Chapter 5: Motivating Behaviour

Question 1

Define Motivation:

Answer 1

The set of forces that leads people to behave in particular ways.

Question 2

Why does managers need to motivate people?

Answer 2

To work towards the goals of the organisation.

Question 3

What does P= M x A x E stand for?

Answer 3

P= performance
M= motivation
A= ability
E= environment

Question 4

Define a need:

Answer 4

Anything an individual wants/requires.

Question 5

Explain the Motivational Framework as a six step process:

Answer 5

1. Experienced need deficiency
2. Search for ways to satisfy needs
3. Choice of goal-directed behaviours
4. Enactment of behavioural choice
5. Experienced rewards/punishment
6. Reassessment of need deficiency

Question 6

Early Perspectives on Motivation: The Traditional Approach

Define Scientific Management:

Answer 6

Approach to motivation that assumes that employees are motivated by money.

Question 7

Who invented the Traditional Approach?

Answer 7

Frederick W. Taylor

Question 8

Early Perspectives on Motivation:

Define the Human Relations approach:

Answer 8

Suggests that fostering a sense of employees’ inclusion in decision making will result in positive employee attitudes and motivation to work hard.
- employee wants to feel useful and important
- allow self-direction-and control
- decision- making powers

Question 9

Early perspectives on Motivation:

Define the Human Rescource Management approach

Answer 9

Assumes that people want to contribute and are able to make genuine connections.
-participation
foundation for contemporary theories

Question 10

Need-based Perspectives:

The Hierarchy of Needs- Name and describe each layer of the Hierarchy

Answer 10

1. Phsysiological needs: breathing, food, water, sleep
2. Security needs: security of body,morality, family, health (stability)
3. Belongingness needs: friendship, family, sexual intimacy
4. Esteem needs: self-esteem, achievement, respect of others, respect by others
5. Self-actualisation: morality, creativity, problem-solving, acceptance of facts

Question 11

Need-based Perspectives:

Describe the ERG theory

Answer 11

Existence: material and physical desires which are essential to survive
Relatedness: need to have relationships in which thoughts/feelings are shared.
Growth: need to be productive and change oneself+ environment.

Question 12

Need-based Perspective:

Define Herzberg Two factor Theory of Motivation (dual-structure theory)

Answer 12

Identifies motivation factors, which affect satisfaction, and hygiene factors, which determine dissatisfaction.

Question 13

Two-factor Theory:

List 5 Motivation Factors (satisfaction→ no satisfaction)

Answer 13

1. Achievement
2. Recognition
3. The work itself
4. Responsibility
5. Advancement and growth

Question 14

Two-Factor Theory:

List 5 Hygiene Factors (Dissatisfaction→ No dissatisfaction)

Answer 14

1. Supervision
2. Working conditions
3. Interpersonal relationships
4. Pay and job security
5. Company policies

Question 15

Define Motivation Factors:

Answer 15

Intrinsic to the work and include factors such as acheivement and recognition.

Question 16

Define Hygiene Factors:

Answer 16

Extrinsic to the work itself and include factors such as pay+ job security.

Question 17

The Acquired Needs theory:

Name the three needs in this framework:

Answer 17

a) The need for achievement
b) The need for affiliation
c) The need for power

Question 18

The Acquired Needs theory:

Define and explain the Need for affiliation.

Answer 18

→need for human companionship (needs reassurance and approval from others)
→act how they think others want them to behave
→genuinely concerned about others

Question 19

The Acquired Needs theory:

Define and explain the Need for Achievement:

Answer 19

The desire to accomplish a task/goal more effectively than was done in the past.
→individual sets goals with moderate risks
→individual needs immediate, specific feedback

Question 20

The Acquired Needs theory:

Define and explain the Need for power:

Answer 20

→The desire to control the resources in one’s environment
→Excellent managers provided they have interest of the organisation at heart
→Low need for affiliation and have self-control

Question 21

Process-based perspectives:

Define Adam’s Equity theory

Answer 21

The belief that we’re being treated fairly in relation to others; inequity is the belief that we’re being treated unfairly in relation to others.

Question 22

Process-based perspectives: The Equity theory

Describe the input vs. output of employees

Answer 22

Inputs: time, effort, ability, loyalty, tolerance, personal sacrifice, commitment
Outputs: pay, bonus, perks, security, recognition, praise

Question 23

Process-based Perspectives:

Define the Expectancy Theory:

Answer 23

Suggests that people are motivated by how much they want something and likelihood they percieve of getting it.

Question 24

Process-based persepctives: Expectancy Model

Discuss what Effort leads to in this theory

Answer 24

Effort→ Environment; Performance; Ability

Question 25

# Process-based persepctives: Expectancy Model Define the effort-to-performance probability

Answer 25

Person's perception of probability that effort lead to perfromance "If I work hard, will I get the job done?"

Question 26

# Process-based persepctives: Expectancy Model Define the performance-to-outcome instrumentality

Answer 26

Individual's perception of probability that perfromance will lead to certain outcomes. "What rewards will I get when the job is well done?"

Question 27

# Process-based persepctives: Expectancy Model Describe outcomes and valence

Answer 27

**Outcome:** anything that results from performing a particular behaviour. **Valence:**degree of (un)attractiveness particular outcome has for person. "What rewards do I value?"

Question 28

# Process-based persepctives: Expectancy Model List 7 practical fundamental guidelines for practising manager

Answer 28

1. Determine primary outcomes what each employee wants. 2. Decide what levels and kinds are performance are needed to meet org goals. 3. Make sure desired levels of performance are possible 4. Link desired outcomes and desired perfromance. 5. Analyse situation for conflicting expectancies and instrumentalities. 6. Make sure rewards are large enough. 7. Make sure overall system is equitable for everyone.

Question 29

# Learning-based perspectives Name the two views as to how learning occurs

Answer 29

1. The Traditional View: Classical Conditioning 2. The Contemporary View: Learning as a Cognitive Process

Question 30

# Learning-based perspectives Define the Traditional view to learning: Classical Conditioning

Answer 30

a simple form of learning that links to a conditioned response with uncnditioned stimulus.

Question 31

# Learning-based perspectives Define the Contemporary View: Learning as a Cognitive Process

Answer 31

Assumes that people are conscious and active participants in how they study people draw their experiences → people draw on their experiences+ past learning as basis for present behaviour. → people make choices about their behaviour based on past experiences+ recognises consequences of their choice.

Question 32

# Learning-based Perspectives: Define the Reinforcement Theory

Answer 32

Based on idea that behaviour is a function of its consequences. →increased a behaviour: rewards →decrease a behaviour: punishments

Question 33

# Learning-based Perspectives: Name the four types of reinforcements

Answer 33

1. Positive Reinforcement 2. Negative Reinforcement 3. Positive Punishment 4. Negative Punishment

Question 34

Describe the four types of reinforcements

Answer 34

1. Positive reinforcement: increase the behaviour 2. Negative reinforcement: decreases the behaviour 3. Positive punishment: decrease the behaviour 4. Negative punishment: increase the behaviour