Chapter 5: Foundations of Employee Motivation

Question 1

Motivation

Answer 1

Forces within a person that affect the direction, intensity, and persistence of voluntary behavior

Question 2

Employee engagement

Answer 2

Individual emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals

Question 3

Drives (primary needs)

Answer 3

Hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals

Question 4

Needs

Answer 4

Goal-directed forces that people experience

Question 5

Maslow’s needs hierarchy

Answer 5

Motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified (Physiological (food, shelter, clothing), Safety (job security), Belongingness (desire for affiliation and acceptance), Esteem (desire for status and position, typically insatiable), Self-Acutalization)

Question 6

Learned needs theory

Answer 6

McClelland idea that need strength can be altered through social influences. Three “learned” needs: achievement, power, affiliation

Question 7

nAch

Answer 7

Need for Achievement is a learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success; Andy went to Cornell example

Question 8

nAff

Answer 8

Need for Affiliation is a learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation; Michael needs to be well liked example

Question 9

nPow

Answer 9

Need for Power is a learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power, ) or others (socialized power)

Question 10

Four-Drive theory

Answer 10

Motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality

Question 11

Drive to acquire

Answer 11

Insatiable because the purpose of human motivation is to achieve higher position that others

Question 12

Drive to bond

Answer 12

Fo form social relationships and develop mutual caring commitments with others

Question 13

Drive to comprehend

Answer 13

Drive to satisfy our curiosity, to know and understand ourselves and the environment around us

Question 14

Drive to defend

Answer 14

Drive to protect ourselves physically and socially

Question 15

Expectancy theory

Answer 15

Motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes; first level outcome: achievement; second level outcomes: terminal goals, ultimate desires, promotion, merit pay, etc; instrumentality: perception of relationship between 1st and 2nd level outcomes; valence: importance of outcomes to individual; expectancy; probability of it occurring bc of behavior

Question 16

Effort to Performance expectancy

Answer 16

Individual’s perception that his or her effort will result in a particular level of performance

Question 17

Performance to Outcome expectancy

Answer 17

Perceived probability that a specific behavior or performance level will lead to a particular outcome

Question 18

Outcome valences

Answer 18

Anticipated satisfaction or dissatisfaction that an individual feels toward an outcome

Question 19

OB Mod

Answer 19

Theory that explains employee behavior in terms of the antecedent conditions and the consequences of that behavior

Question 20

Contingencies of reinforcement

Answer 20

Positive reinforcement (intro of a consequence increases frequency of event, cookie), punishment (consequence decreases frequency of event, grounded, write-up, dock pay), extinction (no consequence follows follows the behavior, ignoring kid raising their hand), negative reinforcement (occurs when the removal or avoidance of a consequence increases or maintains the frequency or future probability of behavior, bad reviews will stop when you start performing better, buzzing sound for seatbelt to click)

Question 21

Schedules of reinforcement

Answer 21

Continuous (every day, common in pie-rate comp, paid by desirable behaviors, effective in learning new tasks), Variable ratio (after various time frames, cold call goal requirement, most effective), Fixed ratio (auto sales, go home after selling two cars), fixed interval (reward after specific amount of time, paychecks), variable interval (reward after varying amounts of time, promotions)

Question 22

Social cognitive theory

Answer 22

Theory that explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior, Bobo Doll punching it, kids observing other kids play

Question 23

Learning behavior consequences

Answer 23

Doesn’t necesarrily happen to you, but you saw the repercussions and are not going to do what they did, server fired for not ringing up properly

Question 24

Behavior modeling

Answer 24

Learning by imitating and practicing others behavior, self efficacy is essential

Question 25

Self-regulation

Answer 25

Setting goals and other forms of intentional purposeful action, kid watns to have fun, but only after finish chores, no coffe and donuts until finishing reports

Question 26

Self-reinforcement

Answer 26

Reinforcement that occurs when an employee has control of a reinforcer but doesn’t take it until completing a self-set goal

Question 27

Goal setting theory

Answer 27

Process of motivating employees and clarifying their role perceptions by establishing performance objectives; SMARTER (specific, measurable, achievable, relevant, time specific, exciting, reviewable); difficulty can have diminishing returns, widget salesman example

Question 28

Balanced scorecard (BSC)

Answer 28

Goal setting and reward system that translates the org’s vision and mission into specific, measurable performance goals related to financial, customer, internal, and learning/growth processes

Question 29

Strengths-based coaching

Answer 29

Positive org behavior approach to coaching and feedback that focuses on building and leveraging the employee’s strengths rather than trying to correct his or her weaknesses

Question 30

Multisource (360 degree) feedback

Answer 30

Information about an employee’s performance collected from a full circle of people, including subordinates, peers, supervisors, and sutomers

Question 31

Distributive justice

Answer 31

Perceived fairness in the individual’s ratio of outcomes to contributions relative to a comparison other’s ratio of outcome to contributions

Question 32

Procedural justice

Answer 32

Perceived fairness of the procedures used to decide the distribution of resources

Question 33

Equity theory

Answer 33

Employees determine feelings of equity by comparing their own outcome/input ration to the outcome/input ratio of some other person; rooted in cognitive dissonance theory; fairness; input, outcome, comparison other

Question 34

Actions that reduce inequity tension

Answer 34

Change our inputs, change our outcomes, change other’s inputs, change other’s outcomes, change our perceptions, change comparison other, leave the field

Question 35

Aldefer’s ERG

Answer 35

Existence, Relatedness, Growth; Satisfaction progression principle, frustration regression principle

Question 36

Theory of Intrinsic Motivation

Answer 36

Motivation to behave because of how it makes us feel; autonomy, mastery, purpose are fundamental, external rewards for intrinsically motivating behavior (pay raises or bonuses when they don’t care about that, cash rewards for grades, when grades go bad what happens)

Question 37

Equivalency

Answer 37

Not necessarily equality, but equivalency in the amount of input to output fairness

Question 38

Employee Equity

Answer 38

Compare yourself to someone in the same company in the same position (baseball catcher to baseball catcher)

Question 39

Internal equity

Answer 39

Comparing to someone in same company with different position (same team, but comparing to pitcher)

Question 40

External equity

Answer 40

Comparing to someone in a different company but with the same job (comparing to catcher on another team); cost of living

Question 41

3 Groups of Equity Sensitiveity

Answer 41

Benevolent’s (I/O is less than others and is okay); Equity sensitives: wants equity, broad range; Entitled’s: I/O is higher than comparison others

Question 42

Organizational Justice

Answer 42

Offshoot of equity theory, not comparative other, distributive and procedures, throwing darts example