Chapter 5 - Motivation

Question 1

Employee engagement

Answer 1

individual’s emotional and cognitive (rational) motivation, particularly a focused, intense, persistent and purposive effort towards work-related goals

It is also emotional involvement in, commitment to and satisfaction with the work, as well as a high level of absorption in the work and sense of self-efficacry about performing the work.

Question 2

Motivation

Answer 2

forces within a person that affect his or her direction, intensity and persistence of voluntary behavior in the workplace

Question 3

Drives (primary needs)

Answer 3

neural states that energize individuals to correct deficiencies or maintain an internal equilibrium

they are prime movers of behavior, activating emotions that put us in a state of readiness to act

Question 4

Needs

Answer 4

goal directed forces that people experience, are shaped by the individual’s self-concept, such as personality and values, as well as social norms and past experience

Question 5

Maslow’s needs hierarchy

Answer 5

Higher order

1) Self -actualization
2) Esteem

Lower order

3) Belongingness
4) Safety
5) Physiological

Question 6

Existence growth theory

Answer 6

1) Growth
2) Relatedness
3) Existence

Question 7

McClelland’s learned needs theory

Answer 7

Argues that needs can be strengthened through learning

1) need for achievement - learned tendency to strive for success
2) need for power - desire to seek approval from others
3) need for affiliation - need to control one’s environment

Question 8

Four-drive theory

Answer 8

states that everyone has four innate drives: the drives to acquire, bond, learn and defend

These drives activate emotions that people regulate through a skill set that considers social norms, past experience and personal values

Question 9

Main recommendation from four-drive theory

Answer 9

to ensure that individual jobs and workplaces provide a balanced opportunity to fulfill the four drives

Question 10

Expectancy theory

Answer 10

states that work effort is determined by the perception that effort will result in a particular level of performance (E-to-P Expectancy), the perception that a specific behavior or performance level will lead to specific outcomes (P-to-O expectancy) and the valences that the person feels for those outcomes

Question 11

Effort to Performance expectancy increased by

Answer 11

improving the employee’s ability and confidence to perform the job

Question 12

Performance to outcome expectancy increased by

Answer 12

measuring performance accurately, distributing higher rewards to better performers and showing employees that rewards are performance-based

Question 13

Outcome valences increased by

Answer 13

finding out what employees want and using these resources as rewards

Question 14

Organizational behavior modification

Answer 14

takes the behaviorist view that the environment teaches people to alter their behavior so that they maximize positive consequences and minimize adverse consequences

Question 15

Antecedents

Answer 15

environmental stimuli that provoke behavior

Question 16

Consequences

Answer 16

events following behavior that influence its future occurrence

includes positive reinforcement, punishment, negative reinforcement and extinction

Question 17

Social cognitive theory

Answer 17

states that much of learning and motivation occurs by observing and modeling others as well as by anticipating the consequences of our behavior

It suggests that people typically infer cause-effect relationships, anticipate the consequences of their actions, develop self-efficacy in performing behavior, exercise personal control over their behavior and reflect on their direct experiences

Question 18

self-regulation

Answer 18

tendency of people to rewards and punish themselves as a consequence of their actions

Question 19

Goal setting

Answer 19

process of motivating employees and clarifying their role perceptions by establishing performance objectives

Question 20

Goals more effective when they

Answer 20

Specific
Measurable
Achievable
Relevant
Time-framed
Exciting
Reviewed

Question 21

Effective feedback

Answer 21

specific, relevant, timely, credible, and sufficiently frequent

Question 22

Strengths-based coaching (appreciative coaching)

Answer 22

maximises employee potential by focusing on employees’ strengths rather than their weaknesses

Question 23

Organisational justice

Answer 23

consists of distributive justice and procedural justice

Question 24

Distributive justice

Answer 24

perceived fairness in the outcomes we receive relative to our contributions and the outcomes and contributions of others

Question 25

Procedural justice

Answer 25

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

Question 26

Equity theory

Answer 26

people continuously monitor the degree of equity or inequity that exists in their working relations

Question 27

Applied motivation practices

Answer 27

Designing reward systems
Designing jobs
Encouraging self-motivation

Question 28

Content theories

Answer 28

what kinds of needs and drives for motivation

Question 29

Process theories

Answer 29

how are needs and drives converted to motivation