Chapter 5: Motivation

Question 1

Drives

Answer 1

Strong desires for something

Question 2

Maslow’s hierarchy of needs

Answer 2

Low order needs are physiological needs and safety and security needs. High order needs are belonging and social needs, a steam and status needs, and finally self actualization and for fill my needs.

Question 3

Herzberg’s two factor model

Answer 3

This system theorizes there are two factors of motivation. Maintenance factors are working conditions, pay, job security, relations with supervisors and subordinates

Motivational factors are the work itself achievement or recognition.

Question 4

Alderfer’s E-R-G model

Answer 4

The three tiers of this model our first existent needs, then relatedness needs, then growth needs

Question 5

Law of effect

Answer 5

I love the fact states that a person tends to repeat behavior that is accompanied by favorable consequences and avoidance behavior that brings unfavorable consequences

Question 6

Social learning

Answer 6

Employees do not always have to learn directly from their own experiences instead they may and are even likely to learn by observing the actions of others

Question 7

Positive reinforcement

Answer 7

Provides a favorable consequences that encourages repetition of a behavior

Question 8

Shaping

Answer 8

Shipping is a systematic and progressive application of positive reinforcement

Question 9

Negative reinforcement

Answer 9

This occurs when behavior is accompanied by removal of an unfavorable consequences (this is not punishment which normally add something unfavorable, it is the removal of unfavorable)

Question 10

Punishment

Answer 10

The administration of it unfavorable consequences that discourages a certain behavior

Question 11

Extinction

Answer 11

The withholding of significant positive consequences that were previously provided for a desirable behavior

Question 12

Continuous reinforcement

Answer 12

This occurs when we’re in for some of the companies each and every correct behavior by and employee

Question 13

Partial reinforcement

Answer 13

This occurs when only some of the correct behaviors are reinforced either at a certain time or a certain number of correct responses

Question 14

Goals

Answer 14

Those are targets and objectives for future performance.

Question 15

Goalsetting

Answer 15

Goalsetting works of the motivational process because it creates a discrepancy between current and expected performance

Question 16

Selfie efficiency

Answer 16

Self efficiency is an internal believe regarding one’s job related capabilities and competencies

Question 17

Goal acceptance

Answer 17

Effective goals lead to not only be understood but also actively excepted by employees

Question 18

Specificity

Answer 18

Goals need to be as specific, clear, and miserable as possible so employees will know when the goal is reached.

Question 19

Challenge

Answer 19

Most employees work harder and achieve more when they have difficult goals to accomplish rather than easy ones.

Question 20

Performance monitoring and feedback

Answer 20

These two important steps are needed to complete the process of accomplishing goals. Monitoring is observing and inspecting the employees efforts while feedback is providing timely provision of data or judgment to the employees

Question 21

Expectancy model

Answer 21

Valence X expectancy X instrumentality = motivation

Question 22

Valence

Answer 22

The strength of the person’s desire to reach a goal. This is unique to each employee

Question 23

Expectancy

Answer 23

Expectancy is the strength of believe that one is work related effort will result in the completion of the task

Question 24

Instrumentality

Answer 24

Instrumentality represents the employees believe that a reward will be received once the task is accomplished.

Question 25

Motivation

Answer 25

Motivation is the product of valence, expectancy, and instrumentality. Is the product expectancy, and instrumentality. It is defined as the strength of the drive towards an action

Question 26

The equity theory

Answer 26

The equity theory states that employees tend to judge fairness by comparing the outcomes they receive with their relative inputs and also by comparing this ratio with the ratios of other employees

Question 27

Inputs

Answer 27

Inputs include all the rich and diverse elements that employees believe they bring or contribute to the job

Question 28

Outcomes

Answer 28

Outcomes are the reward they perceive that you get from the job and employers

Question 29

Equity sensitivity

Answer 29

Equity sensitivity suggest that individuals have different preferences for equity based on their personal experiences.