Chapter 5 - Employee Motivation Flashcards
1
Q
What are drives also known as?
A
Primary needs
2
Q
What are hardwired characteristics of the brain that energize individuals to correct deficiencies or maintain an internal equilibrium?
A
Drivers
3
Q
Fill in the Blanks:
Drivers are _____ and _______
A
- Innate
2. Universal
4
Q
What produces human needs?
A
Drives and the emotions that they produce
5
Q
What are drive-generated emotions directed toward goals?
A
Needs
6
Q
What 3 things influence goal-directed behaviors?
A
Self-concept, social norms, and past experience
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
8
Q
List the 4 drives in the four-drive theory
A
- Drive to acquire
- Drive to bond
- Drive to comprehend
- Drive to defend
9
Q
Are the 4 drives in the four-drive theory dependent on one another?
A
No
10
Q
Are certain drives in the four-drive theory more important than the others?
A
No
11
Q
How many of the 4 drives in the four-drive theory do we try to fulfill everyday?
A
3
12
Q
Which drive is the drive to take/keep objects and personal experiences?
A
Drive to acquire
13
Q
What is the drive to acquire the basis of?
A
Hierarchy and status
14
Q
Which drive is the drive to form relationships and social commitments?
A
Drive to bond
15
Q
What is the drive to bond the basis of?
A
Social identity
16
Q
Which drive is the drive to satisfy curiosity and resolve conflicting information?
A
Drive to comprehend
17
Q
What is the drive to comprehend the basis of?
A
Growth and self-actualization
18
Q
Which drive is the drive to protect ourselves physically, psychologically, and socially?
A
Drive to defend
19
Q
Which of the 4 drives is a reactive drive?
A
Drive to defend
20
Q
What is the drive to defend triggered by?
A
A threat
21
Q
What is the drive to defend the basis of?
A
Fight or flight
22
Q
What are the 4 drives influenced by?
A
Background emotions
23
Q
What determines which emotions are tagged to incoming information?
A
The 4 drives
24
Q
What do drives generate?
A
Independent and often competing emotions
25
What determine how to translate drives into needs?
Our mental skill set
26
What directs the motivation force of our emotions to decisions and behavior that are expected to reduce the tension?
Our mental skill set
27
What are our mental skill sets?
Our social norms, past experience, and personal values
28
What is one implication of the four-drive theory?
It needs to provide balance across the drives
29
List 4 ways that organizations provide balance across drives
1. Reasonably challenging jobs
2. Learning opportunities
3. Appropriate rewards and recognition
4. Positive social relations with colleagues
30
What is the use of power and position mainly to serve the organization?
Socialized Power
31
What is the use of power mainly for own self-interests?
Personalized Power
32
What are the 2 effects that pay can have?
1. Incentive effect
| 2. Sorting effect
33
What are the 2 types of jobs that individual monetary incentives tend to work best for?
Jobs that are well-learned and less complex
34
What are 2 factors of well-learned and less complex jobs?
They have few performance dimensions and shorter cycle times
35
What are the 5 disadvantages of monetary incentives?
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
36
True or False:
Many employees do not want at risk pay
True
37
What is a motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes?
Expectancy theory
38
List the 3 levels of the expectancy theory
1. Effort-to-performance expectancy
2. Performance-to-outcome expectancy
3. Outcome valences
39
What is an anticipated satisfaction or dissatisfaction that an individual feels towards an outcome?
A valence
40
When do outcomes have a positive valence?
When they are consistent with out values and satisfy our needs
41
What is the objective of the effort-to-performance expectancy?
To increase the employee's belief that they are capable of performing a job successfully
42
What is the objective of the performance-to-outcome expectancy?
To increase the employee's belief that their good performance will result in certain outcomes
43
What is the objective of outcome valences?
To increase the employee's expected satisfaction with outcomes resulting from desired performance
44
List 7 ways that managers can influence e-p expectancies
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
45
List 4 ways that managers can influence p-o expectancies
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
46
List 3 ways that managers can influence outcome valences
1. Use rewards that employees value
2. Individualize rewards
3. Minimize counter-valent outcomes
47
What is one of the best developed and most useful approaches to motivation?
