Chapter 5: Foundations of Employee Motivation

Question 1

Employee engagement

Answer 1

An individuals cognitive (logical) motivation and emotional involvement and commitment to the work. Also define as self-efficacy (ability, role clarity and resources to get the job done).

Question 2

Drives (primary needs)

Answer 2

Hardwired characteristics of the brain that attempt to keep us in balance by correcting deficiencies. Drives are the starting point of motivation because they generate emotion.

Question 3

Needs

Answer 3

Emotions and drives translate into human needs. They are the motivational forces of emotions channeled toward specific goals to correct deficiencies or imbalances.

Question 4

Drives, needs and behavior diagram

Answer 4

Drives and emotions - Needs - Decisions and behavior

Question 5

Maslows needs of hierarchy theory

Answer 5

Proposed that as the person satisfies a lower-level need, the next higher need in the hierarchy becomes the strongest motivator and remains so even if never satisfied. the four lower needs are "deficiency needs" and self-actualization is a "growth need".
Base needs:
1. physiological
2. Safety
3. Belonging
4. Esteem
5. Self-actualization

Question 6

Intrinsic motivation

Answer 6

Motivation controlled by the individual and experienced from the activity itself.

Question 7

Extrinsic motivation

Answer 7

Motivation in the form of outcomes (bonus, award, happy boss) that are controlled by others and are not need fulfillments in themselves.

Question 8

4 drive theory

Answer 8

States that emotions are the source of human motivation and that these emotions are generated through four innate and universal drives.
Drives:
1. Drive to acquire (proactive)
2. Drive to bond (proactive)
3. Drive to comprehend (proactive)
4. Drive to defend (reactive)

Question 9

Expectancy theory

Answer 9

States that work effort is directed toward behaviours that people believe will produce the most favourable outcomes.

Question 10

Organizational Behaviour Modification (OBM)

Answer 10

1. Antecedents - events preceding the behaviour that inform employees that a particular action will
   produce specific consequences.
2. Behaviour
3. Consequences - events following a particular behaviour that influence its future occurrence (can be positive or negative).

Question 11

Social cognitive theory

Answer 11

States that much learning occurs by observing and modelling others as well as by anticipating the consequences of our behaviour.

1. Learning behaviour consequence
2. Behaviour modelling
3. Self-regualtion

Question 12

Self-reinforcement

Answer 12

Rewarding or punishing themselves for exceeding or falling short of their self-set standards of excellence.

Question 13

Distributive justice

Answer 13

Refers to perceived fairness in the outcomes we receive compared to our contributions and the outcomes and contributions of others.

Question 14

Procedural Justice

Answer 14

Refers to fairness of the procedures used to decide the distribution of resources.

Question 15

Equity theory

Answer 15

Employees determine feelings of equity by comparing their own outcome/input ratio to the outcome/input ratio of some other person.

Question 16

Three learned needs

Answer 16

1. Need for Achievement - People desire unambiguous feedback and recognition and money is a weak motivator.
2. Need for Affiliation - desire to seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation.
3. Need for power - . Individuals have personalized power when they enjoy their power for its own sake, use it to advance personal interests, and wear their power as a status symbol. Individuals havesocialized power when they desire power as a means to help others.

Question 17

Contingencies and schedules of reinforcement

Answer 17

1. Positive reinforcement
2. Punishment
3. negative reinforcement
4. Extinction