Chapter 7 & 8

Question 1

Motivation

Answer 1

the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

Question 2

Intensity

Answer 2

Describes how hard a person tries.

Question 3

persistence dimension

Answer 3

This measures how long a person can maintain effort.

Question 4

First dated motication studies

Answer 4

These studies, which took place between 1927 and 1932, are collectively referred to as the “Hawthorne studies.”

Question 5

“Hawthorne studies”

Answer 5

The researchers originally intended to find the best temperature, lighting levels, and work pace to maximize productivity.

Question 6

Hierarchy of Needs Theory

Answer 6

5 needs!
Physiological
safety
Social
Esteem
Self actualization

Question 7

Theory X

Answer 7

managers believe employees inherently dislike work and must therefore be directed or even coerced into performing it (thus assuming that lower-order needs dominate).

Question 8

Theory Y

Answer 8

managers assume employees can view work as being as natural as rest or play, and therefore the average person can learn to accept, and even seek, responsibility (thus assuming that higher-order needs dominate)

Question 9

Two-Factor Theory (aka motivation-hygiene theory)

Answer 9

Relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction

Question 10

intrinsic factors

Answer 10

such as advancement, recognition, responsibility, and achievement seem related to job satisfaction.

Question 11

extrinsic factors

Answer 11

such as supervision, pay, company policies, and working conditions.

Question 12

Hygiene factors

Answer 12

characterized conditions such as quality of supervision, pay, company policies, physical working conditions, relationships with others, and job security

When they’re adequate, people will not be dissatisfied; neither will they be satisfied.

Question 13

If we want to motivate people in their jobs, Herzberg suggested

Answer 13

emphasizing factors associated with the work itself or with outcomes directly derived from it, such as promotional opportunities, personal growth opportunities, recognition, responsibility, and achievement. These are the characteristics people find intrinsically rewarding.

Question 14

Need for achievement (nAch)

Answer 14

is the drive to excel, to achieve in relationship to a set of standards.

Question 15

Need for power (nPow)

Answer 15

is the need to make others behave in a way they would not have otherwise.

Question 16

Need for affiliation (nAff)

Answer 16

is the desire for friendly and close interpersonal relationships.

Question 17

High achievers perform best when they perceive their probability of success as

Answer 17

0.5—that is, a 50–50 chance.

Question 18

Self-determination theory

Answer 18

which proposes that people prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation.

Question 19

cognitive evaluation theory

Answer 19

a complementary theory that hypothesizes that extrinsic rewards will reduce intrinsic interest in a task.

When people are paid for work, it feels less like something they want to do and more like something they have to do.

Question 20

Self-concordance

Answer 20

which considers how strongly people’s reasons for pursuing goals are consistent with their interests and core values.

Question 21

goal-setting theory

Answer 21

Specific and difficult goals, with feedback, leads to higher performance

Question 22

Why are people motivated by difficult goals?

Answer 22

First, they get our attention and help us focus. Second, they energize us because we have to work harder to attain them. Third, when goals are difficult, people persist in trying to attain them. Finally, difficult goals lead us to discover strategies that help us perform the job or task more effectively.

Question 23

In addition to feedback, three other factors influence the goals–performance relationship:

Answer 23

goal commitment, task characteristics, and national culture.

Question 24

promotion focus

Answer 24

strive for advancement and accomplishment, and they approach conditions that move them closer toward desired goals.

Question 25

prevention focus

Answer 25

strive to fulfill duties and obligations and avoid conditions that pull them away from desired goals.

Question 26

management by objectives (MBO)

Answer 26

MBO emphasizes participatively set goals that are tangible, verifiable, measurable, and relate to the broader organizational mission and strategies.

Question 27

Self-efficacy theory, also known as social cognitive theory or social learning theory,

Answer 27

refers to an individual’s belief that he is capable of performing a task.

Question 28

The researcher who developed self-efficacy theory, Albert Bandura, proposes four ways self-efficacy can be increased:

Answer 28

Enactive mastery

Vicarious modelling

Verbal persuasion

Arousal

Question 29

enactive mastery

Answer 29

gaining relevant experience with the task or job. If you’ve been able to do the job successfully in the past, you’re more confident you’ll be able to do it in the future.

Question 30

vicarious modelling

Answer 30

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

Question 31

verbal persuasion:

Answer 31

becoming more confident because someone convinces you that you have the skills necessary to be successful.

Question 32

arousal

Answer 32

Arousal leads to an energized state, so the person gets “psyched up” and performs better. But if the task requires a steady, lower-key perspective arousal may hurt performance

Question 33

Pygmalion effect

Answer 33

—a form of self-fulfilling prophecy in which believing something can make it true.

Question 34

equity theory

Answer 34

According to equity theory, employees compare what they get from their job (their “outcomes,” such as pay, promotions, recognition, or having the corner office) to what they put into it (their “inputs,” such as effort, experience, and education).

Question 35

organizational justice

Answer 35

Overall perception of what is fair in the workplace

Question 36

Distributive justice

Answer 36

is concerned with the fairness of the outcomes, such as pay and recognition, that employees receive.

Question 37

procedural justice

Answer 37

Perceived fairness of process used to determine outcome

Question 38

procedural justice

Answer 38

which reflects whether managers provide employees with explanations for key decisions and keep them informed of important organizational matters.

Question 39

which reflects whether employees are treated with dignity and respect.

Answer 39

interpersonal justice

Question 40

Expectancy theory

Answer 40

argues that the strength of our tendency to act a certain way depends on the strength of our expectation of a given outcome and its attractiveness.

Question 41

Effort–performance relationship.

Answer 41

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

Question 42

Performance–reward relationship.

Answer 42

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

Question 43

Rewards–personal goals relationship.

Answer 43

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 44

job engagement,

Answer 44

the investment of an employee’s physical, cognitive, and emotional energies into job performance.