Goal setting
48
What is the process of motivating employees and clarifying their role perceptions by establishing performance objectives?
Goal setting
49
What is a popular acronym for the characteristics of effective goal setting?
SMARTER
50
What does SMARTER stand for?
1. Specific
2. Measurable
3. Achievable
4. Relevant
5. Time-framed
6. Exciting
7. Reviewed
51
What does the Specific guideline in SMARTER include?
What needs to be accomplished and sometimes how it is to be accomplished
52
What do specific guidelines clarify?
Task and performance standards
53
What do specific guidelines allow for?
Measurement of performance
54
What does the Measurable guideline in SMARTER describe?
The quantity, quality, cost, and other standards
55
What does the Achievable guideline in SMARTER state?
That goals should be challenging, but not so difficult that employees lose their motivation to achieve them
56
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
True
57
What does the Relevant guideline in SMARTER state?
That the goal needs to be relevant to the individual's job and within their control
58
What does the Time-framed guideline in SMARTER need to specify?
When the goal should be completed or when it will be assessed
59
What 3 things does the Exciting guideline in SMARTER include?
1. Meaningful work
2. Linked to employee’s development
3. Involve employees in goal setting process
60
What does the Reviewed guideline in SMARTER provide?
Ongoing feedback about goal progress and attainment
61
What does the Reviewed guideline encourage?
Group members to engage in experiential learning every now and then
62
When should learning goals be used?
When tasks are novel and complex
63
Why should learning goals be used when tasks are novel and complex?
Successful task performance requires learning and strategy development
64
What refers to information about our behavior and its consequences?
Feedback
65
List the 5 characteristics of effective feedback
1. Specific
2. Relevant
3. Timely
4. Credible
5. Frequent
66
What does it mean if effective feedback is specific?
It should refer to specific metrics
67
What does it mean if effective feedback is relevant?
It should refer to the individual's behavior and the outcomes within their control
68
What does it mean if effective feedback is timely?
The information should be available soon after the behavior or results occur
69
What does it mean if effective feedback is credible?
The information comes from a reliable and trustworthy source
70
What are the 2 factors of frequent feedback?
1. How long it takes to complete the task
| 2. The employees knowledge and experience with the task
71
# Fill in the Blank:
Effective feedback is a ____________ between the manager and employee
Two-way conversation
72
What 2 things is effective feedback focused on?
1. Improving mutual understanding of performance
| 2. Enabling effective future performance
73
What is the perceived fairness in the outcomes we receive compared to our contributions and the outcomes and contributions of others?
Distributive justice
74
What is the perceived fairness of the procedures used to decide the distribution of resources?
Procedural justice
75
What is a theory explaining how people develop perceptions of fairness in the distribution and exchange of resources?
Equity theory
76
What is the value of outcomes you receive divided by the value of inputs you provide in the exchange relationship?
Outcome-input ratio
77
What are the inputs in the outcome-input ratio?
What employees contribute
78
What are the outcomes in the outcome-input ratio?
What employees receive
79
What is an example of an input in the outcome-input ratio?
Skills
80
What is an example of an outcome in the outcome-input ratio?
Pay
81
What does the equity theory say we compare the outcome-input ratio to?
A comparison other
82
What is the comparison other?
The person/people we compare our outcome-input ratio with
83
What is the comparison of the outcome-input ratio with the comparison other?
The equity evaluation
84
What is the equity evaluation also known as?
The perception of equity/inequity
85
What do people experience when they are overrewarded?
Inequality tension
86
Is inequality tension a positive or negative emotion?
A negative emotion
87
List 7 actions that reduce inequity tension
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
What are the 2 forms of fairness?
1. Distributive justice
| 2. Procedural justice
89
What is important in understanding how a person will respond to a distributive injustice?
Procedural justice
90
What influences emotions and attitudes toward the organization and consequently influences behavior?
Procedural justice
91
List the 7 ways to improve procedural justice
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
How does equity perceptions and procedural justice perceptions influence responses to inequity?
