Chapter 7

Question 1

Self-actualization

Answer 1

Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment.

Question 2

two-factor theory

Answer 2

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory.

Question 3

hygiene factors

Answer 3

Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.

Question 4

McClelland’s theory of needs

Answer 4

A theory that states achievement, power, and affiliation are three important needs that help explain motivation.

Question 5

self-determination theory

Answer 5

A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.

Question 6

cognitive evaluation theory

Answer 6

A version of self-determination theory in which allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling.

Question 7

self-concordance

Answer 7

The degree to which people’s reasons for pursuing goals are consistent with their interests and core values.

Question 8

goal-setting theory

Answer 8

A theory stating that specific and difficult goals, with feedback, lead to higher performance.

Question 9

prevention focus

Answer 9

A self-regulation strategy that involves striving for goals by fulfilling duties and obligations.

Question 10

management by objectives (MBO)

Answer 10

A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

Question 11

self-efficacy theory

Answer 11

An individual’s belief that he or she is capable of performing a task.

Question 12

enactive mastery

Answer 12

that is, gaining relevant experience with the task or job.

Question 13

vicarious modeling

Answer 13

becoming more confident because you see someone else doing the task.

Question 14

verbal persuasion

Answer 14

We become more confident when someone convinces us we have the skills necessary to be successful. Motivational speakers use this tactic.

Question 15

Arousal

Answer 15

leads to an energized state, so we get “psyched up,” feel up to the task, and perform better.

Question 16

reinforcement theory

Answer 16

A theory suggesting that behavior is a function of its consequences.

Question 17

behaviorism

Answer 17

A theory stating that behavior follows stimuli in a relatively unthinking manner

Question 18

Attentional processes

Answer 18

People learn from a model only when they recognize and pay attention to its critical features. We tend to be most influenced by models that are attractive, repeatedly available, important to us, or similar to us (in our estimation).

Question 19

Reinforcement processes

Answer 19

Individuals are motivated to exhibit the modeled behavior if positive incentives or rewards are provided. Positively reinforced behaviors are given more attention, learned better, and performed more often.

Question 20

expectancy theory

Answer 20

A theory stating that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

Question 21

Expectancy: the effort–performance relationship.

Answer 21

The probability perceived by the individual that exerting a given amount of effort will lead to performance.

Question 22

Instrumentality: the performance–reward relationship

Answer 22

The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome.

Question 23

Valence: the rewards–personal goals relationship.

Answer 23

The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.

Question 24

equity theory

Answer 24

A theory stating that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

Question 25

Change inputs

Answer 25

exert less effort if underpaid or more if overpaid

Question 26

Distort perceptions of self

Answer 26

I used to think I worked at a moderate pace, but now I realize I work a lot harder than everyone else”

Question 27

Change outcomes

Answer 27

individuals paid on a piece-rate basis can increase their pay by producing a higher quantity of units of lower quality).

Question 28

distributive justice

Answer 28

Perceived fairness of the amount and allocation of rewards among individuals.