challenging, specific performance goals are most likely to lead to poor performance on what type of tasks?

A

Novel and complex tasks

125
Q

Employee motivation tends to increase when people receive coaching to improve their job-related knowledge and skills. These practices strengthens employee motivation by:

A. reducing feelings of inequity
B. increasing outcome valences
C. increasing Performance–>Outcome expectancies
D. increasing Effort–>Performance expectancies

A

D. increasing Effort–>Performance expectancies

126
Q

Linking goals to personal development, meaningful work, and involving employees in goal setting mainly address which of the following guidelines for goal setting?

A. Specific goals
B. Measurable goals
C. Relevant goals
D. Exciting goals

A

D. Exciting goals

127
Q

True or False:

Tasks having long cycle times usually require less frequent feedback than tasks with short cycle times.

A

True

128
Q

True or False:

When giving feedback, it is important to describe for the employee how their personality traits have affected their performance results.

A

False

129
Q

Which of the following would be best at improving the P–>O expectancy?

A. measure employee job performance accurately
B. convince employees that they are able to accomplish the task
C. provide sufficient time and resources to perform the task
D. give everyone the same reward regardless of their individual performance

A

A. measure employee job performance accurately

130
Q

Treatment with dignity and respect is an explicit part of which theory?

A. Equity theory
B. Procedural justice
C. Job enrichment
D. Learned Needs

A

B. Procedural justice

131
Q

This motivation theory addresses outcome/input ratios and comparisons to others.

A. Expectancy Theory
B. Goal Setting Theory
C. Procedural Justice
D. Equity Theory

A

D. Equity Theory

132
Q

Giving people voice in the decision process and providing an opportunity to appeal decisions are important practices of:

A. Equity theory
B. Procedural justice
C. Job enrichment
D. Learned Needs

A

B. Procedural justice

133
Q

True or False:

Under-reward inequity can not occur if the person perceives that he/she receives the same outcomes as the comparison other.

A

False

134
Q

True or False:

Job specialization involves designing jobs with tasks requiring a great deal of technical skill and decision-making ability.

A

False

135
Q

The Job Characteristics Model is a model of:

A. job enlargement
B. job rotation
C. job satisfaction
D. job enrichment

A

D. job enrichment

136
Q

Increasing the autonomy and the complexity of tasks in a job is an example of:

A. job rotation
B. job enlargement
C. job enrichment
D. job satisfaction

A

C. job enrichment

137
Q

In which of the following types of job design would employees have more responsibility for scheduling, coordinating and planning their own work?

A. job specialization
B. job rotation
C. job enrichment
D. job enlargement

A

C. job enrichment

138
Q

In regard to the Job Characteristics Model, meaningfulness, responsibility, and knowledge of results pertain to:

A. Core job characteristics
B. Critical Psychological States
C. Outcomes
D. Growth Needs Strength

A

B. Critical Psychological States

139
Q

E to P is anything that has to do with “Can I do it”

A

E to P is anything that has to do with “Can I do it”

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