Employees tend to experience anger toward the source of injustice, which generates various response behaviors
93
What involves assigning tasks to a job, including the interdependency of those tasks with other jobs?
Job design
94
What is the result of division of labor in which work is subdivided into separate jobs assigned to difficult people?
Job specialization
95
List the 4 advantages of job specialization
1. Less time changing activities
2. Lower training costs
3. Job mastered quickly
4. Better person-job matching
96
List the 4 disadvantages of job specialization
1. Job boredom
2. Higher absenteeism and turnover
3. Lower work quality
4. Lower work motivation
97
What is a model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties?
Job characteristics model
98
List the 5 core job characteristics
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Job feedback
99
What is the extent to which employees must use different skills and talents to perform tasks within their jobs?
Skill variety
100
What is the degree to which a job requires completion of a whole or identifiable piece of work?
Task identity
101
What is the degree to which a job has a substantial impact on the organization and/or larger society?
Task significance
102
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?
Autonomy
103
List the job characteristic model's 3 critical psychological states
1. Meaningfulness
2. Responsibility
3. Knowledge of results
104
What is the critical psychological state of meaningfulness?
The belief that one's work is worthwhile or important
105
What is the critical psychological state of responsibility?
A sense of being personally accountable for the work outcomes
106
What is the critical psychological state of knowledge of results?
An awareness of the work outcomes based on information from the job itself
107
Which core job characteristics leads to the critical psychological state of meaningfulness?
Skill variety, task identity, and task significance
108
Which core job characteristics leads to the critical psychological state of responsibility?
Autonomy
109
Which core job characteristics leads to the critical psychological state of knowledge of results?
Job feedback
110
List the 3 strategies that can increase the motivational potential of jobs
1. Job rotation
2. Job enlargement
3. Job enrichment
111
What is job rotation?
Employees moving from one job to another
112
List the 3 benefits to job rotation
1. Reduced boredom
2. Increased flexibility
3. Reduced repetitive strain injuries
113
What is job enlargement?
Adding more tasks to an existing job
114
Which core job characteristics does job enlargement increase?
Skill variety and task identity
115
What is job enrichment?
Giving employees more responsibility for scheduling, coordinating, and planning their own work
116
Which core job characteristics does job enrichment increase?
Skill variety, autonomy and higher-level job knowledge
117
What does job enrichment involve?
The job characteristic model
118
What are the 2 job enrichment strategies?
1. Forming natural work units
| 2. Establishing client relationships
119
What are the 3 job characteristics that the job characteristic model overlooks?
1. Task interdependence
2. Task variability
3. Task analyzability
120
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.
False
121
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
D. Drive to defend
122
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
D. Drives
123
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
B. Their past experience, personal values, and social norms
124
Challenging, specific performance goals are most likely to lead to poor performance on what type of tasks?
Novel and complex tasks
125
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
D. increasing Effort-->Performance expectancies
126
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
D. Exciting goals
127
True or False:
Tasks having long cycle times usually require less frequent feedback than tasks with short cycle times.
True
128
True or False:
When giving feedback, it is important to describe for the employee how their personality traits have affected their performance results.
False
129
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. measure employee job performance accurately
130
Treatment with dignity and respect is an explicit part of which theory?
A. Equity theory
B. Procedural justice
C. Job enrichment
D. Learned Needs
B. Procedural justice
131
This motivation theory addresses outcome/input ratios and comparisons to others.
A. Expectancy Theory
B. Goal Setting Theory
C. Procedural Justice
D. Equity Theory
D. Equity Theory
132
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
B. Procedural justice
133
True or False:
Under-reward inequity can not occur if the person perceives that he/she receives the same outcomes as the comparison other.
False
134
True or False:
Job specialization involves designing jobs with tasks requiring a great deal of technical skill and decision-making ability.
False
135
The Job Characteristics Model is a model of:
A. job enlargement
B. job rotation
C. job satisfaction
D. job enrichment
D. job enrichment
136
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
C. job enrichment
137
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
C. job enrichment
138
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
B. Critical Psychological States
139
E to P is anything that has to do with "Can I do it"
E to P is anything that has to do with "Can I do it"
